Arsenal Holdings plc
Results for the year ended 31 May
2017
ARSENAL ANNOUNCE
FULL YEAR RESULTS
- Turnover from football increased to £422.8 million (2016 –
£350.6 million) with strong growth in broadcasting supported by
commercial activity. First time Club’s football revenues have
exceeded £400 million.
- Additional £58.0 million from broadcasting as a consequence of
the increased value of Premier League rights (first year of the
latest three year cycle) and UEFA Champions League
distributions.
- Overall Commercial revenue growth for the year of 10% led by an
additional £5.9 million from secondary partnerships.
- A third successive year of increased cash investment in the
squad is reflected in higher amortisation charges and higher wage
costs.
- Wage costs rose to £199.4 million (2016 – £195.4 million) and
represented 47.2% (2016 – 55.7%) of football revenues. Year on year
comparison is distorted by there being no players’ Champions League
qualification bonus in the 2016/17 figures.
- Amortisation charge on player registrations rose to £77.1
million (2016 – £59.2 million).
- Limited transfers out activity - the profit on sale of player
registrations amounted to £6.8 million (2016 – £2.0 million).
- Quiet year for the Group’s property business with a
contribution to pre-tax profits of £0.2 million (2016 – £2.0
million).
- Group profit before tax was £44.6 million (2016 – £2.9
million).
- Tax charge for the year of £9.3 million (2016 - £1.2 million)
reflecting a balance of higher taxable profits and lower rates of
UK corporation tax.
- The Group has no short-term debt and its cash balances,
excluding the accounts designated as debt service reserves,
amounted to £144.3 million (2016 - £191.1 million). The reduction
follows a Club record net cash outflow on player transfers of
£102.5 million (2016 - £54.2 million).
The liabilities for player acquisitions are, in part, payable in
instalments and the outstanding net amount due to vendor clubs
was £42.7 million (2016 – £42.5 million).
Commenting on the results for the year, the Club’s Chairman, Sir
Chips Keswick, said:
“The Club’s thirteenth FA Cup win was some compensation for the
disappointment of dropping out of the Premier League’s top four for
the first time in 20 years. This summer we have again moved to
strengthen the squad and we are optimistic about the season
ahead.”
The Club’s Chief Executive Officer, Ivan
Gazidis, said:
“Our ambition is clear - to win major trophies. In order to
compete at the top, we need to strive to be better than our
competitors in everything we do. That is why during the past
season we have continued to make substantial investments to drive
the club forward. At the top of the pyramid, we have scaled up our
investment in our First Team squad significantly in recent years,
spending a net £203 million in transfer fees in the last three
seasons. We have transformed our training ground and completed a
total rebuild of our Academy. We are focused on ensuring that the
structures, in terms of people, expertise and facilities, in place
around the Manager and the players are the best that they can be.
By getting that environment right, down to fine tuning the detail,
we optimise our chances of achieving the results we want on the
pitch.”
Arsenal Holdings plc
Chairman’s report
Overview
The triumph at Wembley in the Emirates FA Cup Final against
Chelsea made for an upbeat conclusion to what had otherwise been a
somewhat frustrating and disappointing Premier League season. The
Wembley finale was another memorable day for us all as we lifted
the trophy for the third time in four years and for a record
thirteenth time in our illustrious history. I thought our support
on the day was outstanding and helped us to a deserved win.
This was some compensation for the disappointment of dropping
out of the Premier League’s top four for the first time in 20
years, so bringing to an end 19 consecutive seasons playing in the
UEFA Champions’ League. This will always remain a remarkable run of
consistency which we recognise will be increasingly difficult to
replicate in this era of increased competition.
Following the season’s end we announced the reappointment of our
manager Arsène Wenger for a further two years and this summer we
have again moved to strengthen the squad. Alexandre Lacazette and Sead Kolasinac have arrived from France and Germany and both have already made some good
contributions. In addition, the emergence of young players such as
Reiss Nelson and Joe Willock has provided further encouragement
of progression from Academy to First Team squad. We are optimistic
about the season ahead.
As well as strengthening, one of our key objectives over the
summer was to reduce the size of what had become a very large First
Team squad. As a result a number of players have left us for new
opportunities and in particular our best wishes go to Alex Oxlade-Chamberlain, Kieran Gibbs, Wojciech
Szczesny and Gabriel. All of whom made important
contributions to the Club during their time with us.
Off the pitch, we have completed the latest phase of the
transformation of our London Colney training facilities and our
fully revamped Academy at Hale End was officially opened last
spring.
This is also an important year for the Arsenal Women’s Super
League team. They enter their 30th year this season and
continue to be at the forefront of the women’s game, the profile of
which continues to rise.
Financials
You will read in the following pages that our total revenues for
the year ending 30 May 2017 were £424
million. This is the first time we have passed the £400 million
mark. The main increases were £58 million more from television in
the first year of the new Premier League broadcast deal supported
by revenue from UEFA Champions’ League participation. There was an
increase in Commercial revenues of £10.3 million, driven primarily
by secondary partnerships. Overall pre-tax profit for the year was
£44.6 million.
During this accounting period expenditure on transfers was at a
record level for the Club of £114 million in terms of contractual
cost and £102 million in terms of net cash outflow. This primarily
relates to the 2016 summer signings of Granit Xhaka, Shkodran Mustafi and Lucas Perez. At the same time our total wage
cost reached a level very close to £200 million.
Transforming lives
Through The Arsenal Foundation and our Arsenal in the Community
team we continue to make a significant impact on thousands of
people’s lives at home and abroad. Last year we raised £1 million
for The Arsenal Foundation through the Arsenal Legends’ match
against Milan Glorie and the money
has been put to good effect providing pitches and facilities for
young people in North London,
Jordan, Indonesia and Somalia.
This is due in large part to significant financial contributions
from our players, staff and fans for which we are hugely
grateful.
Our Arsenal in the Community team continues to deliver an
outstanding programme in Islington and other nearby boroughs. The
work is linked directly to local areas of need and I am proud that
we continue to maintain a significant focus on this important
work.
Thank you
I would like to recognise the support from our commercial
partners who make such important contributions both financially and
in terms of helping build the Club’s name around the world.
In addition, my thanks go to Stan
Kroenke for his support and guidance, and my fellow
directors, our management team and entire staff for all their hard
work and dedication
Finally, I would like to thank all of our fans for your
continued support. We understand and acknowledge your passion and
your desire for further success. We share with you high ambitions
for the Club and our aim is very clear, to deliver that
success.
Sir Chips Keswick
Chairman
28 September 2017
Arsenal Holdings plc
Chief Executive’s Report
Our journey as football fans will always feature a mix of strong
emotions – that emotional connection is what makes our sport so
compelling.
Last season we felt the disappointment of dropping out of the
top four in the Premier League for the first time in 20 seasons yet
we added to our club’s great history by winning the Emirates FA Cup
for the third time in four years. That run of league consistency in
an era of fierce competition was unprecedented and the joy of
lifting the FA Cup for a record 13th time (and the
manner in which we won it) is undimmed and should bring us great
pride.
But we are Arsenal and expectations quite rightly run very high.
Our overarching aim is to compete for and win trophies and, in
particular, to win the Premier League. It is that goal which
informs all the decisions we make across the Club, on and off the
pitch.
In order to compete at the top, we need to strive to be better
than our competitors in everything we do. That is why during
the past season we have continued to make substantial investments
to drive the club forward in areas such as analytics, scouting,
psychology and medical and fitness support as well as broad
investments in our people capabilities throughout our Academy. In
addition we have transformed our training ground at London Colney,
completed a total rebuild of our youth facilities at our Academy at
Hale End and invested in a new Desso grass pitch for our youth and
women’s teams at Boreham Wood. All our facilities are now state of
the art. In total we will have spent £40 million on these
building projects over the last three years, all with the aim of
creating the optimal environment for us to develop and grow our
players.
The development of our own players through our academy remains a
priority for our football club. Ainsley Maitland-Niles and Jeff Reine-Adelaide have progressed into the
first team dressing room this season, joining the likes of
Alex Iwobi, Hector Bellerin and
Francis Coquelin who have recently
made the same journey to become important members of our First Team
squad. We have high hopes for other young players such as
Reiss Nelson, Joe Willock and Eddie
Nketiah, all of whom impressed on the pre-season tour to
Sydney, Shanghai and Beijing.
At the top of the pyramid, we have also scaled up our investment
in our First Team squad significantly in recent years, spending a
net £203 million in transfer fees in the last three seasons
(including a record £103 million last summer alone). This is
coupled with an increase in our wage bill from £166 million to £199
million in the same period. With few notable outward transfers
during this period, our squad size had grown and we therefore had
two major objectives for the summer transfer window. To add
to the squad only where we could improve the quality of the players
available to our manager – quality over quantity – and to reduce
our overall squad size.
To that end, we secured Sead
Kolasinac and Alexandre
Lacazette, our two primary targets for this transfer window.
We also transferred or loaned a number of squad players to enhance
the efficiency of our spending, to generate transfer revenue for
reinvestment into the team and in some cases (for example, as in
the case of Emi Martinez) to aid
their development. At the same time, we retained Alexis Sanchez and Mesut Özil and promoted new
young talent from our Academy pipeline into the first team.
These decisions, taken as a whole, have again strengthened our
squad for this season’s competitions. We will continue this long
term approach of progressively reinvesting all our available
revenue in our playing resources as we look forward.
Arsenal Women’s Football
This season, we are celebrating the 30th season of
our women’s team and the launch of the FA Women’s Super League. We
are proud of our history and our leadership position in women’s
football. To mark the milestone and in keeping with our
constant progression we have dropped the use of the term “Arsenal
Ladies” which we felt was an outdated descriptor in the modern day.
The women’s game continues to go from strength to strength and
Arsenal remains at the forefront of that progress.
Business update
The financial results for the year, which are covered in more
detail in the Financial Review section, show our turnover finished
in excess of £400 million for the first time. This was driven by a
£58 million increase in television revenues as a result of the
first year of the new Premier League broadcast deal. Commercial
revenues also rose by £10 million primarily as a result of
commercial partnerships.
Commercial Partnerships/Retail
We continue to be an attractive proposition for partners around
the world. They are keen to engage directly with our huge global
following and recognise the power the Arsenal name has to reach
people.
Over the course of this year new partnerships have been agreed
with Octopus Energy, MTN, Universal Pictures and Cavallaro Napoli
and we have renewed our deals with BNN Technology, MBNA and
Gatorade. The partnership with Octopus Energy assisted our
transition to using 100 per cent renewably supplied electricity at
Emirates Stadium.
Our retail operations are performing strongly and generated
record sales of some £26 million. We have made significant
investment in our online retail operations and this is coming
through strongly in terms of financial performance and improved
customer service. Visitor numbers for stadium tours continued to
rise with 230,000 visitors from all round the world.
Our partnership with PUMA continues to thrive. The new
season’s kits have been particularly well received and the launch
of the third kit with Sydney Harbour
Bridge as the backdrop was one of our iconic images of the
summer.
Arsenal Media Group
The development of our media platforms underpins the growth of
our partnership and retail businesses. Our combined digital
following of 60 million gives us one of the biggest followings in
sport and we continue to drive reach and engagement across all
channels. We now have 38 million Facebook followers, 11 million on
Twitter and approaching 10 million on Instagram. Our YouTube,
Snapchat and Sina Weibo
(China) channels are also growing
at pace.
Ticketing
General admission prices have been held flat for the second
successive year and we have announced significant reductions in
prices for our home matches in the UEFA Europa League. We continue
to offer 43,000 tickets across the season at £26 and up to 14,000
£10 tickets are available per season to 14-16 year olds within the
Young Guns Enclosure. A further 26,000 tickets priced as low as £10
are available for each potential home League Cup fixture.
Our support for away fans continues with the provision of
subsidised travel when appropriate plus a cap of £26 on away match
tickets, £4 below the £30 level mandated by the Premier League.
We continue to develop Ticket Exchange and Ticket Transfer. Last
season more than 105,000 tickets were processed.
Demand on Club Level continues to be very strong, with our sell
out for the 2017/18 season being completed in record time.
The Arsenal Foundation and Arsenal in the
Community
We fully appreciate the impact we can have on people’s lives at
home and around the world and the work of The Arsenal Foundation
and Arsenal in the Community is a core part of our club.
Earlier this year the Arsenal Foundation and Save the Children
combined to open a football pitch in Indonesia. Work is underway on similar
football projects in Jordan and
Somalia, as well as nearer to home
in North London. An important area of focus is with refugees
and displaced people - a growing issue globally. Our projects bring
some sense of normality to people whose lives have been turned
upside down.
All this work is funded through the generosity of our players,
manager, staff and supporters.
As always, we have also given our support to a large number of
local charitable causes during the year while Arsenal in the
Community’s ‘Arsenal Hub’ continues to be a hive of activity,
delivering programmes for more than 1,000 local participants every
week.
Looking ahead
We are well placed to compete at the highest levels on and off
the pitch, both in the short and the longer term. We have an
outstanding squad with a good balance of experience and young home
grown players. Off the pitch we continue to build our
infrastructure and capabilities across all aspects of our
operations. In particular we are focused on ensuring that the
structures, in terms of people, expertise and facilities, in place
around the Manager and the players are the best that they can be.
By getting that environment right, down to fine tuning the detail,
we optimise our chances of achieving the results we want on the
pitch.
Our ambition is clear: to win major trophies and make Arsenal
fans around the world proud of this great club.
Thank you for your support.
I E Gazidis
Chief Executive Officer
28 September 2017
Arsenal Holdings plc
Financial Review
Increased revenues in the first year of a new Premier League
broadcast cycle have meant the Group’s turnover exceeded £400
million for the first time with a profit before tax of £44.6
million for the 2016/17 year, as compared to a profit of £2.9
million in the prior year.
The principal factors influencing this result were:
An increase of £58.0 million in broadcasting revenue as a
consequence of the increased value of the Premier League contracts
and higher Champions League distributions;
An increase of £10.3 million in commercial and retail revenues
mainly as a result of new secondary partnerships:
Further investment into our playing resources leading to a
combined increase of £21.9 million in our wage bill and player
amortisation costs;
Marginally improved profits from the sale of player
registrations at £6.8 million (2016 - £2.0 million);
Low activity in the Group’s property development business,
contributing only £0.2 million of pre-tax profits as against £2.0
million in the prior year; and
A small increase in net finance charges of £1.3 million as a
result of adverse movements in the market value of our interest
rate swap and lower interest rates on deposits.
|
2017
£m |
2016
£m |
Group turnover |
424.0 |
353.5 |
Operating profit before
amortisation, depreciation and player trading |
137.5 |
84.0 |
Player trading (see table
below) |
(63.4) |
(54.0) |
Amortisation of goodwill and
depreciation |
(15.4) |
(14.7) |
Joint venture |
0.6 |
1.0 |
Net finance charges |
(14.7) |
(13.4) |
Profit before tax |
44.6 |
2.9 |
Player Trading
Player trading consists of the profit from the sale of player
registrations, the amortisation charge, including any impairment,
on the cost of player registrations and fees charged for player
loans.
|
2017
£m |
2016
£m |
Profit on disposal of player
registrations |
6.8 |
2.0 |
Amortisation of player
registrations |
(77.1) |
(59.2) |
Loan fees |
6.9 |
3.2 |
Total Player Trading |
(63.4) |
(54.0) |
The sale of Serge Gnabry was the main component of player
disposal profits whilst the loans of Jack
Wilshere, Callum Chambers,
Wojciech Szczesny and Joel Campbell helped us to generate loan fees
(being premiums over and above the recovery of contracted wages) of
£6.9 million.
The increased amortisation charge is a direct result of a record
level of investment into the Club’s playing resources. Led by the
acquisitions of Granit Xhaka,
Shkodran Mustafi and Lucas Perez the
Club invested £113.9 million in acquiring new players and to a
lesser extent extending the contracts of certain existing players,
for example Hector Bellerin.
The amortisation charge, being the mechanism by which the cost
of player acquisitions is expensed to profit and loss over the term
of a player’s contract, provides a direct indication of the level
of the underlying investment in transfers. This is indicative of
our own spending but also reflects the upward movement in market
prices for player talent which has been driven both by Premier
League revenues and the activities of certain cash rich clubs.
In cash terms the impact of this year’s acquisitions, together
with instalments due on those prior year acquisitions payable on
deferred terms, was partially offset by the collection of
receivables on player sales (both current and previous) and by the
credit terms agreed with the vendor clubs. For the third year
running the net cash outflow on transfers established a new record
level for the Club of £102.5 million (2016 - £54.2 million). This
meant that our net cash payments on player transfers over the last
three years have exceeded £200 million.
Cash position
The investment in transfers has resulted in a reduction in the
Group’s total cash and bank balances which amounted to £180.1
million at the balance sheet date (2016 - £226.5million). These
balances are inclusive of debt service reserve deposits of £35.9
million (2016 - £35.4 million). With a lower cash position, the
Group’s overall net debt rose to £47.4 million (2016 - £6.1
million).
Proper consideration of the Group’s cash balance must include
allowance for the payments for the aforementioned transfers, as
follows:
|
2017
£m |
2016
£m |
Bank balance excluding debt
service |
144.3 |
191.1 |
Net balance payable on
transfers |
(42.7) |
(42.5) |
|
101.6 |
148.6 |
Our year end bank balance includes advance receipts, of primary
sponsorship and season ticket sales, which represent working
capital for the 2017/18 season. These advance receipts amounted to
£85.1 million (2016 - £100.6 million).
Football Segment
|
2017
£m |
2016
£m |
Turnover |
422.8 |
350.6 |
Operating profit before depreciation
and player trading |
137.5 |
82.2 |
Player trading |
(63.4) |
(54.0) |
Profit before tax |
44.4 |
0.9 |
There were 26 home fixtures (19 Barclays Premier League, four
UEFA Champions League, one FA Cup and two EFL Cup), one fewer than
the prior year, with an average tickets sold per game of 59,885
(2016 – 59,834). The mix of games (two EFL instead of three
FA Cup) was unfavourable but this was balanced by shares of away
round FA Cup gate money and involvement in the FA Cup semi-finals.
Gate and match day revenue overall amounted to £100.0 million (2016
- £99.9 million).
Broadcasting revenues increased to £198.6 million (2016 - £140.6
million) for the reasons referred to at the start of this
commentary. Of the increase some £39 million was attributable to
the increased Premier League contracts. Aside from the underlying
contract increases we attracted 25 live Premier League game
facility fees (2016 – 27) and the merit payment associated with
fifth place. Champions League broadcasting revenues were also ahead
as a result of our increased share of Market Pool (30% share as
Premier League runners up 2015/16) and a favourable weaker sterling
exchange rate in converting the UEFA distributions which are made
in Euro. Broadcasting contributed 47% (2016 – 40%) of our Football
revenues for the period.
Combined commercial and retail revenues rose to £117.2 million
(2015 – £106.9 million). We achieved strong growth in our secondary
partnerships, in a competitive marketplace, rising by 34.5% (2016 -
39.6%) to £23.0 million (2016 - £17.1 million). Our retail business
continued to perform strongly, with a new and enhanced website
driving on-line sales, with revenues rising by £1.7 million or 7%.
Finally, we include prize money from the Emirates FA Cup campaign
in this category.
Wage costs for the year rose to £199.4 million (2016 - £195.4
million), which was mainly attributable to increases in the cost of
our football playing and team support staff. The year to year
upward change is depressed by the fact that there was no Champions
League qualification trigger event in 2016/17 whereas the prior
year included a Champions League qualification bonus for applicable
First Team players.
A number of players joined or received contract increases part
way through 2016/17 and the reported wage cost is therefore not
reflective of the full annualised cost of these players. As such
there is an increasing trend to our underlying wage costs. In
addition, it is usual at the start of a new broadcasting cycle that
the wage bill takes a little time to be fully recalibrated against
prevailing market rates which are informed by the increased
broadcasting revenues available to Premier League clubs.
The Club was fully compliant with the Premier League’s wage cap
/ short term cost control regulations.
The ratio of total wage bill to football revenues was reduced to
47.2% (2016 – 55.7%). We disclose this ratio as a benchmark which
is widely used in the analysis of football finance although our own
monitoring in this area is based on total player spend, a
combination of wages plus transfer expenditure and related costs,
on a rolling three year basis against projections for the available
funds generated over that period by the Group’s business
activities.
Other operating costs, which include all the direct and indirect
costs and overheads associated with the Club’s football operations
and revenues, rose to £79.4 million (2016 -£70.2 million) and
represented 18.8% of football revenues (2016 – 20.0%). Increases
included costs associated with our commercial activities including
the logistics for the California
tour matches, enhanced match security, the donation of profits from
the Legends game to charity and a one-off charge of £1 million
associated with the planned withdrawal from a former operational
property site.
Property Segment
|
2017
£m |
2016
£m |
Turnover |
1.2 |
2.9 |
Operating profit |
0.1 |
1.7 |
Profit before tax |
0.2 |
2.0 |
There was minimal activity in the Group’s property business,
with the only transaction of note being the sale of one apartment
from our small portfolio of Highbury Square in-fill properties and
rental income from two commercial lets. A new build house in the
in-fill portfolio will shortly go on sale but the two remaining
apartments are not yet available for sale.
Of the two remaining main development sites, we are at an
advanced stage of negotiations for the sale of the site adjacent to
Holloway Road tube station and completion of this sale should be
included in our interim accounts for the first half of 2017/18. We
continue to consider options for the final remaining site on
Hornsey Road.
Profit after Tax
Overall there is a tax charge of £9.3 million (2016 – £1.2
million) on the pre-tax result for the period. This meant that the
retained profit for the year was £35.3 million (2016 - £1.6
million).
The tax deductibility of the amortisation charge on player
registrations is partially restricted as a result of previous
roll-over reliefs claimed on player sales. This means that our
taxable profit is higher than our accounts pre-tax profit and this
resulted in a corporation tax charge for the year of £13.6 million
(2016 - £5.6 million). During the year the Group paid UK
corporation tax of £7.7 million being the balance of the 2015/16
charge and due instalments on account of the 2016/17 liability.
The corporation tax charge has been partially offset by a
deferred tax credit of £4.3 million (2016 - credit of £4.4
million). This credit reflects the downward revaluation of the
Group’s deferred tax liabilities in light of the lower future rates
of corporation tax expected to apply when the underlying tax
deferrals unwind.
Outlook
The adverse impact of competing in the UEFA Europa League, as
compared to the UEFA Champions League, is forecast to be in the
order of £20 million of which one component is the fact there is no
players’ Champions League qualification bonus accounted for in the
2016/17 results. The full financial impact will depend on a number
of factors including the actual progress made in the competition,
as this impacts both performance and market pool distributions from
UEFA. The Club has previously fully self-insured against a season’s
participation in the UEFA Europa League within its cash
reserves.
The changes to the playing squad over the summer’s transfer
window have been referred to elsewhere in the Annual Report and
certain of the player sales give rise to profits which will be
accounted for in our 2017/18 results. In addition, we expect to
account for the profits on sale of the Holloway Road property
site.
The external inflationary pressures on wage and transfer costs
represent a concern to clubs, such as Arsenal, who are operating a
self-funding model. However, it remains to be seen whether the
levels of certain recent transactions are rational and indicative
of a sustainable permanent upward shift in pricing.
Efficiency of spend will always be a key factor for us but the
levels of cash outlay on transfers and the wage costs which we have
achieved are strong evidence of our ability to compete financially
in the top tier of clubs. The Club remains in a robust financial
position at the start of the new season.
Stuart Wisely
Chief Financial Officer
28 September 2017
Arsenal Holdings plc
Consolidated profit and loss account
For the year ended 31 May 2017
|
|
2017 |
2016 |
|
Note |
Operations excluding
player trading
GBP’000 |
Player trading
GBP’000 |
Total
GBP’000 |
Operations excluding
player trading
GBP’000 |
Player trading
GBP’000 |
Total
GBP’000 |
|
|
|
|
|
|
|
|
Turnover of the Group including
its share of joint ventures |
|
420,120 |
6,932 |
427,052 |
353,318 |
3,230 |
356,548 |
Share of turnover of joint
venture |
|
(3,095) |
- |
(3,095) |
(3,009) |
- |
(3,009) |
|
|
-------- |
-------- |
-------- |
-------- |
-------- |
-------- |
Group turnover |
3 |
417,025 |
6,932 |
423,957 |
350,309 |
3,230 |
353,539 |
|
|
|
|
|
|
|
|
Operating expenses |
|
(294,845) |
(77,126) |
(371,971) |
(281,093) |
(59,257) |
(340,350) |
|
|
-------- |
-------- |
-------- |
-------- |
-------- |
-------- |
Operating profit/(loss) |
|
122,180 |
(70,194) |
51,986 |
69,216 |
(56,027) |
13,189 |
Share of joint venture operating result |
|
598 |
- |
598 |
1,004 |
- |
1,004 |
Profit on disposal of player
registrations |
|
- |
6,760 |
6,760 |
- |
2,047 |
2,047 |
|
|
-------- |
-------- |
-------- |
-------- |
-------- |
-------- |
Profit/(loss) on ordinary
activities before net finance charges |
|
122,778 |
(63,434) |
59,344 |
70,220 |
(53,980) |
16,240 |
|
|
-------- |
-------- |
|
-------- |
-------- |
|
Net finance charges |
|
|
|
(14,737) |
|
|
(13,373) |
|
|
|
|
-------- |
|
|
-------- |
Profit before taxation |
|
|
|
44,607 |
|
|
2,867 |
|
|
|
|
|
|
|
|
Tax on profit |
|
|
|
(9,321) |
|
|
(1,218) |
|
|
|
|
-------- |
|
|
-------- |
Profit for the financial
year |
|
|
|
35,286 |
|
|
1,649 |
|
|
|
|
-------- |
|
|
-------- |
Earnings per share |
|
|
|
|
|
|
|
Basic and diluted |
4 |
|
|
£567.14 |
|
|
£26.50 |
|
|
|
|
-------- |
|
|
-------- |
Player trading consists primarily of loan fees receivable, the
amortisation of the costs of acquiring player registrations, any
impairment charges and profit on disposal of player
registrations. All trading resulted from continuing
operations.
Arsenal Holdings plc
Consolidated balance sheet
At 31 May 2017
|
2017
GBP’000 |
|
2016
GBP’000 |
|
|
|
|
Fixed
assets |
|
|
|
Goodwill |
250 |
|
666 |
Tangible assets |
430,973 |
|
421,059 |
Intangible assets |
182,029 |
|
146,005 |
Investments |
5,444 |
|
4,977 |
|
---------- |
|
---------- |
|
618,696 |
|
572,707 |
Current
assets |
|
|
|
Stock - development
properties |
12,300 |
|
11,148 |
Stock - retail
merchandise |
7,357 |
|
4,834 |
Debtors -
due within one year |
63,696 |
|
57,961 |
- due
after one year |
2,175 |
|
4,404 |
Cash at bank and in
hand |
180,116 |
|
226,459 |
|
---------- |
|
---------- |
|
265,644 |
|
304,806 |
|
|
|
|
Creditors: amounts
falling due within one year |
(213,807) |
|
(239,945) |
|
---------- |
|
---------- |
Net current
assets |
51,837 |
|
64,861 |
|
---------- |
|
---------- |
Total assets less
current liabilities |
670,533 |
|
637,568 |
|
|
|
|
Creditors: amounts falling due
after more than one year |
(264,162) |
|
(265,460) |
|
|
|
|
Provisions for
liabilities |
(43,003) |
|
(44,047) |
|
---------- |
|
---------- |
Net assets |
363,368 |
|
328,061 |
|
---------- |
|
---------- |
Capital and reserves |
|
|
|
Called up share capital |
62 |
|
62 |
Share premium account |
29,997 |
|
29,997 |
Merger reserve |
26,699 |
|
26,699 |
Profit and loss account |
306,610 |
|
271,303 |
|
---------- |
|
---------- |
Shareholders’ funds |
363,368 |
|
328,061 |
|
---------- |
|
---------- |
Arsenal Holdings plc
Consolidated cash flow statement
For the year ended 31 May 2017
|
2017
GBP’000 |
|
2016
GBP’000 |
|
|
|
|
Net cash inflow
from operating activities |
109,045 |
|
93,841 |
Taxation paid |
(7,762) |
|
(8,331) |
Cash flow from
investing activities |
|
|
|
Interest received |
475 |
|
746 |
Proceeds from sale of
fixed assets |
24 |
|
748 |
Purchase of fixed
assets |
(25,264) |
|
(14,232) |
Player
registrations |
(102,524) |
|
(54,190) |
|
---------- |
|
---------- |
Net cash flow from
investing activities |
(127,289) |
|
(66,928) |
|
---------- |
|
---------- |
|
|
|
|
Cash flow from
financing activities |
|
|
|
Interest paid |
(12,253) |
|
(12,622) |
Repayment of debt |
(8,084) |
|
(7,668) |
|
---------- |
|
---------- |
Net cash flow from
financing activities |
(20,337) |
|
(20,290) |
|
---------- |
|
---------- |
|
|
|
|
Decrease in cash
and cash equivalents in the year |
(46,343) |
|
(1,708) |
Cash and cash
equivalents at start of year |
226,459 |
|
228,167 |
|
---------- |
|
---------- |
Cash and cash
equivalents at end of year |
180,116 |
|
226,459 |
|
---------- |
|
---------- |
Reconciliation of operating profit to net cash inflow from
operating activities |
2017 |
|
2016 |
GBP’000 |
GBP’000 |
|
|
|
|
Operating
profit |
51,986 |
|
13,189 |
|
|
|
|
Amortisation of player
registrations |
77,126 |
|
59,257 |
Impairment of player
registrations |
- |
|
- |
Amortisation of
goodwill |
416 |
|
416 |
Profit on disposal of
tangible fixed assets |
(16) |
|
(72) |
Depreciation (net of
grant amortisation) |
14,972 |
|
14,258 |
|
---------- |
|
---------- |
Operating cash flow
before working capital |
144,484 |
|
87,048 |
|
|
|
|
Increase in
stock |
(3,675) |
|
(1,711) |
(Increase)/decrease in
debtors |
(5,036) |
|
9,707 |
Decrease in
creditors |
(26,728) |
|
(1,203) |
|
---------- |
|
---------- |
Net cash inflow
from operating activities |
109,045 |
|
93,841 |
|
---------- |
|
---------- |
Analysis of changes in net debt |
At 1 June
2016
GBP’000 |
|
Non cash
changes
GBP’000 |
|
Cash
flows
GBP’000 |
|
At 31 May
2017
GBP’000 |
|
|
|
|
|
|
|
|
Cash at bank and in
hand |
117,622 |
|
- |
|
(13,939) |
|
103,683 |
Cash equivalents |
108,837 |
|
- |
|
(32,404) |
|
76,433 |
|
---------- |
|
---------- |
|
---------- |
|
---------- |
|
226,459 |
|
- |
|
(46,343) |
|
180,116 |
Debt due within one
year (bonds) |
(7,557) |
|
(8,545) |
|
8,084 |
|
(8,018) |
Debt due after more
than one year (bonds) |
(186,441) |
|
8,018 |
|
- |
|
(178,423) |
Derivative financial
instruments |
(24,411) |
|
(2,019) |
|
- |
|
(26,430) |
Debt due after more
than one year (debentures) |
(14,197) |
|
(400) |
|
- |
|
(14,597) |
|
---------- |
|
---------- |
|
---------- |
|
---------- |
Net debt |
(6,147) |
|
(2,946) |
|
(38,259) |
|
(47,352) |
|
---------- |
|
---------- |
|
---------- |
|
---------- |
Non cash changes represent GBP527,000 in respect of the amortisation of
costs of raising finance, GBP398,000
in respect of rolled up, unpaid debenture interest, GBP2,000 in respect of the change in fair value
of the Group’s A and B debentures and GBP2,019,000 in respect of the change in fair
value of the Group’s interest rate swaps.
Arsenal Holdings plc
Notes to preliminary results
For the year ended 31 May 2017
1. The financial information set out above does not
constitute the company's statutory accounts for the years ended
31 May 2016 or 2017, but is derived
from those accounts. Statutory accounts for 2016 have been
delivered to the Registrar of Companies and those for 2017 will be
delivered following the company's annual general meeting. The
auditor has reported on those accounts; their reports were
unqualified, did not draw attention to any matters by way of
emphasis without qualifying their report and did not contain
statements under s498(2) or (3) Companies Act 2006.
The accounting policies applied by the Group are as set out in
detail in the Annual Report for the year ended 31 May 2017.
2. Segmental analysis
Class of business:- |
Football |
|
2017
GBP’000 |
|
2016
GBP’000 |
Turnover |
422,799 |
|
350,623 |
|
---------- |
|
---------- |
Segment operating profit |
51,903 |
|
11,537 |
|
|
|
|
Share of operating profit of joint
venture |
598 |
|
1,004 |
Profit on disposal of player
registrations |
6,760 |
|
2,047 |
Net finance charges |
(14,859) |
|
(13,705) |
|
---------- |
|
---------- |
Profit before taxation |
44,402 |
|
883 |
|
---------- |
|
---------- |
Segment net assets |
309,674 |
|
274,572 |
|
---------- |
|
---------- |
Class of business:- |
Property
development |
|
2017
GBP’000 |
|
2016
GBP’000 |
Turnover |
1,158 |
|
2,916 |
|
---------- |
|
---------- |
Segment operating profit |
83 |
|
1,652 |
|
|
|
|
Net finance charges |
122 |
|
332 |
|
---------- |
|
---------- |
Profit before taxation |
205 |
|
1,984 |
|
---------- |
|
---------- |
Segment net assets |
53,694 |
|
53,489 |
|
---------- |
|
---------- |
Class of business:- |
Group |
|
2017
GBP’000 |
|
2016
GBP’000 |
Turnover |
423,957 |
|
353,539 |
|
---------- |
|
---------- |
Segment operating profit |
51,986 |
|
13,189 |
|
|
|
|
Share of operating profit of joint
venture |
598 |
|
1,004 |
Profit on disposal of player
registrations |
6,760 |
|
2,047 |
Net finance charges |
(14,737) |
|
(13,373) |
|
---------- |
|
---------- |
Profit before taxation |
44,607 |
|
2,867 |
|
---------- |
|
---------- |
Segment net assets |
363,368 |
|
328,061 |
|
---------- |
|
---------- |
Operating profit from football before amortisation, depreciation
and player trading amounted to GBP137.5
million (2016 – GBP82.2
million); being segment operating profit (as above) of
GB51.9 million (2016 – GBP11.5
million), adding back depreciation (net of grant
amortisation) of GBP15.0 million
(2016 - GBP14.3 million),
amortisation of goodwill of GBP0.4
million (2016 – GBP0.4
million) and operating loss from player trading of
GBP70.2 million (2016 – GBP56.0 million).
3. Turnover
Turnover, all of which originates in
the UK, comprises the following: |
2017
GBP’000 |
|
2016
GBP’000 |
|
|
|
|
Gate and other match day
revenues |
99,996 |
|
99,907 |
Broadcasting |
198,637 |
|
140,579 |
Retail and licensing |
26,352 |
|
24,626 |
Commercial |
90,882 |
|
82,281 |
Property development |
1,158 |
|
2,916 |
Player trading |
6,932 |
|
3,230 |
|
---------- |
|
---------- |
|
423,957 |
|
353,539 |
|
---------- |
|
---------- |
4. Earnings per share
Earnings per share (basic and diluted) are based on the weighted
average number of ordinary shares of the Company in issue being
62,217 shares (2016 - 62,217 shares).
5. Annual General Meeting
The annual general meeting will be held at Emirates Stadium,
London, N7, on Thursday
26 October 2017 at 11.30 am. The full statement of accounts and
annual report will be posted to shareholders on Tuesday
3 October 2017.