The Group has again executed well, in what turned out to be a challenging Year, delivering an Adjusted 1 profit before tax of £37.8m, broadly in line with analysts' expectations. There were noteworthy highlights in the Year:
The Board is cognisant of possible challenges in the year ahead. These include the impacts of a General Election, high interest rates and a cost-of-living squeeze on consumer confidence. There is additionally, potential for disruption in new vehicle supply as the UK Government seeks to transition to battery electric vehicles and Manufacturers attempt to navigate new emission legislation and potential significant fines. These impacts have the potential to effect revenues and profitability in the short-term. We remain, however, focused on the delivery of the Group's long-term strategic goals, appropriate capital allocation and free cash flow generation.
The Group's performance is, as always, the result of the commitment and hard work of all colleagues. I would like to thank all the team for their continued effort and dedication.
1 Adjusted to remove non-underlying items
15 May 2024
QCA Code Principle | Pages in 2023 Annual Report |
---|---|
1. Establish a purpose, strategy and business model which promote long-term value for shareholders. | Group Strategy - pages 10-20 |
2. Promote a corporate culture that is based on ethical values and behaviours. | Roles and Responsibilities – page 60 Division of Responsibilities – page 59 investors.vertumotors.com |
3. Seek to understand and meet shareholder needs and expectations. | investors.vertumotors.com |
4. Take into account wider stakeholder interests, including social and environmental responsibilities and their implications for long-term success. | s172 statement - pages 5-8 |
5. Embed effective risk management, internal controls and assurance activities, considering both opportunities and threats, throughout the organisation. | Risk Management - pages 46-50 |
6. Establish and maintain the Board as a well-functioning balanced team led by the Chair. | Board Leadership - pages 55-58 |
7. Maintain appropriate governance structures and ensure that individually and collectively the directors have the necessary up-to-date experience, skills and capabilities. | Division of Responsibilities – page 59 Audit Report - pages 82-89 Board Leadership - pages 55-58 |
8. Evaluate Board performance based on clear and relevant objectives, seeking continuous improvement. | Chairman’s Corporate Governance Statement - page 53 |
9. Establish a remuneration structure which is supportive of long-term value creation and the company’s purpose, strategy and culture. | Remuneration Committee Report - pages 66-72 |
10. Communicate how the Company is governed and is performing by maintaining a dialogue with shareholders and other key stakeholders. | Remuneration Committee Report - pages 66-72 investors.vertumotors.com |