- Reported billings up 0.6% at £55.563
billion, down 3.9% in constant currency and down 5.4%
like-for-like
- Reported revenue up 6.1% at £15.265
billion, up 1.7% at $19.703 billion, down 0.6% at €17.427 billion
and up 4.9% at ¥2.209 trillion
- Constant currency revenue up 1.6%,
like-for-like revenue down 0.3%
- Constant currency revenue less
pass-through costs1 (previously known as net sales)
up 1.4%, like-for-like down 0.9%
- Reported revenue less pass-through
costs1 margin (previously known as net sales margin)
of 17.3%, down 0.1 margin points against last year, flat on a
constant currency and like-for-like basis, in line with the revised
full year margin target
- Headline EBITDA £2.534 billion, up
4.7%, up 1.2% in constant currency
- Headline profit before interest and
tax £2.267 billion, up 4.9% and up 1.5% in constant
currency
- Headline profit before tax £2.093
billion, up 5.4% and up 1.9% in constant currency
- Profit before tax £2.109 billion, up
11.6%, up 7.7% in constant currency
- Profit after tax £1.912 billion, up
27.4%, up 22.6% in constant currency
- Headline diluted earnings per share
of 120.4p, up 6.4%, up 2.7% in constant currency
- Return on equity at 16.9% in 2017,
up significantly from 16.2% in 2016 versus a weighted average cost
of capital of 6.3% in 2017, down from 6.4% in 2016
- Dividends per share of 60.0p, up
6.0%, a pay-out ratio of 50% in line with last year and the target
pay-out ratio
- Net debt £4.483 billion at 31
December 2017, an increase of £352 million on same date in 2016,
with average net debt in 2017 at £5.143 billion against £4.340
billion in 2016, primarily reflecting the weakness of sterling,
with the average net debt to EBITDA ratio at 2.0x, the top-end of
the target range
- Net new business of $6.330 billion
in the year continuing the good overall performance seen in the
first nine months and leading positions in the net new business
tables
- Above budget, but slow start to
2018, with January like-for-like revenue flat and revenue less
pass-through costs1 down 1.2%
- Acceleration of strategic focus on
simplification of structure, client and country management and
enterprise-wide alignment of digital systems, platforms and
capabilities
WPP (NYSE:WPP) today reported its 2017 Preliminary Results.
Commenting on the 2017 results announcement Sir Martin
Sorrell, CEO of WPP, said:
“2017 for us was not a pretty year, with flat like-for-like,
top-line growth, and operating margins and operating profits also
flat, or up marginally.
“The major factors influencing this performance were probably
the long-term impact of technological disruption and more the
short-term focus of zero-based budgeters, activist investors and
private equity than, we believe, the suggested disintermediation of
agencies by Google and Facebook or digital competition from
consultants.
“In this environment, the most successful agency groups will be
those who offer simplicity and flexibility of structure to deliver
efficient, effective solutions – and therefore growth – for their
clients. With this in mind, we are now accelerating the
implementation of our strategy for the Group.
“No company in the world of marketing or business transformation
has a greater or more varied repertory of talent and capabilities
than WPP. Our strength, however, resides not only in the scale and
variety of those skills, but in our unique ability to combine them
in service of our clients’ growth – which is why most of the
world’s leading companies choose WPP to provide them with
communications services.
“For many years we have placed ‘horizontality’ at the heart of
our strategy by presenting clients with tailor-made and seamlessly
integrated offers to meet their specific requirements. Over the
last year, we have begun to apply that philosophy to the structure
of the Group itself by simplifying a number of our operations.
“As our industry continues to undergo fundamental change, we are
upping the pace of WPP’s development from a group of individual
companies to a cohesive global team dedicated to the core purpose
of driving growth for clients.
“As we build an increasingly unified WPP, we are focusing on a
number of areas that will allow us to deploy our deep expertise
with greater flexibility, efficiency and speed. These include:
further simplification of our structure; stronger client
co-ordination across the whole of WPP, including greater
responsibility and authority for global client teams and country
managers; the development of key cross-Group capabilities in
digital marketing, digital production, eCommerce and shopper
marketing; further sharing of functions, systems and platforms
across the Group; and the development and implementation of senior
executive incentives to align them even more closely to Group
performance.
“We start this new phase of our journey from a position of
market leadership, and with total confidence in the enduring value
of what we offer our clients. We will report at every opportunity
on our progress.”
Key figures
£ million
2017
∆ reported2
∆ constant3
2016 Billings 55,563 0.6%
-3.9%
55,245 Revenue
15,265 6.1% 1.6%
14,389
Revenue less pass-through costs1 13,140
6.0% 1.4%
12,398
Headline EBITDA4
2,534 4.7% 1.2%
2,420
Headline PBIT5
2,267 4.9% 1.5%
2,160
Revenue less pass-through costs1 margin
17.3% -0.1* 0.0*
17.4% Profit
before tax 2,109 11.6% 7.7%
1,891 Profit after tax 1,912
27.4% 22.6%
1,502
Headline diluted EPS6
120.4p 6.4% 2.7%
113.2p
Diluted EPS7
142.4p 31.9% 26.9%
108.0p
Dividends per share 60.0p 6.0%
6.0%
56.60p
* Margin points, also flat
like-for-like
Full Year highlights
- Reported billings at £55.563
billion, down 3.9% in constant currency and down 5.4%
like-for-like
- Reported revenue growth of 6.1%,
with like-for-like growth of -0.3%, 1.9% growth from acquisitions
and 4.5% from currency
- Constant currency revenue growth in
all regions, led by strong growth in the United Kingdom and
growth in Western Continental Europe and Asia Pacific, Latin
America, Africa & the Middle East and Central & Eastern
Europe. Sectors, including advertising and media investment
management showed strong growth along with public relations and
public affairs and sub-sector specialist communications (including
direct, digital and interactive). Data investment management and
sub-sectors brand consulting and health & wellness were
softer
- Constant currency revenue less
pass-through costs1 growth in all regions,
especially the United Kingdom and except North America. All
sectors, especially advertising and media investment management
were up, except data investment management. On a full year basis,
the gap in the growth rates between revenue and revenue less
pass-through costs1 was fairly consistent at 0.2%
- Headline EBITDA of £2.534 billion,
up 4.7%, and up 1.2% in constant currency, reflecting full year
currency tailwinds, which moderated significantly in the second
half of the year
- Headline PBIT increase of 4.9%
to £2.267 billion, up 1.5% in constant currency, again reflecting
currency tailwinds in the full year, which moderated in the second
half of the year, with staff costs increasing faster, offset to
some degree by control of general & administrative costs,
including establishment costs
- Revenue less pass-through
costs1 margin, a more helpful comparator than
revenue margin down 0.1 margin points, but still a leading industry
margin of 17.3% and flat in constant currency and like-for-like,
in-line with the revised target guidance after quarter three
- Exceptional gains of £129
million, largely representing the gain on the sale of the
Group’s minority interests in Asatsu-DK to Bain Capital and
Infoscout to Vista Equity Partners. A 25% equity interest in
Asatsu-DK may be purchased shortly at a cost of approximately $60
million
- Headline diluted EPS of 120.4p up
6.4%, up 2.7% in constant currency and reported diluted EPS up
31.9%, up 26.9% in constant currency, the latter reflecting the
benefit of an exceptional tax credit of £206 million
- Final ordinary dividend of 37.3p up
0.7% and full year dividends of 60.0p per share up 6.0%
- Dividend pay-out ratio of 50% in
2017, the same as 2016 and in line with the targeted dividend
pay-out ratio of 50%
- Return on equity8 up
significantly at 16.9% in 2017, compared with 16.2% in 2016,
versus a lower weighted average cost of capital of 6.3% in 2017
compared with 6.4% in 2016.
- Average net debt up £584
million, at £5.143 billion compared to last year, at 2017
exchange rates, continuing to reflect the significant net
acquisition spend, share re-purchases and dividends of £1.485
billion in 2017
- Creative and effectiveness
leadership recognised yet again in 2017 with the award of the
Cannes Lion to WPP for most creative Holding Company for the
seventh successive year since the award’s inception. Three WPP
agency networks, Ogilvy & Mather Worldwide, Y&R and Grey
finished in the top six networks at Cannes in 2017, in positions
two, four and six. For the sixth consecutive year, WPP was also
awarded the EFFIE as the most effective Holding Company
- Continued implementation of growth
strategy with revenue ratios for fast growth markets and new
media raised to 40-45% over the next three to four years, and
currently at around 30% and over 40% respectively. Quantitative
revenue target of 50% already achieved
Current trading and outlook
- January 2018 | Like-for-like
revenue flat with last year for the month, slightly ahead of
budget, with like-for-like revenue less pass-through costs1, down
1.2%, also ahead of budget and against more difficult comparatives
in the first quarter of last year
- FY 2018 budget | Given
optimistic revenue and revenue less pass-through costs1 forecasting
in the last three quarters of 2017 and so as to ensure costs are
more effectively controlled, the budgets for 2018, on a
like-for-like basis, have been set at around flat for both revenue
and revenue less pass-through costs1, with a headline operating
margin target also flat, in constant currency
- Dual focus in 2018 | 1. Revenue
and revenue less pass-through costs1 growth from leading position
in horizontality, faster growing geographic markets and digital,
premier parent company creative and effectiveness position, new
business and strategically targeted acquisitions; 2. Continued
emphasis on balancing revenue growth with headcount increases and
improvement in staff costs/revenue less pass-through costs1 ratio
to enhance operating margins
- Long-term targets | Above
industry revenue growth, due to effective implementation of
horizontality, geographically superior position in new markets and
functional strength in new media, data investment management,
including data analytics and the application of new technology,
creativity, effectiveness and horizontality; improvement in staff
costs/revenue less pass-through costs1 ratio of 0 - 0.2 margin
points or more depending on revenue less pass-through costs1
growth; revenue less pass-through costs1 operating margin expansion
of 0 - 0.3 margin points or more on a constant currency basis, with
an ultimate goal of almost 20%; and headline diluted EPS growth of
5% to 10% p.a. from revenue and revenue less pass-through costs1
growth, margin expansion, strategically targeted small- and
medium-sized acquisitions and share buy-backs
In this press release not all of the figures and ratios used are
readily available from the unaudited preliminary results included
in Appendix 1. These non-GAAP measures, including constant currency
and like-for-like growth, revenue less pass-through costs1 and
headline profit measures, management believes are both useful and
necessary to better understand the Group’s results. Where required,
details of how these have been arrived at are shown in the
Appendices.
Review of Group results
Revenue and Revenue less pass-through costs1
Revenue analysis
£ million
2017 ∆ reported
∆ constant9
∆ LFL10
Acquisitions
2016 First half
7,404 13.3% 1.9% -0.3% 2.2%
6,536 Second half 7,861
0.1% 1.3% -0.3% 1.6%
7,853
Full year 15,265 6.1% 1.6%
-0.3% 1.9%
14,389
Revenue less pass-through costs1
analysis
£ million
2017 ∆ reported ∆ constant
∆ LFL Acquisitions
2016 First
half 6,362 13.7% 2.2% -0.5%
2.7%
5,594 Second half
6,778 -0.4% 0.8% -1.2% 2.0%
6,804 Full year 13,140
6.0% 1.4% -0.9% 2.3%
12,398
Reported billings at £55.563 billion, up 0.6%, down 3.9% in
constant currency and down 5.4% like-for-like. Estimated net new
business billings of $6.330 billion were won in the year,
continuing the good performance seen in the first nine months and
reflected in the leading positions in net new business tables.
Generally, the Group continues to benefit from consolidation trends
in the industry, winning assignments from existing and new clients,
including several very large industry-leading advertising, digital,
media, pharmaceutical, eCommerce and shopper marketing
assignments.
Reportable revenue was up 6.1% at £15.265 billion. Revenue on a
constant currency basis was up 1.6% compared with last year, the
difference to the reportable number reflecting the weakness of the
pound sterling against most currencies, particularly in the first
half of the year, with some strengthening in the second half. As a
number of our competitors report in US dollars, euros and yen,
appendices 2, 3 and 4 show WPP’s Preliminary results in reportable
US dollars, euros and yen respectively. This shows that US dollar
reportable revenue was up 1.7% to $19.703 billion and headline
earnings before interest and taxes up 3.1% to $2.953 billion, which
compares with the $15.274 billion and $2.177 billion respectively
of the second largest11 direct (United States-based) competitor.
Euro reportable revenue was down 0.6% to €17.427 billion and
headline earnings before interest and taxes down 1.0% to €2.579
billion, which compares with €9.690 billion and €1.620 billion
respectively of the third largest11 direct (European-based)
competitor and yen reportable revenue was up 4.9% to ¥2.209
trillion and headline earnings before interest and taxes up 6.2% to
¥331 billion, which compares with ¥929 billion and ¥164 billion of
our fourth largest11 direct (Japan-based) competitor.
On a like-for-like basis, which excludes the impact of currency
and acquisitions, revenue was down 0.3%, with revenue less
pass-through costs1 down 0.9%. In the fourth quarter, like-for-like
revenue was up 1.2%, the strongest quarter of the year. North
America and the United Kingdom performed well, both recording their
strongest quarterly growth of the year, with Western Continental
Europe and Latin America weaker. Asia Pacific improved over the
first and third quarter, with Africa & the Middle East down
similar to the first nine months. Like-for-like revenue less
pass-through costs1 growth was weaker than revenue growth, down
1.3% in the fourth quarter, particularly in North America, with the
United Kingdom stronger.
Operating profitability
Headline EBITDA was up 4.7% to £2.534 billion, from £2.420
billion the previous year and up 1.2% in constant currency. Group
revenue is more weighted to the second half of the year across all
regions and sectors, and, particularly, in the faster growing
markets of Asia Pacific and Latin America. As a result, the Group’s
profitability and margin continue to be skewed to the second half
of the year, with the Group earning approximately one-third of its
profits in the first half and two-thirds in the second half.
Headline operating profit for 2017 was up 4.9% to £2.267 billion,
from £2.160 billion and up 1.5% in constant currencies.
Revenue less pass-through costs1 margin was down 0.1 margin
points to 17.3%, flat in constant currency and like-for-like, in
line with the Group’s full year revised margin target. The revenue
less pass-through costs1 margin of 17.3% is after charging £40
million ($52 million) of severance costs, compared with £34 million
($49 million) in 2016 and £324 million ($418 million) of incentive
payments, versus £367 million ($486 million) in 2016. Constant
currency and like-for-like operating margins were flat with the
prior year.
As outlined in previous Preliminary Announcements for the last
few years, due to the increasing scale of digital media purchases
within the Group’s media investment management businesses and of
direct costs in data investment management, revenue less
pass-through costs1 are, in our view, a helpful reflection of top
line growth, although currently, only one of our competitors
partially reports revenue less pass-through costs1. As a result of
changes in reporting standards effective 1 January 2018, in
relation to revenue recognition, standardised reporting of revenue
less pass-through costs1 will probably become more common in our
industry. The differences are shown below in a table that compares
the Group’s like-for-like revenue and revenue less pass-through
costs1 against our direct competitors’ like-for-like revenue only
performance over the last two years.
Full Year
WPPRevenue
WPPRevenue lesspass-throughcosts1
OMC
Revenue
Pub
Revenue
IPG
Revenue
Dentsu
Grossprofit
Havas
Revenue
Revenue (local ‘m) £15,265 £13,140 $15,274
€9,690 $7,882 ¥877,622 €2,259 Revenue
($'m) $19,703 $16,958 $15,274 $10,941
$7,882 $7,826 $2,551 Growth Rates (%)*
-0.3 -0.9 3.0 0.8 1.8 0.1
-0.8 Quarterly like-for-like growth%*
Q1/16 5.1
3.2 3.8 2.9 6.7 5.1 3.4 Q2/16
3.5 4.3 3.4 2.7 3.7 9.5
2.7 Q3/16 3.2 2.8 3.2 0.2
4.3 2.7 2.0 Q4/16 0.5 2.1 3.6
-2.5 5.3 3.9 4.2 Q1/17 0.2
0.8 4.4 -1.2 2.7 3.9 0.1
Q2/17 -0.8 -1.7 3.5 0.8 0.4
-4.8 -0.9 Q3/17 -2.0 -1.1 2.8
1.2 0.5 -2.1 0.1 Q4/17 1.2
-1.3 1.6 2.2 3.3 2.8 -2.1
2 Years cumulative like-for-like growth %
Q1/16 10.3
5.7 8.9 3.8 12.4 11.3
10.5 Q2/16 8.0 6.4 8.7 4.1 10.4
16.0 8.2 Q3/16 7.8 6.1 9.3
0.9 11.4 6.9 7.5 Q4/16 7.2
7.0 8.4 0.3 10.5 14.5 7.3
Q1/17 5.3 4.0 8.2 1.7 9.4
9.0 3.5 Q2/17 2.7 2.6 6.9 3.5
4.1 4.7 1.8 Q3/17 1.2 1.7
6.0 1.4 4.8 0.6 2.1 Q4/17 1.7
0.8 5.2 -0.3 8.6 6.7 2.1
* The above like-for-like/organic revenue figures are extracted
from the published quarterly and full year trading statements
issued by Omnicom Group (“OMC”), Publicis Groupe (“Pub”),
Interpublic Group (“IPG”), Dentsu and Havas (included in Vivendi
results)
On a reported basis, operating margins, before all incentives12
and income from associates, were 18.9%, down 1.0 margin point,
compared with 19.9% last year. The Group’s staff costs to revenue
less pass-through costs1 ratio, including severance and incentives,
increased by 0.5 margin points to 63.3% compared to 62.8% in 2016,
as staff costs were not reduced in line with the fall in revenue
less pass-through costs1. However, the Group was able to manage its
general and administrative costs, including property, relatively
effectively, with improvements across most categories.
Headline operating costs13 rose by 6.6%, rose by 1.8% in
constant currency, but down 0.6% like-for-like. Reported staff
costs, excluding incentives, increased by 7.8%, up 2.8% in constant
currency. Incentive payments amounted to £324 million ($421
million), which were 13.1% of headline operating profit before
incentives and income from associates, compared with £367 million
($486 million) or 14.9% in 2016. Achievement of target, at an
individual Company level, generally generates 15% of operating
profit before bonus as an incentive pool, 20% at maximum and 25% at
super maximum.
On a like-for-like basis, the average number of people in the
Group, excluding associates, in 2017 was 134,428 compared to
136,409 in 2016, a decrease of 1.5%. On the same basis, the total
number of people in the Group, excluding associates, at 31 December
2017 was 134,413 compared to 136,775 at 31 December 2016, a
decrease of 2,362 or 1.7%.
Exceptional gains and restructuring costs
In 2017 the Group generated exceptional gains of £129 million,
largely representing the gain on the sale of the Group’s minority
interests in Asatsu-DK to Bain Capital and Infoscout to Vista
Equity Partners. A 25% equity interest in Asatsu-DK may be
purchased shortly at a cost of approximately $60 million. These
were partly offset by investment write-downs of £96 million,
principally in relation to comScore Inc., resulting in a net gain
of £33 million, which in accordance with prior practice, has been
excluded from headline profit. The Group took a £57 million
restructuring provision, primarily against severance provisions in
mature markets and the Group’s IT transformation costs.
Interest and taxes
Net finance costs (excluding the revaluation of financial
instruments) were up marginally at £174.6 million, compared with
£174.1 million in 2016, an increase of £0.5 million. This is due to
the weakness in sterling resulting in higher translation costs on
non-sterling debt and the cost of higher average net debt being
offset by the beneficial impact of lower bond coupon costs
resulting from refinancing maturing debt at cheaper rates and
higher investment income.
The headline tax rate was 22.0% (2016 21.0%) and on reported
profit before tax was 9.3% (2016 20.6%), principally due to the
exceptional tax credit, primarily relating to the re-measurement of
deferred tax liabilities. The headline tax rate for 2018 is
expected to be up to 1% higher than 2017. Given the Group’s
geographic mix of profits and the changing international tax
environment, the tax rate is expected to increase slightly over the
next few years. The recent tax changes outlined in the United
States Tax Cuts and Jobs Act do not impact the Group’s tax rate
significantly, up or down, except for the tax credit mentioned
above.
Earnings and dividend
Headline profit before tax was up 5.4% to £2.093 billion from
£1.986 billion, or up 1.9% in constant currencies.
Reported profit before tax rose by 11.6% to £2.109 billion from
£1.891 billion. In constant currencies, reported profit before tax
rose by 7.7%.
Reported profit after tax rose by 27.4% to £1.912 billion from
£1.502 billion. In constant currencies, profits after tax rose
22.6%.
Profits attributable to share owners rose by 29.7% to £1.817
billion from £1.400 billion. In constant currencies, profits
attributable to share owners rose by 24.9%.
Headline diluted earnings per share rose by 6.4% to 120.4p from
113.2p. In constant currencies, earnings per share on the same
basis rose by 2.7%. Reported diluted earnings per share rose by
31.9% to 142.4p from 108.0p and increased 26.9% in constant
currencies.
As outlined in the June 2015 Preliminary Announcement, the
achievement of the previously targeted pay-out ratio of 45% one
year ahead of schedule, raised the question of whether the pay-out
ratio target should be increased further. Following that review,
your Board decided to increase the dividend pay-out ratio to a
target of 50%, to be achieved by 2017, and, as a result, declared
an increase of almost 23% in the 2016 interim dividend to 19.55p
per share, representing a pay-out ratio of 50% for the first half.
This had the effect of evening out the pay-out ratio between the
two half-year periods and consequently balancing out the dividend
payments themselves, although the pattern of profitability and
hence dividend payments seems likely to remain one-third in the
first half and two-thirds in the second half.
Given your Company’s performance in 2017, your Board proposes a
marginal increase in the final dividend to 37.3p per share, which,
together with the interim dividend of 22.7p per share, makes a
total of 60.0p per share for 2017, an overall increase of 6.0%.
This represents a dividend pay-out ratio of 50%, the same as last
year. The record date for the final dividend is 15 June 2018,
payable on 9 July 2018.
Further details of WPP’s financial performance are provided in
Appendices 1, 2, 3 and 4.
Regional review
The pattern of revenue and revenue less pass-through costs1
growth differed regionally. The tables below give details of
revenue and revenue less pass-through costs1, revenue and revenue
less pass-through costs1 growth by region for 2017, as well as the
proportion of Group revenue and revenue less pass-through costs1
and operating profit and operating margin by region;
Revenue analysis
£ million
2017 ∆ reported
∆ constant14
∆ LFL15
% group
2016 % group N. America
5,547 5.0% 0.3% -2.3% 36.3%
5,281 36.7% United Kingdom 1,986 6.4%
6.4% 4.9% 13.0% 1,866 13.0% W Cont.
Europe 3,160 7.4% 1.6% -0.3%
20.7% 2,943 20.4%
AP, LA, AME, CEE16
4,572 6.4% 1.1% 0.0% 30.0%
4,299 29.9%
Total Group 15,265
6.1% 1.6% -0.3%
100.0% 14,389 100.0%
Revenue less pass-through costs1
analysis
£ million
2017 ∆ reported ∆ constant
∆ LFL % group
2016 % group N.
America 4,799 4.2% -0.4% -3.2%
36.5% 4,604 37.1% United Kingdom 1,684
6.0% 6.0% 4.8% 12.8% 1,588 12.8%
W Cont. Europe 2,616 7.9% 1.9% 0.0%
19.9% 2,425 19.6% AP, LA, AME, CEE
4,041 6.9% 1.6% -0.8% 30.8%
3,781 30.5%
Total Group 13,140
6.0% 1.4% -0.9%
100.0% 12,398 100.0%
Operating profit analysis (Headline PBIT)
£ million
2017 % margin*
2016
% margin* N. America 937 19.5% 895
19.4% United Kingdom 280 16.6% 261
16.5% W Cont. Europe 376 14.4% 352
14.5% AP, LA, AME, CEE 674 16.7% 652
17.2%
Total Group 2,267
17.3% 2,160 17.4% * Headline
PBIT as a percentage of revenue less pass-through costs1
North America constant currency revenue was up 4.2% in
the final quarter and like-for-like up 1.6%, the strongest quarter
of the year, reflecting strong growth in media investment
management, brand consulting and parts of the Group’s direct,
digital and interactive operations, including eCommerce and shopper
marketing. On a full year basis, constant currency revenue was up
0.3%, with like-for-like down 2.3%. Constant currency revenue less
pass-through costs1 showed a similar pattern.
United Kingdom constant currency revenue was up 11.2% in
the final quarter and like-for-like up 8.4%, the strongest quarter
of the year. Media investment management, direct, digital &
interactive and public relations and public affairs were
particularly strong with data investment management, health &
wellness and the Group’s specialist communications businesses also
up. On a full year basis, constant currency revenue was up strongly
at 6.4%, with like-for-like up 4.9%, with the second half
significantly stronger than the first half, driven by new business
wins in the Group’s direct, digital & interactive businesses.
Full year revenue less pass-through costs1 were up 6.0% in constant
currency, with like-for-like up 4.8%.
Western Continental Europe constant currency revenue was
up 1.6% in the final quarter, partly the result of acquisitions,
with like-for-like revenue down 1.4%, reflecting volatility in
political and macro-economic conditions. Revenue less pass-through
costs1 followed a similar pattern, up 1.8% in constant currency,
but down 0.8% like-for-like. For the year, Western Continental
Europe constant currency revenue grew 1.6% with like-for-like down
0.3%. Revenue less pass-through costs1 growth was slightly
stronger, up 1.9% in constant currency and flat like-for-like.
Austria, Belgium, Denmark, Finland, Netherlands and Turkey showed
growth in the final quarter, but Germany, Greece, Ireland, Italy
and Switzerland were tougher.
In Asia Pacific, Latin America, Africa & the Middle East
and Central & Eastern Europe, on a constant currency basis,
revenue was down 1.0% in the fourth quarter and down 0.1%
like-for-like, largely as a result of stronger comparatives in the
fourth quarter of 2016, when constant currency revenue was up 11.9%
and like-for-like revenue up 3.9%, the strongest quarter of the
year. In the fourth quarter, Latin America, despite almost
4% growth, was weaker than the first nine months with Central
& Eastern Europe also tougher. The Next 1117
and CIVETS18 grew in the fourth quarter, with the
MIST19 more difficult. Constant currency revenue less
pass-through costs1 growth in the region was similar to revenue
growth, with like-for-like revenue less pass-through costs1 growth
for the region as a whole down 0.8%.
In 2017, 30.0% of the Group’s revenue came from Asia Pacific,
Latin America, Africa & the Middle East and Central &
Eastern Europe, up marginally from 29.9% in 2016. With revenue less
pass-through costs1, the increase was slightly more, up to 30.8%
from 30.5% in 2016.
Business sector review
The pattern of revenue and revenue less pass-through costs1
growth also varied by communications services sector and operating
brand. The tables below give details of revenue and revenue less
pass-through costs1, revenue and revenue less pass-through costs1
growth by communications services sector, as well as the proportion
of Group revenue and revenue less pass-through costs1 for 2017 and
operating profit and operating margin by communications services
sector;
Revenue analysis
£ million
2017 ∆ reported
∆ constant20
∆ LFL21
% group
2016 % group
AMIM22
7,180 9.7% 5.1% -0.1% 47.0%
6,548 45.5% Data Inv. Mgt. 2,691 1.1%
-3.6% -2.9% 17.6% 2,661 18.5%
PR & PA23
1,172 6.4% 1.7% 0.7% 7.7%
1,101 7.7%
BC, HW & SC24
4,222 3.5% -0.9% 0.8% 27.7%
4,079 28.3%
Total Group 15,265
6.1% 1.6% -0.3%
100.0% 14,389 100.0%
Revenue less pass-through costs1
analysis
£ million
2017 ∆ reported ∆ constant
∆ LFL % group
2016 % group AMIM
5,852 8.1% 3.6% -2.3% 44.5%
5,413 43.6% Data Inv. Mgt. 2,052 2.9%
-1.9% -1.3% 15.6% 1,994 16.1% PR
& PA 1,141 5.8% 1.0% 0.2%
8.7% 1,079 8.7% BC, HW & SC 4,095
4.7% 0.3% 1.0% 31.2% 3,912 31.6%
Total Group 13,140 6.0%
1.4% -0.9% 100.0%
12,398 100.0%
Operating profit analysis (Headline PBIT)
£ million
2017 % margin*
2016
% margin* AMIM 1,109 19.0% 1,027
19.0% Data Inv. Mgt. 350 17.1% 351
17.6% PR & PA 183 16.1% 180 16.7%
BC, HW & SC 625 15.3% 602 15.4%
Total Group 2,267 17.3%
2,160 17.4% * Headline PBIT as a percentage of
revenue less pass-through costs1
In 2017, 41.7% of the Group’s revenue came from direct, digital
and interactive, up 2.8 percentage points from the previous year,
with like-for-like revenue growth of 2.5% in 2017.
Advertising and Media Investment Management
In constant currencies, advertising and media investment
management was the strongest performing sector overall, with
constant currency revenue up 5.1% in 2017, up 5.6% in quarter four.
On a like-for-like basis, revenue was up 1.8% in quarter four but
down 0.1% for the year. Media investment management showed strong
like-for-like revenue growth in all regions except Western
Continental Europe and the Middle East in quarter four, with
particularly strong growth in North America, the United Kingdom,
Asia Pacific and Latin America. The Group’s advertising businesses
remained difficult, particularly in North America.
The strong revenue and revenue less pass-through costs1 growth
across most of the Group’s media investment management businesses,
offset by slower growth in the Group’s advertising businesses in
most regions, resulted in the combined reported operating margin of
this sector flat with last year at 19.0%, up 0.2 margin points in
constant currency.
In 2017, J. Walter Thompson Company, Ogilvy & Mather,
Y&R and Grey generated net new business billings of $1.364
billion. In the same year, GroupM, the Group’s media investment
management company, which includes Mindshare, Wavemaker (the new
agency formed by the merger of MEC and Maxus), MediaCom, Essence,
Xaxis and [m]PLATFORM, together with tenthavenue, generated net new
business billings of $3.444 billion. The Group totalled $6.330
billion, compared with $6.757 billion in 2016.
Data Investment Management
On a like-for-like basis, data investment management revenue was
down 0.8% in the fourth quarter, a significant improvement over the
first nine months, with growth in the United Kingdom, Latin America
and Africa. On a full year basis, constant currency revenue was
down 3.6%, down 2.9% like-for-like, with revenue less pass-through
costs1, down 1.9% in constant currency and down 1.3% like-for-like.
Geographically, revenue less pass-through costs1 were up strongly
in the United Kingdom and Latin America, with North America and
Asia Pacific particularly difficult. Kantar Worldpanel and
Lightspeed showed strong like-for-like revenue less pass-through
costs1 growth, with Kantar Insights, Kantar Health and Kantar
Public less robust. Reported operating margins were down 0.5 margin
points (the same as the first half) to 17.1% and down 0.4 margin
points in constant currency.
Public Relations and Public Affairs
In constant currencies, the Group’s public relations and public
affairs businesses were weaker in the second half of the year with
constant currency revenue down 0.9% in the third quarter and down
0.8% in the fourth quarter. The United Kingdom and the Middle East
grew strongly in the fourth quarter offset by weaker conditions in
North America and Continental Europe. Full year revenue grew 1.7%
in constant currency and 0.7% like-for-like. Cohn & Wolfe, the
Group’s specialist public relations and public affairs businesses
Glover Park, Ogilvy Government Relations and Buchanan, performed
particularly well. Overall operating margins fell 0.6 margin points
to 16.1% and by 0.4 margin points in constant currency, as parts of
the Group’s North American businesses slowed in the second
half.
Brand Consulting, Health & Wellness and Specialist
Communications
The Group’s brand consulting, health & wellness and
specialist communications businesses (including direct, digital
& interactive), was the strongest performing sector in the
fourth quarter on a like-for-like basis, up 2.0%, driven by solid
growth in brand consulting and specialist communications. The
Group’s direct, digital and interactive businesses, especially VML,
Wunderman and Hogarth performed well. Operating margins, for the
sector as a whole, were down slightly by 0.1 margin points to 15.3%
and flat in constant currency, with operating margins negatively
affected as parts of the Group’s direct, digital and interactive,
brand consulting and health & wellness businesses in North
America slowed.
Client review
Excluding associates, the Group currently employs over 130,000
full-time people covering 112 countries, excluding Cuba and Iran
(through an affiliation agreement). It services 369 of the Fortune
Global 500 companies, all 30 of the Dow Jones 30, 71 of the NASDAQ
100 and 913 national or multi-national clients in three or more
disciplines. 629 clients are served in four disciplines and these
clients account for over 53% of Group revenue. This reflects the
increasing opportunities for co-ordination and co-operation or
horizontality between activities, both nationally and
internationally, and at a client and country level. The Group also
works with 477 clients in 6 or more countries. The Group estimates
that well over a third of new assignments in the year were
generated through the joint development of opportunities by two or
more Group companies. Horizontality across clients, countries and
regions and on which the Group has been working for many years, is
clearly becoming an increasingly important part of our client
strategies, particularly as clients continue to invest in brand in
slower-growth markets and both capacity and brand in faster-growth
markets.
Cash flow highlights
In 2017, operating profit was £1.908 billion, depreciation,
amortisation and goodwill impairment £489 million, non-cash
share-based incentive charges £105 million, net interest paid £170
million, tax paid £425 million, capital expenditure £326 million
and other net cash outflows £41 million. Free cash flow available
for working capital requirements, debt repayment, acquisitions,
share buy-backs and dividends was, therefore, £1.540 billion.
This free cash flow was absorbed by £229 million in net cash
acquisition payments and investments (of which £199 million was for
earnout payments, with the balance of £30 million for investments
and new acquisition payments net of disposal proceeds), £504
million in share buy-backs and £752 million in dividends, a total
outflow of £1.485 billion. This resulted in a net cash inflow of
£55 million, before any changes in working capital.
A summary of the Group’s unaudited cash flow statement and notes
as at 31 December 2017 is provided in Appendix 1.
Acquisitions
In line with the Group’s strategic focus on new markets, new
media and data investment management, the Group completed 43
transactions in the year; 15 acquisitions and investments were in
new markets, 32 in quantitative and digital and 5 were driven by
individual client or agency needs. Out of all these transactions, 9
were in both new markets and quantitative and digital.
Specifically, in 2017, acquisitions and increased equity stakes
have been completed in advertising and media investment
management in the United States, Germany, the Middle East and
North Africa, Croatia, Russia, China and India; data investment
management in the United Kingdom and Ireland; brand
consulting in the United Kingdom and Italy; direct,
digital and interactive in the United States, the United
Kingdom, France, Ireland, Spain, the United Arab Emirates, Kenya,
China and Brazil.
A further 3 acquisitions and investments were made in the first
two months of 2018, with 1 in advertising and media investment
management; and 2 in direct, digital and interactive.
Balance sheet highlights
Average net debt in 2017 was £5.143 billion, compared to £4.559
billion in 2016, at 2017 exchange rates. On 31 December 2017 net
debt was £4.483 billion, against £4.131 billion on 31 December
2016, an increase of £352 million (an increase of £478 million at
2017 exchange rates). The increased period end debt figure reflects
the movement in working capital and provisions of £532 million.
This trend has continued in the first seven weeks of 2018, with
average net debt of £4.521 billion, compared with £4.213 billion in
the same period in 2017, an increase of £308 million (an increase
of £409 million at 2018 exchange rates). The net debt figure of
£4.483 billion at 31 December, compares with a current market
capitalisation of approximately £17.703 billion ($24.395 billion),
giving an enterprise value of £22.186 billion ($30.572 billion).
The average net debt to EBITDA ratio at 2.0x, is at the top-end of
the Group’s target range of 1.5-2.0x.
Your Board continues to examine ways of deploying its EBITDA of
over £2.5 billion (over $3.3 billion) and substantial free cash
flow of over £1.5 billion (over $1.9 billion) per annum, to enhance
share owner value balancing capital expenditure, acquisitions,
share buy-backs and dividends. The Group’s current market value of
£17.7 billion implies an EBITDA multiple of 7.0 times, on the basis
of the full year 2017 results. Including year-end net debt of
£4.483 billion, the Group’s enterprise value to EBITDA multiple is
8.8 times.
A summary of the Group’s unaudited balance sheet and notes as at
31 December 2017 is provided in Appendix 1.
Return of funds to share owners
Dividends paid in respect of 2017 will total approximately £758
million for the year. Funds returned to share owners in 2017
totalled £1.256 billion, including share buy-backs, an increase of
20% over 2016. In 2016 funds returned to share owners were £1.044
billion. In the last five years, £5.0 billion has been returned to
share owners and over the last ten years £6.6 billion.
In 2017, 32.4 million shares, or 2.5% of the issued share
capital, were purchased at a cost of £504 million and an average
price of £15.56.
Current trading
January 2018 like-for-like revenue was flat, ahead of budget,
with revenue less pass-through costs1 down 1.2%, also ahead of
budget and against more difficult comparatives in the first quarter
of last year.
Outlook
Macroeconomic and industry context
Global GDP growth may still have been generally sub-trend
(pre-Lehman) in 2017, in the low nominal 3% range, but forecasts
for 2018 have generally improved moving up in the 3-4% range. The
Davos consensus a month or so ago was almost universally bullish,
although that seemed to trigger a “Davos put” for markets, at least
temporarily. In any event, the United States economy is
strengthening driven by the three-pronged Trump policies of tax and
regulation reduction and infrastructure investment, with business
confidence at much higher levels than under previous
administrations. Prospects for Europe too are better with the big
four Continental European economies in generally better shape,
although the positive of a charismatic Macron-led France may be
outweighed by political uncertainties in Germany, Italy and Spain
and the UK economy seems to be increasingly challenged by Brexit.
All of which we will know more about very soon. Asia Pacific is
generally improving too with China, India and Japan in better shape
following economic and political reforms, buttressed by economies
like Indonesia, Vietnam and the Philippines. Even the political
prospects for the Korean Peninsula may have improved. Latin
American economies are also improving in Brazil, Argentina,
Colombia and Peru especially, although the Mexico election may
ruffle progress. Political changes also bode well for Africa and
the Middle East, although the latter, in particular, remains
volatile. Russia continues to progress, despite Western sanctions
and Central and Eastern Europe countries like Poland are responding
generally well to an improving Western Europe. The canary in the
coal mine seems to be inflation and its potential to trigger larger
and earlier than anticipated increases in interest rates and
consequent impact on stock and real markets. It clearly will happen
some time, the question being when.
From our point of view 2018 should in theory be a better year.
The sportingly and politically successful Pyeongchang Winter
Olympics, the Russian World Cup and the US Congressional mid-term
elections should all trigger more marketing investment, reflecting
a mini-quadrennial year. However, growth in marketing spend seems
to have decoupled somewhat from GDP growth in the mature markets in
the last year, perhaps temporarily. When top line growth is
examined carefully, for example for the S&P 500, it seems to be
concentrated in the technology and healthcare sectors. As a result,
in a low inflation and consequently low pricing power environment,
there is an understandable focus on cost. In turn, more long-term
technological disruption and the short-term focus of ZBB driven
companies, activist investors and private equity along with
relatively short-term executive tenures all result in increasing
the short-term cost focus. We do not believe that this approach is
tenable in the longer-term. Sales volume growth is critical,
particularly for fast moving consumer goods. We know that those
companies that invest in innovation and brand win. Our own brand
valuation survey, BrandZ, clearly shows companies that do so,
significantly outperform market indices. The emphasis has to shift
from cost to growth, for example, in terms of where the next
billion consumers will come from - certainly not the United States
or Western Europe, but most likely Asia Pacific, Latin America,
Africa & the Middle East and Central & Eastern Europe.
2017 for us was not a pretty year. Basically, like-for-like top
line growth was flat against original expectations of 2% growth and
operating margins and operating profits were flat or up
marginally.
Whether this was due to Google and Facebook disintermediating
agencies (our view not so), or consultants eating our digital lunch
(our view also not so, except in the more general area of helping
cut costs) or the low cost of money driving ZBB, activist and
private equity activity (our view the major contributor), it is
clear that we have to accelerate implementation of our strategy to
deal both with technological disruption and this short-term
focus.
An increasingly digital world impacts manufacturing through, for
example, 3D printing or robotics, media, for example, through
Google and Facebook and disruption through, for example, Amazon and
Alibaba. With limited GDP growth, low inflation, limited pricing
power and a consequent focus on cost, simplicity, agility and
flexibility of structure is a pre-requisite. To achieve this, we
are increasingly focused on accelerating the implementation of the
following:
- firstly, simplifying our verticals - in
advertising, for example, Ogilvy with John Seifert’s Next Chapter;
in media investment management, for example, GroupM with Kelly
Clark’s and Tim Castree’s Wavemaker; in data investment management,
for example, Kantar with Eric Salama’s Kantar First and Kantar
Consulting; in public relations and public affairs, for example,
Donna Imperato’s leadership of Burson Cohn & Wolfe and
Finsbury’s strategic partnership with Hering Schuppener and Glover
Park Group; in brand consulting, WPP Brand Consulting and
consolidation at Superunion; in health & wellness, with Mike
Hudnall’s WPP Health & Wellness and finally, in digital, for
example, Mark Read’s Wunderman with POSSIBLE, Salmon, Cognifide and
Acceleration and Jon Cook’s VML with Rockfish. These are all
examples of simplifying our offer more effectively. This escalation
will continue as we continue to work with clients on developing the
“agency of the future” and who, at the same time, demand faster,
better, cheaper.
- second, focusing on stronger client
co-ordination across the whole of WPP, with 51 client leaders
covering one-third of our revenues and overseeing our client
relationships on an integrated firm-wide basis, not solely on a
vertical by vertical or country by country basis.
- third, appointing country and
sub-regional leaders to ensure integration of our offers at a
country level, particularly with the growth of “piranha” or
“gladiator” brands at a local or regional level and to concentrate
on making sure we have not only the best local clients, but the
best people and acquisitions on a market by market basis.
- finally, at the same time,
“horizontalizing” certain capabilities or platforms that can
clearly provide client-differentiating services for both our
integrated offer and our brands. We have already started to build
these in the areas of finance, talent, information technology,
property and practices such as retail, brand valuation and
government. In addition, today, we are announcing and ensuring that
our global production management platform, Hogarth, is harnessed
across the whole of the Group. We are also examining how our
digital, eCommerce and shopper platforms and capabilities can be
most seamlessly connected. We are already involved in a fundamental
way with digital strategy, transformation with the majority of our
clients and we will be ensuring that these capabilities are even
more easily accessible and can be combined more effectively with
our vertical agencies.
Financial guidance
The budgets for 2018 have been prepared on the usual bottom-up
basis, but continue to reflect a faster growing United Kingdom and
the faster geographical markets of Asia Pacific, Latin America,
Africa & the Middle East and Central & Eastern Europe and
faster growing functional sectors and sub-sectors of media, public
relations & public affairs and direct, digital and interactive,
with a stronger second half of the year, reflecting the 2017
comparative. Given what proved to be top-line optimism in our
budgets last year, we have encouraged our operating companies to
budget extremely conservative revenue and revenue less pass-through
costs1. Consequently, our 2018 budgets show the following;
- Flat like-for-like revenue and revenue
less pass-through costs1
- Flat operating margin to revenue less
pass-through costs1 on a constant currency basis
In 2018, our prime focus will remain on growing revenue and
revenue less pass-through costs1 faster than the industry average,
driven by our leading position in horizontality, faster growing
geographic markets and digital, premier parent company creative and
effectiveness position, new business and strategically targeted
acquisitions. At the same time, we will concentrate on meeting our
operating margin objectives by managing absolute levels of costs
and increasing our flexibility in order to adapt our cost structure
to significant market changes. The initiatives taken by the parent
company in the areas of human resources, property, procurement,
information technology and practice development continue to improve
the flexibility of the Group’s cost base. Flexible staff costs
(including incentives, freelance and consultants) remain close to
historical highs of above 8% of revenue less pass-through costs1
and continue to position the Group extremely well should current
market conditions change.
The Group continues to improve co-operation and co-ordination
among its operating companies in order to add value to our clients’
businesses and our people’s careers, an objective which has been
specifically built into short-term incentive plans. We have decided
that up to half of operating company incentive pools are funded and
allocated on the basis of Group-wide performance and incentive
allocation criteria include specific Group-wide revenue less
pass-through costs1 objectives. Horizontality has been accelerated
through the appointment of 51 global client leaders for our major
clients, accounting for over one third of total revenue of almost
$20 billion and 20 regional and country managers in a growing
number of test markets and sub-regions, covering about half of the
112 countries in which we operate.
Emphasis has been laid on the areas of media investment
management, health & wellness, sustainability, government, new
technologies, new markets, retailing, shopper marketing, internal
communications, financial services and media and entertainment. The
Group continues to lead the industry, in co-ordinating
communications services geographically and functionally through
parent company initiatives and winning Group pitches. Whilst talent
and creativity (in the broadest sense) remain key potential
differentiators between us and our competitors, increasingly
differentiation can also be achieved in three additional ways –
through application of technology, for example, Xaxis, AppNexus and
Triad; through integration of data investment management, for
example, Kantar; and through investment in content, for example,
Imagine, Imagina, Vice, Media Rights Capital, Fullscreen,
Indigenous Media, China Media Capital, Bruin and Refinery29.
In addition, strong and considered points of view on the
adequacy of online and, indeed, offline measurement, on
viewability, on internet fraud and transparency, on online media
placement and brand safety and, finally, on fake news are all
examples where further differentiation is important and can be
secured through considered initiatives. With its leadership
position, as the world's largest media investment management
operation, GroupM has developed a strong united point of view with
its leading clients and associates, like AppNexus, in all these
areas and has aligned with Kantar's data investment management
resources, to provide better capabilities. These philosophical
differences and operational capabilities are extremely effective in
responding to the trade association and regulatory issues that have
been raised recently.
Our business remains geographically and functionally well
positioned to compete successfully and to deliver on our long-term
targets:
- Revenue and revenue less pass-through
costs1 growth greater than the industry average
- Improvement in revenue less
pass-through costs1 margin of between zero and 0.3 margin points or
more, excluding the impact of currency, depending on revenue less
pass-through costs1 growth, and staff costs to revenue less
pass-through costs1 ratio improvement of between zero and 0.2
margin points or more
- Annual headline diluted EPS growth of
5% to 10% p.a. delivered through revenue growth, margin expansion,
acquisitions and share buy-backs
Uses of funds
As capital expenditure remains relatively stable, our focus is
on the alternative uses of funds between acquisitions, share
buy-backs and dividends. We have increasingly come to the view,
that currently, the markets favour consistent increases in
dividends and higher sustainable pay-out ratios, along with
anti-dilutive progressive buy-backs and, of course,
sensibly-priced, small- to medium-sized strategic acquisitions.
Buy-back strategy
Share buy-backs will continue to be targeted to absorb any share
dilution from issues of options or restricted stock in the range of
2-3% of the issued share capital. In addition, the Company does
also have considerable free cash flow to take advantage of any
anomalies in market values.
Acquisition strategy
There is still a very significant pipeline of reasonably priced
small- and medium-sized potential acquisitions, with the exception
perhaps of digital in the United States, where prices seem to have
got ahead of themselves because of pressure on competitors to catch
up. This is clearly reflected in some of the operational issues
that are starting to surface elsewhere in the industry,
particularly in fast growing markets like China, Brazil and India.
Transactions will continue to be focused on our strategy of new
markets, new media and data investment management, including the
application of new technology, big data and content. Net
acquisition spend is currently targeted at around £300 to £400
million per annum. We will continue to seize opportunities in line
with our strategy to increase the Group’s exposure to:
- Faster growing geographic markets and
sectors
- New media and data investment
management, including the application of technology and big
data
Last but not least………
A powerhouse of talent
No company in the world has a greater or more varied repertory
of talent than WPP. And never has the availability of that talent
been more necessary.
In their continued search for profitable growth, marketing
companies around the world, as always, have two basic routes to
follow: to contain cost; and to add value. These are not
alternatives: the best companies master both.
To cut cost requires discipline and constant attention to
detail. The undoubted benefits it can deliver are finite: there
must always be a limit beyond which a business will suffer. To add
value requires a different set of skills; it demands a conscious
application of the human imagination; and its potential benefits
are limitless.
As marketing companies exhaust their restricted opportunities to
become more efficient - to prune costs, to buy more shrewdly - so
their need to add value to their offering becomes ever more
critical.
The powerhouse of talent that WPP represents exists precisely to
meet that need.
First, we recruit, train, reward and incentivise that talent.
And then we apply that talent, across all relevant skills,
according to the individual needs of each individual client.
To do this successfully, to be able to harness shared enthusiasm
across traditional disciplines, means breaking down some
traditional silos; which is why we call our method horizontality.
To the client, our service, however many distinct skills it may
comprise, must seem to be seamless.
In the immediate future, as demand for fully integrated
marketing services continues to increase, and as their benign
effect on client company results becomes ever more evident, WPP
will be simplifying its corporate structure; making access to that
powerhouse of talent even easier.
To access WPP's 2017 preliminary results financial tables,
please visit www.wpp.com/investor
This announcement has been filed at the Company Announcements
Office of the London Stock Exchange and is being distributed to all
owners of Ordinary shares and American Depository Receipts. Copies
are available to the public at the Company’s registered office.
The following cautionary statement is included for safe harbour
purposes in connection with the Private Securities Litigation
Reform Act of 1995 introduced in the United States of America. This
announcement may contain forward-looking statements within the
meaning of the US federal securities laws. These statements are
subject to risks and uncertainties that could cause actual results
to differ materially including adjustments arising from the annual
audit by management and the Company’s independent auditors. For
further information on factors which could impact the Company and
the statements contained herein, please refer to public filings by
the Company with the Securities and Exchange Commission. The
statements in this announcement should be considered in light of
these risks and uncertainties.
1 The Group has changed the description of ‘net sales’ to
‘revenue less pass-through costs’ based on the upcoming adoption of
new accounting standards and recently issued regulatory guidance
and observations. There has been no change in the way that this
measure is calculated 2 Percentage change in reported sterling 3
Percentage change at constant currency exchange rates 4 Headline
earnings before interest, tax, depreciation and amortisation 5
Headline profit before interest and tax 6 Diluted earnings per
share based on headline earnings 7 Diluted earnings per share based
on reported earnings 8 Return on equity is headline diluted EPS
divided by equity share owners funds per share 9 Percentage change
at constant currency exchange rates 10 Like-for-like growth at
constant currency exchange rates and excluding the effects of
acquisitions and disposals 11 Ranked by market capitalisation as at
1 March 2018 12 Short and long-term incentives and the cost of
share-based incentives 13 Costs of services and general and
administrative costs, excluding pass-through costs, goodwill
impairment, amortisation of acquired intangibles, investment gains
and write-downs (in 2017 exceptional gains were £129 million,
investment write-downs of £96 million, restructuring charges and
costs in relation to the IT transformation project were £57
million) 14 Percentage change at constant currency exchange rates
15 Like-for-like growth at constant currency exchange rates and
excluding the effects of acquisitions and disposals 16 Asia
Pacific, Latin America, Africa & Middle East and Central &
Eastern Europe 17 Bangladesh, Egypt, Indonesia, South Korea,
Mexico, Nigeria, Pakistan, Philippines, Vietnam and Turkey - the
Group has no operations in Iran (accounting for over $975 million
revenue, including associates) 18 Colombia, Indonesia, Vietnam,
Egypt, Turkey and South Africa (accounting for over $895 million
revenue, including associates) 19 Mexico, Indonesia, South Korea
and Turkey (accounting for over $695 million revenue, including
associates) 20 Percentage change at constant currency exchange
rates 21 Like-for-like growth at constant currency exchange rates
and excluding the effects of acquisitions and disposals 22
Advertising, Media Investment Management 23 Public Relations &
Public Affairs 24 Brand Consulting, Health & Wellness and
Specialist Communications (including direct, digital and
interactive)
View source
version on businesswire.com: http://www.businesswire.com/news/home/20180301005625/en/
WPPFor further information:Sir Martin Sorrell, Paul Richardson,
Lisa Hau+44 20 7408 2204orChris Wade, Kevin McCormack, Fran
Butera+1 212 632 2235orJuliana Yeh+852 2280 3790wppinvestor.com
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