REG - Sainsbury(J) PLC - Final Results <Origin Href="QuoteRef">SBRY.L</Origin> - Part 1

J SainsburyAnnouncement

03/05/2017 07:06

RNS Number : 9748D
Sainsbury(J) PLC
03 May 2017
J Sainsbury plc
3 May 2017
Preliminary Results for the 52 weeks to 11 March 2017
A pivotal year for the Sainsbury's Group; clear growth strategy
Highlights
Delivering our differentiated strategy of creating a leading multi-channel Food, General Merchandise, Clothing and Financial Services retailer
Food performance resilient; ongoing investment in quality, price and innovation
Total transactions have increased by nearly three per cent to 26 million per week
Investing in channels of future growth: Groceries Online grew by over eight per cent and Convenience grew by over six per cent
Outperformance of the market in Sainsbury's and Argos's General Merchandise and Clothing 
Will deliver 160 million EBITDA synergy target from Argos acquisition six months early; accelerating plan to open 250 Argos Digital stores in Sainsbury's supermarkets
Successfully implemented new savings and ATM banking platform at Sainsbury's Bank and launched mortgages. The Bank is well set to deliver strong profit growth 
On track to deliver three-year 500 million cost saving programme by the end of 2017/18, with further 500 million cost savings target over three years from 2018/19
Strong balance sheet with net debt reduced by 349 million to 1,477 million

2016/17
2015/16
Variance
Business Performance 
Group sales (inc VAT)
29,112m
25,829m
12.7%
Sainsbury's like-for-like sales (inc VAT, ex fuel)
(0.6)%
(0.9)%

Underlying profit before tax(1)
581m
587m
(1.0)%
Underlying basic earnings per share(1)
21.8p
24.2p
(9.9)%
Proposed final dividend
6.6p
8.1p
(18.5)%
Proposed full year dividend
10.2p
12.1p
(15.7)%
Net debt
1,477m
1,826m
349m 
Return on capital employed(1)
8.8%
8.8%
(4) bps
Statutory Reporting
Group sales (ex VAT, inc fuel)
26,224m
23,506m
11.6%
Items excluded from underlying results
(78)m
(39)m
(39)m
Profit before tax
503m
548m
(8.2)%
Basic earnings per share
17.5p
23.9p
(26.8)%
Group sales (inc VAT) up 12.7 per cent mainly as a result of the Argos contribution
Underlying profit before tax of 581 million reflects investment in the customer offer and cost inflation, offset by cost savings of 130 million and a contribution from Argos of 77 million
Underlying basic earnings per share of 21.8 pence and full year dividend per share of 10.2 pence, reflecting dilution due to new shares issued to Home Retail Group plc shareholders
Mike Coupe, Group Chief Executive of J Sainsbury plc, said: "This has been a pivotal year and we have made significant progress delivering and accelerating our strategy. Sainsbury's Group offers customers market-leading product choice, value and convenience, whenever and wherever they shop with us.
"Food is the core of our business and we are committed to helping customers live well for less. Our food business remains resilient in a challenging market and we continue to innovate in quality and to invest in price. We are also investing in growth areas of the business to meet the changing ways that customers shop. Sainsbury's design-led General Merchandise and Clothing both outperformed the market and we saw strong growth in Sainsbury's Groceries Online and Convenience channels.
"We are pleased with the progress made since we acquired Argos. We have opened 59 Argos Digital stores in Sainsbury's supermarkets and they are performing well. We are therefore accelerating our plan to open a total of 250 Argos Digital stores in Sainsbury's supermarkets and will deliver our 160 million EBITDA synergy target by March 2019, six months ahead of schedule. 
"Sainsbury's Bank has achieved an important milestone with the migration of savings customers and ATMs onto our new banking platform. We are confident in the growth opportunities at Sainsbury's Bank and are well set to deliver strong profit growth. 
"We continue to find ways to simplify our business and reduce costs. We are on track to deliver our three-year 500 million cost saving programme by the end of 2017/18 and we will deliver a further 500 million of cost savings over three years from 2018/19. We benefit from a strong balance sheet and have reduced our net debt by 349 million to 1,477 million. 
"The quality and range of our products, combined with our market-leading service, availability and channels set us apart from our competitors. Our values support our growth and our vision to be the most trusted retailer where people love to work and shop. I would like to thank our 195,000 colleagues across the Group for the difference they make to our customers every day."
Dividend
Our final dividend is 6.6 pence per share, bringing our full year dividend to 10.2 pence per share, reflecting our affordable dividend policy of 2.0x cover. In the last five years, we have returned 1.4 billion in cash dividends to shareholders, equivalent to 69.5 pence per share.
Outlook
The market remains competitive and the impact of cost price pressures remains uncertain. However, we are well placed to navigate the external environment and we remain focused on delivering our strategy.
Strategic report
The strategy we set out in November 2014 is designed to address the changing nature of retail and the way people shop. It is based on five pillars: knowing our customers better than anyone else; great products and services at fair prices; being there for our customers whenever and wherever; colleagues making the difference and our values making us different. To deliver this strategy we have prioritised four key areas of our business where we can differentiate ourselves, grow and create value: 
Four key priorities
1. Further enhance our differentiated food proposition
 Sainsbury's own-brand food accounts for around half of our food sales and our customers rank us ahead of our supermarket competitors on quality perception.(2) Our core by Sainsbury's range has grown volumes by two per cent as a result of our quality and price investments 
 We have invested to increase sales and market share in new and growing categories such as our On the Go and Deliciously FreeFrom ranges 
 We continue to invest in price and customers are responding to our lower regular prices. Total transactions have increased by nearly three per cent to 26 million per week 
 We have removed multi-buy promotions, which gives customers more choice and helps to reduce waste at home and across our business. Promotional participation has decreased by almost six per cent to 25 per cent
 We opened six supermarkets and 41 convenience stores in the year, bringing the totals to 605 and 806 respectively (3)
 Supermarket sales declined by nearly two per cent and Convenience grew by over six per cent 
 Groceries Online grew by over eight per cent. Our Groceries App launched almost 12 months ago and already accounts for over ten per cent of orders to our Groceries Online channel, demonstrating changing customer shopping behaviour
 Our colleagues continue to deliver market-leading customer service and availability. We have won the Grocer Gold Awards for Service and Availability for the past four years
2. Grow General Merchandise and Clothing and deliver synergies 
 Sainsbury's General Merchandise grew sales by over two per cent and Clothing by over four per cent, outperforming the market(4)
 Argos grew sales 4.1 per cent(5) 
 We now have 59 Argos stores in Sainsbury's supermarkets and 207 digital collection points. Like-for-like sales at Argos stores in Sainsbury's supermarkets that have been open for more than one year are up between 20 and 30 per cent
 We continue to benefit from a one to two per cent uplift in supermarket sales where there is an Argos Digital store
 We expect to deliver our 160 million EBITDA synergy target six months early and we are accelerating our plans to open 250 Argos Digital stores in Sainsbury's supermarkets
 Digital sales continue to grow with 53 per cent of sales now made online. Mobile participation also grew 60 per cent this year
 Argos is the UK's number one retailer for toys and second in the market for homeware and electrical products
 Argos Fast Track delivery and collection is a key point of difference and we are able to leverage our unique Hub and Spoke model to deliver customer orders quickly and conveniently
 We expect to transform 60 Argos high street stores in 2017/18 to the new digital format so that over one third of the Argos store estate will be digital in a year's time
3. Diversify and grow Sainsbury's Bank
 Sainsbury's Bank (including Argos Financial Services) delivered 62 million profit. This was down nearly five per cent due to the impact of reduced interchange fees and investment required to enter the mortgage market
 We launched a new mortgage offer in April 2017 and have successfully transferred all our savings customers and ATM estate on to the Bank's new banking platforms
 Sainsbury's Bank has 1.8 million active customers, up nearly four per cent. Additionally, Argos Financial Services has 1.8 million customers
 Our ATM estate grew by five per cent to 1,728 and ATM transactions grew by almost one per cent year-on-year to nearly 240 million. This represents a significant UK market share with 1 of every 11 dispensed from a LINK ATM transaction coming from Sainsbury's Bank
 Credit cards performed strongly with 70 per cent growth year-on-year of new card accounts. Personal loans grew ten per cent
 The integration of Argos Financial Services presents operational synergies and growth opportunities. We will move credit cards and other financial services products on to a shared platform during Summer 2018 
 We are confident in the growth strategy for Sainsbury's Bank and are well set to deliver strong profit growth
4. Continue cost savings and maintain balance sheet strength
 We continue to find ways to simplify our business and reduce costs. We have achieved 130 million of cost savings this year, 355 million in the last two years and are on track to deliver our three-year target of 500 million cost savings by 2017/18 
 We are committed to a further 500 million of cost savings over the next three years, starting in 2018/19
 Core retail capital expenditure, including Argos, was 547 million (2015/16: 542 million), a significant reduction from the average of 931 million per year in the previous five years
 We have a strong balance sheet. Net debt reduced by 349 million to 1,477 million (2015/16: 1,826 million)
 The Group has financing facilities of 3.9 billion, of which only 2.7 billion was drawn at year end
Our values
Our values make us different; they strengthen our relationships with customers, suppliers and colleagues and make strong commercial sense:
 Living healthier lives: We reformulated our products to reduce salt, sugar, fat and saturated fats, including reduction of sugar across our own-brand cereal range by an average of 13 per cent, exceeding the government's 2017 targets of a five per cent reduction
 Sourcing with integrity: We were named the World's Best Sustainable Seafood Supermarket by the Marine Stewardship Council (MSC)
 Respect for our environment: We use 11.6 per cent less electricity than we did in 2005 despite growing our store space by 54.2 per cent
 Making a positive difference in the community:We supported over 3,400 charity partnerships, including Comic Relief, The Royal British Legion and Oxfam
 Great place to work: Colleagues across the Group will share a bonus of 78 million this year
Notes 
1. Defined in Alternative Performance Measures on page 48 
2. HPI Brand & Communications Tracker - National sample data of Sainsbury's customers between 2014 and 2016
3. The number of convenience stores stated includes our partnership with Euro Garages' petrol stations
4. Kantar Worldpanel 2016 
5. For the second half of the financial year 
Certain statements made in this announcement are forward-looking statements. Such statements are based on current expectations and are subject to a number of risks and uncertainties that could cause actual events or results to differ materially from any expected future events or results referred to in these forward-looking statements. They appear in a number of places throughout this announcement and include statements regarding our intentions, beliefs or current expectations and those of our officers, directors and employees concerning, amongst other things, our results of operations, financial condition, liquidity, prospects, growth, strategies and the business we operate. Unless otherwise required by applicable law, regulation or accounting standard, we do not undertake any obligation to update or revise any forward-looking statements, whether as a result of new information, future developments or otherwise. 
Sainsbury's will report its 2017/18 First Quarter Trading Statement at 07:00 (BST) on 4 July 2017. 
A results presentation for analysts and investors will be held at 09:30 on 3 May 2017 
To view the slides of the results presentation and the webcast: We recommend that you register for this event in advance. To do so, visit www.j-sainsbury.co.uk and follow the on-screen instructions. To participate in the live event, please go to the website from 09:00 on the day of the announcement, where there will be further instructions. An archive of the webcast will be available later in the day. 
To listen to the results presentation:To listen to the live results presentation by telephone, please dial 0800 678 1161 (or +44 (0)1296 311 600 if you are unable to use the primary number). The pass code for the event is 435 188. A transcript of the presentation and an archive recording of this event will be available later in the day at www.j-sainsbury.co.uk.
Enquiries
Investor Relations 
Media 
James Collins
Louise Evans / Rebecca Reilly
+44 (0) 20 7695 0080
+44 (0) 20 7695 7295 
Market context 
Customer shopping habits and the UK retail landscape continue to change rapidly. Our strategy reflects this and our business is well set to continue adapting to changing customer needs.
The market
The UK economy has been stronger than anticipated since the European Union Referendum in June 2016. Conditions have remained supportive for UK consumers, with wage growth remaining higher than inflation. Consistent with recent years, the main beneficiaries of these conditions have been higher ticket discretionary categories such as eating out, car sales and holidays. However, the picture is changing now, as the impact of the devaluation of sterling and a higher oil price filter through to food, general merchandise, clothing and fuel prices and the gap between inflation and wage growth narrows. 
After more than two years of deflation, food and fuel prices started to rise towards the end of our financial year, driven by the devaluation of sterling and commodity price increases. While this has benefited food retail market growth, general merchandise and clothing sales growth have been impacted by reduced consumer confidence and a marked slowdown in real pay growth. Economic commentators are divided on the implications for the UK economy, but there are fears that this slowdown in real income might drive a reduction in GDP growth, an increase in unemployment and a reduction in the rate of unsecured credit growth.
Shopping habits
Shopping habits continue to evolve rapidly, with consumers expecting far greater choice and flexibility in how, when and where they can shop for food, general merchandise and clothing.
The UK grocery market remains very competitive. Convenience stores and online retail continue to show strong growth, as consumers shop more frequently across different channels and store formats. Discount food retailers continue to open significant numbers of new stores and gain market share, but at lower rates than in recent years. In line with our expectations, these trends place pressure on volumes through the supermarket format. However, we continue to expect supermarkets to remain the key channel for groceries.
Within general merchandise and clothing, traditional store formats, particularly on the high street, continue to see footfall and sales declines as online participation grows. The combination of a strong online proposition and a wide variety of delivery and collection options is popular with consumers, with Click & Collect accounting for a significant and growing proportion of UK online general merchandise and clothing sales. 
Future retail trends
Consumers will increasingly expect a seamless, flexible retail offer across all products and channels to fulfil their orders rapidly, in a location and at a time that is most convenient to them. 
STRATEGIC REPORT
The strategy we set out in November 2014 is designed to address the changing nature of retail and the way people shop. It is based on five pillars: knowing our customers better than anyone else; great products and services at fair prices; being there for our customers whenever and wherever; colleagues making the difference and our values making us different. To deliver this strategy we have prioritised four key areas of our business where we can differentiate ourselves, grow and create value: 
Further enhance our differentiated food proposition
Food will always be at the heart of our business. We have a strong and differentiated food proposition that offers customers market-leading quality, choice and value. We have now completed our 3,000 Sainsbury's own-brand product quality investment programme and will continue to make quality improvements where they matter most to our customers. Over the course of the next year, we will review 125 food ranges, touching around 60 per cent of our Food sales. Customers continue to rank us ahead of our supermarket peers for food quality1.
Great quality at fair prices
Our Food business is resilient. While grocery retailing remains competitive, investment in the quality and price of our core bySainsbury's range delivered volume growth of nearly two per cent. Our strategic focus is on growing categories where we can increase market share such as Deliciously FreeFrom, our new On the Go range and prepared vegetables. In September, we launched our On the Go range of breakfast, lunch and snacking lines. It is a market worth around 16 billion and we invested 8 million in our range, introducing new sandwich and bread options, salads and sushi. We also increased the number of breakfast and snacking options on offer, as well as improving existing lines. Snacking, in particular, has performed well. 
The successful launch of our Deliciously FreeFrom range reflected the increasing importance of allergen-free food to our customers. Around 25 per cent of the UK population includes free from products in their weekly shop2. We have doubled the new range, incorporating fresh, frozen, chilled and ambient lines, offering customers more variety, improved products and market-leading allergen information on the packaging. We also became the only supermarket to offer gluten-free bread freshly baked in our store bakeries. The range has proved very popular and we sell nearly 12,000 loaves a week. 
Our innovative prepared vegetable range has been a great success with customers who are increasingly looking for filling, healthy alternatives to carbohydrates or want to introduce more vegetables in to their diet. We responded to last year's demand for courgetti (courgette spaghetti) and boodles (butternut squash noodles) by introducing eight more prepared vegetable lines this year, including first-to-market vegetable lasagne sheets and butternut squash waffles. These innovative new lines have helped drive double-digit year-on-year growth for the prepared vegetables category.
We continue to develop our overall food offer to ensure customers can buy great quality food at Sainsbury's for different shopping missions. Our trial of in-store sushi concessions are all performing well and offer customers something new to try when they visit our stores. 
As a major retailer in a highly competitive industry, our values make us different and make strong commercial sense. Our values help us strengthen relationships with all our stakeholders, build trust, reduce operating costs, mitigate risks and attract and retain talent in a crowded marketplace. Our values also enable us to play a leading role in tackling some of the challenges facing our customers every day such as household food waste. 
To help our customers live healthier lives we have reduced the sugar in our cereal range by an average of 13 per cent, exceeding the Government's 2017 targets of a five per cent reduction. We also removed more than three tonnes of salt from our canned corned beef products without impacting taste or flavour.
All our products are sourced with integrity and this year we were proud to be named the World's Best Sustainable Seafood Supermarket by the Marine Stewardship Council. We sold over 490 million of RSPCA-assured products this year and worked with our Dairy Development Group to reduce the need for certain classes of antibiotics, leading to a voluntary withdrawal.
Demonstrating our respect for our environment, we now use nearly 12 per cent less electricity than we did in 2005, despite growing store space by over 54 per cent.Also since 2005, we have reduced packaging across Sainsbury's branded ranges by almost 33 per cent and we continue to work towards our target of a 50 per cent reduction by 2020. This year marked a significant milestone on food waste, as we moved to transparent reporting - one of only two major retailers to do so and we have set a clear benchmark against which we can measure progress. We completed a trial of Waste less, Save more,our five-year initiative to help our customers tackle household food waste, in Swadlincote, Derbyshire, with 20 intervention trials. These trials ranged from apps to weigh and report on food waste to pioneering school programmes to engage young people on the issue.
In addition to providing excellent customer service, our colleagues are committed to making a positive difference to our community. In 2016/17, we generated over 53million for charities through the efforts of our colleagues and customers.This includes nearly 12 million raised through our support of Comic Relief's Red Nose Day.
We aim to be a company where people love to work and our colleagues are integral to the success of our business. We offer a competitive rewards package, including paid breaks, colleague discount and pension. This year, colleagues across the Group will share a bonus of 78 million.
Serving customers whenever and wherever they want
A key part of our strategy is to be available to our customers whenever and wherever they want to shop with us. As at the end of this financial year we have 605 supermarkets and 806 convenience stores3. Supermarket sales declined nearly two per cent and sales at our convenience stores grew by over six per cent. 
Supermarkets continue to be the main grocery shopping channel, responsible for over half of the grocery spend in the UK and we expect this to remain the case. We are adapting our space and layouts to reflect customer requirements for convenience, flexibility, speed and choice. Supermarket shoppers can take advantage of extensive food ranges, grocery Click & Collect services and in-store cafes and restaurants. 
Our Convenience business grew by over six per cent and we opened 41 new shops, including trials of seven franchises in Euro Garages' petrol station forecourts. 
Sales in our Groceries Online channel grew by over eight per cent and orders increased by nearly 12 per cent during the year. We deliver around 276,000 orders per week. We expect that demand for our online grocery service in London will double over the next eight years and, to help meet that growing demand, we opened our first purpose-built online fulfilment centre in Bromley-by-Bow, East London. With its cutting-edge technology, it has the capacity to fulfil 25,000 customer orders each week. We now have 151 Groceries Online Click & Collect sites and a growing number of our customers place their order online and collect their shopping at their local supermarket.To add to customer choice, we offer same day delivery from 29 stores across the UK and are trialling one-hour delivery to over 40,000 London postcodes through our Chop Chop bicycle delivery service. We introduced our Groceries Online app in 2016 to give customers more ways to shop with us. Penetration is steadily increasing, with over ten per cent of orders received through the app, demonstrating the rapidly changing nature of customer shopping behaviours.
Leading customer service
Our colleagues continue to deliver market-leading customer service and we won 17 weekly Grocer 33 Awards this year4. In addition, for the past four years we have won the Grocer Gold Awards for Service and Availability and we continue to exceed our Mystery Shopper internal targets. 
Grow General Merchandise & Clothing and deliver synergies
General Merchandise
Sainsbury's General Merchandise sales grew by over two per cent. We increased our market share by both volume and value, driven by seasonal events such as Christmas and Halloween and by offering design-led, ethically-sourced homeware products that are accessible to everyone. The ranges are updated every eight to ten weeks, at prices that are significantly better value than high street stores and homeware specialists. On-trend, in-house designed ranges such as Harvest, Shore and Blue Daisy, displayed in an attractive department store-style setting, have proved to be very popular with our customers. 
Clothing
Shopping for clothing in supermarkets has become firmly established and our strategy of offering customers high street style at supermarket prices has helped to increase our sales by over four per cent in the year and to outperform a challenging market. Eight million customers buy our Tu clothing. Our market share by volume increased by 20 basis points and we are the sixth largest clothing retailer by volume in the UK5, with a strong position in the womenswear and childrenswear markets and opportunities for future growth in menswear. 
We launched our Tu Premium womenswear collection in September, offering our customers quality, styling and fabrics that rival high street fashion brands, at significantly lower prices. The range has been well received by our customers with standout performers such as our women's leather biker jacket at 95 and a silk blouse at 30. 
Acquisition of Home Retail Group plc
Our acquisition of Home Retail Group plc in September 2016 created a 6 billion General Merchandise & Clothing business. This made us one of the UK's largest Food, General Merchandise, Clothing and Financial Services retailers, with over 90,000 products across 2,200 stores. The deal was financially compelling and makes clear strategic sense. 
Argos is the UK's number one retailer for toys and a market leader in homeware and electrical products. With around one billion hits a year, Argos is the third most visited retail website in the UK and over half of all Argos's sales originate online. The first UK retailer to achieve 1 billion annual sales online, Argos was also the first to achieve 1 billion sales through mobile devices. The unique Hub and Spoke supply chain network offers customers a wide choice of quick, efficient delivery options - Fast Tracked to their home the same day, or for collection at Argos and participating Sainsbury's stores. 
Argos is performing well both commercially and operationally, with strong results during the Black Friday and Christmas periods. With over 10 million webpage visits on the day, 65 per cent of Black Friday sales were initiated online. Nearly 100,000 Fast Track deliveries were made over that weekend alone. There were over 120 million visits to the Argos website in the run up to Christmas, an increase of over nine per cent. 
There are now 59 Argos Digital stores in our supermarkets and they are performing well. Sales at stores that have been open for over a year are delivering like-for-like sales growth of between 20 to 30 per cent. There is also a clear sales uplift of between one to two per cent in Sainsbury's stores where there is an Argos Digital store. 
Customer satisfaction scores at our Argos stores are at their highest levels ever and digital remains a key differentiator. In 2017/18 we plan to transform 60 existing Argos high street stores to a new digital format, meaning that over a third of the Argos store estate will be digital in a year's time.
We also have 207 digital collection points where customers can collect their Tu clothing, eBay and DPD orders conveniently. Over 700,000 parcels have been collected to date. Argos orders can be collected at 90 of these collection points. 
We now have seven Mini Habitat stores in Sainsbury's supermarkets to support Habitat's multi-channel business strategy. 
Synergies
The opportunity to deliver 160 million of EBITDA synergies over three years was a key factor in our decision to acquire Home Retail Group plc. The synergies identified at the time of the deal included the integration of central and store support functions across the two businesses, as well as cost savings from opening Argos Digital stores in Sainsbury's supermarkets. This year we have achieved 7 million of synergies.
The integration of Argos and Sainsbury's is happening at pace. Our retail expertise and experience of delivering change programmes in our stores has enabled us to accelerate the roll-out of 250 Argos Digital stores in Sainsbury's supermarkets. We now expect this roll-out, together with our 160 million synergy target, to be achieved by March 2019, six months ahead of schedule. 
Diversify and grow Sainsbury's Bank 
Sainsbury's Bank is a growing and profitable part of our business and a key strategic asset. Our vision is to be the destination bank for Sainsbury's customers, listening to what they want and designing products, offers and services that meet their needs. We recently launched an innovative mortgage product, which introduced a money off reward on shopping, and is a strong channel to grow our assets and customer base in both mortgages and savings. 
Offering our customers complementary financial services products encourages loyalty across all our businesses - when customers take out a Bank product we see that they go on to spend more with us. Since taking full ownership of Sainsbury's Bank, we have embarked on a programme to transition our banking services on to our own infrastructure. We successfully migrated savings customers and ATMs to our new banking platforms during the year. We continue to make good progress and will introduce our new loans platform by the end of 2017/18. 
Sainsbury's Bank, including Argos Financial Services, achieved 62 million underlying profit. Sainsbury's Bank profits declined nearly five per cent due to the impact of reduced interchange fees and investment required to enter the mortgage market. 
Sainsbury's Bank has 1.8 million active customers, up nearly four per cent. Additionally, Argos Financial Services has 1.8 million customers. We take our responsibilities as a lender of consumer credit seriously and saw strong growth in personal lending, with ten per cent year-on-year growth in the number of advances to new personal loan customers.
We offered Sainsbury's customers a strong range of credit cards throughout the year with the incentive of additional Nectar points. This resulted in 70 per cent growth year-on-year in new card accounts and a six per cent year-on-year increase in our credit cards being used in Sainsbury's stores. We are regularly featured as "best buy" credit card throughout the year.
In line with our strong lending performance, savings accounts grew by almost 60 per cent year-on-year with a strong performance across fixed term, easy access and ISA products. Our growth in customer lending and continued investment in the transition programme saw our Tier 1 capital ratio decrease to 13.3 per cent which remains comfortably above regulatory requirements. Capital and liquidity plans are robust and support future growth in secured and unsecured lending. 
In the last quarter, we launched new home and car insurance products. Our new products provide quotes from a bespoke panel of specially selected insurers, giving a greater number of Sainsbury's customers more competitive pricing. In addition, we are rewarding Nectar card customers with a guaranteed discount on their insurance premium. 
We saw strong growth in Travel Money with transactions up 25 per cent year-on-year, despite market volatility and the impact of the vote to leave the European Union. We opened a further 26 Travel Money bureaux across the UK, taking our estate to 232 bureaux. We have also successfully launched our new pre-paid Travel Money card which offers contactless functionality and no ATM fees. 
Our free-to-use ATM estate grew by five per cent to 1,728 in the year and ATM transactions grew by almost one per cent year-on-year to nearly 240 million. This represents a significant UK market share with 1 for every 11 dispensed from a LINK ATM transaction coming from Sainsbury's Bank. 
In September 2016, the Bank played a key role in the acquisition of Home Retail Group plc, successfully obtaining full UK Regulatory permissions and expanding the Bank's savings portfolio which provided around 500 million of funding for the transaction. The integration of Sainsbury's Bank with Argos Financial Services will be phased, initially integrating certain reporting and governance capabilities. The planned nature, depth and pace of integration is expected to evolve within the Bank's strategy during the 2017/18 financial year. 
The acquisition of Argos Financial Services presents significant operational synergies. Argos Financial Services manages an existing store card estate which we will leverage by moving our credit cards onto the same platform. This will take place during the summer of 2018.
Sainsbury's Bank is committed to delivering customer service that is convenient, reliable and helpful. Our website receives over 1.9 million visits every month, up 50 per cent year-on-year. We continue to report industry-low levels of customer complaints, consistently recording fewer than 1.3 complaints per 1,000 customer accounts over the last two years. We have won industry awards for customer service and the quality of our products including Best Balance Transfer Credit Card (The Personal Finance Awards), Best Online Personal Loan Provider (Your Money) and Trusted Personal Loan and Pet Insurance provider (Moneywise Customer Services). 
We continue to invest in Sainsbury's Bank and will inject further capital for lending growth, increased regulatory requirements and to complete the Bank's ongoing transformation. 
Continue cost savings and maintain balance sheet strength
In line with other UK retailers, we anticipate that cost pressures will continue over the next few years - the price of raw materials and energy is increasing, along with wages and business rates. Across our business we are focused on finding ways to mitigate the impact of rising costs so that we can continue to deliver for customers, colleagues and shareholders. 
We continue to find ways to simplify our business and reduce costs. We have achieved 130 million of cost savings this year, 355 million in the last two years and by the end of 2017/18 we will have delivered our target of 500 million of cost savings over three years across our business. We are committed to a further 500 million cost savings over the next three years, starting in 2018/19. 
Our focus on efficiency and cost reduction will allow us to continue to invest in the value of our proposition and the development of our colleagues as well as provide our shareholders with a return on the investment they have made in Sainsbury's.
Sainsbury's food and grocery operations
Over the last three years we have made significant progress in developing our food and grocery proposition. We have simplified our prices and replaced multi-buys with lower regular prices, helping customers avoid waste at home and enabling us to forecast demand more accurately. We have invested in the quality of over 3,000 Sainsbury's branded products and shortened the time it takes to get innovative new food ranges on to our shelves.We source directly from farmers and growers and use cutting-edge technology to forecast demand to give our food extra shelf life. We have also invested in our ranging strategy and tools to bring greater incremental choice and quality into each of our stores, while reducing duplication and products previously on multi-buys or high-low promotion. Changes we have made to our in-store operating model have helped to reduce costs throughout our store estate. 
As retailers we must continually respond to the changes in the way people shop and continue to identify how we can meet our customers' needs while also achieving our cost savings target. We have identified a number of areas where we believe we can deliver significant savings at pace. These include:
Improving product availability throughout the supply chain 
Making our checkouts more efficient, easier and faster to use 
Using improved technology to eliminate unnecessary complexity in some aspects of the in-store experience, making it faster and more efficient for both customers and colleagues 
Simplifying our offer so that we can deliver the food and groceries our customers want, whenever and wherever they want them
These are all areas we can address with agile solutions that we can test and deliver at pace, using technology whenever possible. In whatever we do, our colleagues and customers will remain firmly at the forefront of our thinking. 
Balance sheet strength
Our balance sheet remains strong with a significant reduction in net debt and high levels of liquidity. Net debt at 1,477 million has reduced by 349 million in the year. The reduction is as a result of continued strongcash generation from our retail operations, the financing of the acquisition of Home Retail Group plc and further working capital improvements, offset by exceptional pension payments, capital expenditure and dividends. Group core retail capital expenditure of 547 million was in line with last year (2015/16: 542 million), even with the addition of Argos core retail capital expenditure of 38 million. However, in line with our strategy, this is significantly lower than the average capital expenditure in the previous five years of 931 million.
The Group has financing facilities of 3.9 billion, of which only 2.7 billion was drawn at the year end. These are from diverse funding sources in order to minimise refinancing risk and to maintain appropriate contingent liquidity. We have also concluded the Sainsbury's pension scheme triennial valuation and recovery payments will increase by 6 million to 84 million per year. As part of the acquisition of Home Retail Group plc, we will also be paying recovery payments of 40 million per year to the Home Retail Group plc defined benefit pension scheme until October 2021.
The Board has recommended a final dividend of 6.6 pence per share (2015/16: 8.1 pence), making a full year dividend of 10.2 pence per share (2015/16: 12.1 pence), covered two times by underlying earnings, in line with Sainsbury's policy to pay an affordable dividend. Over the last five years, Sainsbury's has paid a total dividend of 69.5 pence per share, returning over 1.4 billion of cash to shareholders.
1. HPI Brand & Communications Tracker
2. Kantar Worldpanel 2016
3. The number of convenience stores stated includes our partnership with Euro Garages
4. Grocer 33 for 52 weeks to 11 March
5. Kantar Worldpanel 2016
Financial Review
2016/17 has been a pivotal year in Sainsbury's history, with the acquisition of Home Retail Group plc ('HRG') on 2 September 2016. From an underlying trading perspective this has had a significant impact on the financial results, with 3,175 million (including VAT) of Argos (including Argos Financial Services) sales and 77 million of underlying profit before tax consolidated into the Group income statement for the 27 weeks Sainsbury's owned the business. 
Sainsbury's Group sales (including VAT) were up 12.7 per cent to 29,112 million and improved 0.4 per cent when excluding the impact of the HRG acquisition. On a 52-week rolling basis Sainsbury's market share (as measured by Kantar for the 52 weeks to 26 February 2017) declined 23 basis points, due to continued price investment and the continuing pace of new store expansion from the discounters. Discounters' combined market share increased by 99 basis points, with the 'big four' declining on average by 35 basis points. However, there was like-for-like transaction growth across all channels - supermarkets, convenience and groceries online.
Sainsbury's continues to operate in a competitive and uncertain trading environment, impacting margins. In 2016/17, retail underlying operating profit decreased by 1.4 per cent to 626 million (2015/16: 635 million) reflecting lower like-for-like sales, investment in the customer offer and cost inflation. This was partly offset by cost savings of 130 million and a contribution from Argos of 77 million. Retail underlying operating margin declined 32 basis points to 2.42 per cent. Underlying profit before tax ('UPBT') declined by 1.0 per cent to 581 million (2015/16: 587 million), and profit before tax of 503 million (2015/16: 548 million) was down 8.2 per cent as a result of a 78 million charge recognised outside of underlying results. 
Sainsbury's Bank continues to perform in line with expectations. We have now migrated all of our savings customers and ATMs onto the new, more flexible banking platform. This has given us the opportunity to launch into the mortgage market in April 2017. Argos Financial Services ('AFS') transferred to the Bank in September, with its net 615 million customer loan book. This has enabled the Group to refinance the intercompany funding for AFS through increased customer deposits and wholesale funding - a significantly cheaper way to fund the Group than external debt. As a result, the Group repaid the draw-down on the Revolving Credit Facility used for the cash consideration of the HRG acquisition.
The HRG acquisition completed on 2 September 2016. The economics of the deal were uniquely well set for Sainsbury's, both in terms of the 160 million of EBITDA synergies we are now confident of achieving six months earlier than expected in 2018/19 and our ability to finance the deal through our refinancing of the AFS loan book. Final consideration was just under 1.1 billion - paid for in cash and shares. The fair value of net assets acquired was just over 1.0 billion, resulting in goodwill of 58 million. The fair value of net assets acquired included a net 615 million customer loan book and 322 million of net cash (after the capital return to HRG shareholders).
The balance sheet remains strong with a significant reduction in net debt. Net debt at 1,477 million (1,971 million treating the perpetual securities as debt) has reduced 349 million since the 2015/16 year-end, mainly as a result of continued strong cash generation from our retail operations, the financing of the acquisition of HRG and further working capital improvements, offset by exceptional pension payments, capital expenditure and dividends paid. The Group has facilities of 3.9 billion with only 2.7 billion drawn at the end of the year. Like many other companies, we have seen a significant fall in discount rates since the year-end. This has increased the Sainsbury's pension scheme IAS 19 accounting deficit (net of deferred tax) to 679 million (2015/16: 389 million deficit), and the acquired HRG pension scheme deficit (net of deferred tax) is 171 million as at 11 March 2017. 
Underlying basic earnings per share decreased 9.9 per cent to 21.8 pence (2015/16: 24.2 pence), reflecting the fall in underlying profits and the effect of additional shares issued during the year as a result of the HRG acquisition. Basic earnings per share decreased 26.8 per cent to 17.5 pence (2015/16: 23.9 pence), lower than the underlying earnings per share due to the 78 million charge recognised outside of underlying results and a change in tax rate due to the comparatively smaller benefit of a one per cent revaluation of non-underlying deferred tax balances (2015/16: two per cent).
The Board has recommended a final dividend of 6.6 pence (2015/16: 8.1 pence), making a full-year dividend of 10.2 pence per share (2015/16: 12.1 pence per share).
Summary income statement1
52 weeks to 
 11 March 2017
 52 weeks to 
12 March 2016
Change 

m
m
%




Group sales (including VAT)
29,112
25,829
12.7
Retail sales (including VAT)
28,705
25,502
12.6




Group sales (excluding VAT)
26,224
23,506
11.6
Retail sales (excluding VAT)
25,824
23,168
11.5








Underlying operating profit



Retail
626
635
(1.4)
Financial services
62
65
(4.6)
Total underlying operating profit
688
700
(1.7)




Underlying net finance costs2
(119)
 (121)
1.7
Underlying share of post-tax profit from JVs3
12
8
50.0
Underlying profit before tax
581
587
(1.0)
Items excluded from underlying results
 (78)
(39)
100.0
Profit before tax
503
548
(8.2)
Income tax expense
(126)
(77)
(63.6)
Profit for the financial period
377
471
(20.0)




Underlying basic earnings per share
21.8p
 24.2p 
(9.9)
Basic earnings per share
17.5p
23.9p
(26.8)
Dividend per share
10.2p
12.1p
(15.7)
1 Group sales include Argos (including financial services) sales of 3,175 million including VAT and 2,661 million excluding VAT, and an underlying profit contribution of 77 million.
2 Net finance costs including perpetual securities coupons before non-underlying finance movements.
3 The underlying share of post-tax profit from JVs is stated before investment property fair value movements, financing fair value movements and profit on disposal of properties.
Group sales
Group sales (including VAT) increased by 12.7 per cent. Retail sales (including VAT, excluding fuel) increased by 14.1 per cent, driven by a 14.5 per cent contribution from Argos, a 0.2 per cent contribution from new Sainsbury's space (excluding extensions and replacements and net of Pharmacy), and a Sainsbury's like-for-like ('LFL') sales decline of 0.6 per cent.
Group sales growth contribution (including VAT)
52 weeks to 
11 March 2017
%
52 weeks to 
12 March 2016
% 
Sainsbury's like-for-like sales 
(0.6)
(0.9)
Sainsbury's net new space (excluding extensions and replacements)
0.8
1.3
Pharmacy
(0.6)
-
Contribution from Argos
14.5
-
Retail (including VAT, excluding fuel)
14.1
0.4
Fuel impact
(1.5)
(1.6)
Retail sales (including VAT, including fuel)
12.6
(1.2)
Bank impact
0.1
0.1
Group sales (including VAT)
12.7
(1.1)
Sainsbury's LFL sales, excluding fuel, declined by 1.0 per cent in the first half, and by 0.1 per cent in the second half, driven by continued food price deflation which slowed in the second half. 
On a 52-week rolling basis Sainsbury's market share (as measured by Kantar) declined 23 basis points, due to continued price investment and the continuing pace of new store expansion from the discounters. Discounters' combined market share increased by 99 basis points, with the 'big four' declining on average by 35 basis points. However, there was like-for-like transaction number growth across all channels - supermarkets, convenience and groceries online.
Fuel sales grew 4.2 per cent, however as Argos sales contribution of 14.5 per cent is now included within sales growth (excluding fuel), this rate of growth was, in effect, dilutive to sales growth (including fuel).
Our multi-channel strategy enables customers to shop whenever, wherever and however they want. The convenience business grew sales by over six per cent. Groceries online grew by eight per cent year-on-year, with order growth of nearly 12 per cent being partially offset by a reduction in basket size due to deflation and a lower number of items per basket. Sainsbury's clothing and general merchandise offer continued to grow sales ahead of the market, supported by continued range development and the roll-out of new space.
Argos sales have contributed 14.5 per cent growth since acquisition and Argos like-for-like sales were up 4.1 per cent in the second half.
Contribution from Sainsbury's net new space (excluding extensions, replacements and the disposal of the Pharmacy business which completed on 31 August 2016) expected to be around 0.6 per cent for the full year with a first half contribution of 0.6 per cent and a second half contribution of 0.6 per cent.
After the impact of the disposal of the Pharmacy business, net new space contribution is expected to reduce to 0.1 per cent for the full year with a negative contribution of 0.3 per cent in the first half and a positive contribution of 0.6 per cent in the second half.
Space
The contribution from Sainsbury's net new space (excluding extensions, replacements and the disposal of the Pharmacy business) was 0.8 per cent in 2016/17 (2015/16: 1.3 per cent). The impact of the disposal of the Pharmacy business reduces this to 0.2 per cent in 2016/17.
In 2016/17, Sainsbury's opened six new supermarkets, (2015/16: six new supermarkets) and closed two supermarkets. Convenience continues to grow, with 41 new stores opened in 2016/17 (2015/16: 69 stores). Eight convenience stores were closed in the year.
Net of replacements, closures and disposals, closing Sainsbury's space of 23,397,000 sq ft was 0.8 per cent higher than last year (12 March 2016: 23,202,000 sq ft).
In 2017/18, Sainsbury's expects to open three new supermarkets and around 25 new convenience stores.
Sainsbury's store numbers and retailing space




52 weeks to 11 March 2017
Supermarkets
Convenience
Total

Number
Area
000 sq ft
Number
Area
000 sq ft
Number
Area 
000 sq ft







At 12 March 2016
601 
21,402 
773 
1,800 
1,374 
23,202 
New stores
6
163
41
98
47
261
Disposals/closures
(2)
(56)
(8)
(14)
(10)
(70)
Extensions/refurbishments/downsizes
-
3
-
1
-
4
At 11 March 2017
605
21,512
806
1,885
1,411
23,397







In addition, as at 11 March 2017, Argos had 858 stores (including Habitat). 
Argos and Habitat Store numbers





Argos stores1
Argos in Sainsbury's
Argos in Homebase
Habitat
Other2
Total
At 24 September 2016
725
15
95
4
4
843
New stores
2
24
-
4
37
67
Disposals
(12)
-
(38)
-
(2)
(52)
At 11 March 2017
715
39
57
8
39
858
1 Includes two stores located at Netto sites that were previously disclosed as Argos in Sainsbury's.
2 Includes pop-up stores, convenience stores and collection points.
In 2017/18, Sainsbury's expects to open around 135 Argos digital stores in supermarkets, resulting in around 175 Argos digital stores in supermarkets by the end of the year. In addition, we expect to open a further ten Habitat stores within supermarkets in 2017/18.
In the first half of 2017/18, Sainsbury's expects to close 39 Argos stores within Homebase, with 18 to remain open longer.
Retail underlying operating profit
Retail underlying operating profit decreased by 1.4 per cent to 626 million (2015/16: 635 million), reflecting lower LFL sales, investment in the customer offer and cost inflation. This was partly offset by cost savings of 130 million and a contribution from Argos of 77 million. Underlying operating profit includes 7 million of EBITDA synergies (Argos: 5 million; Sainsbury's; 2 million).
Retail underlying operating margin declined by 32 basis points year-on-year to 2.42 per cent (2015/16: 2.74 per cent), equivalent to a 31 basis points decline at constant fuel prices. Retail underlying EBITDAR margin decreased by 18 basis points to 7.40 per cent, or a 15 basis points decline at constant fuel prices.
Retail underlying operating profit





52 weeks
to 11 March 2017
52 weeks
to 12 March 2016
Change
Change at constant
fuel prices
Retail underlying operating profit (m)1
626
635 
(1.4)%

Retail underlying operating margin (%)2
2.42
2.74
(32)bps
(31)bps





Retail underlying EBITDAR (m)3
1,912
1,755
8.9%

Retail underlying EBITDAR margin (%)4
7.40
7.58
(18)bps
(15)bps
1 Retail underlying earnings before interest, tax, and Sainsbury's underlying share of post-tax profit from JVs. 
2 Retail underlying operating profit divided by retail sales excluding VAT.
3 Retail underlying operating profit before rent, depreciation and amortisation.
4 Retail underlying EBITDAR divided by retail sales excluding VAT.
In 2017/18, Sainsbury's expects cost inflation in the two to three per cent range. We expect efficiency savings of around 145 million in 2017/18. We remain on track to deliver the strategic target of 500 million of savings over three years by the end of 2017/18 and are developing plans to deliver a further three year 500 million cost saving target from 2018/19 onwards as we simplify the business.
We expect the first half 2017/18 Group underlying profit to be lower than the second half 2017/18 as a result of: the consolidation of first half Argos operating loss; and the annualisation of 2016/17 price investment and the second half 2016/17 step-up in cost inflation due to the effect of the four per cent wage increase for store colleagues effective from 28 August 2016.
We expect depreciation and amortisation of around 700 million, an increase of around 70 million as a result of the consolidation of a full-year of Argos.
Argos acquisition impact on retail underlying profit
On 2 September 2016, Sainsbury's completed the acquisition of HRG. Argos contributed 3,110 million of sales (including VAT) and 77 million of underlying profit before tax to retail performance since the point of acquisition (which includes 5 million of EBITDA synergies).
Previously HRG analysed their business as Argos, Homebase, financial services, central activities and interest income. Homebase has now been sold. The financial services element of HRG is now included within the Group's financial services segment, and guidance on the effect of this is now included within the Sainsbury's Bank guidance. The remaining Argos and central activities segments of HRG will be combined into the Group's Retailing segment. 
The consolidation of Argos has added an underlying profit contribution of 72 million in 2016/17 before synergies and Homebase transaction, separation and restructuring impact. The pre-acquisition loss of 27 million is not consolidated. Indicatively, a full-year profit contribution from Argos would have been 45 million.
Sainsbury's announced as part of the transaction to acquire HRG, that the Group expected to achieve 160 million of EBITDA synergies by the end of the first half of 2019/20. Due to the acceleration of some of the activity, we now expect to deliver these in 2018/19. The synergies are derived from three areas:
Synergies from Argos stores in Sainsbury's - 75 million. We will relocate some existing Argos stores into nearby Sainsbury's supermarkets, as well as opening Argos stores in supermarkets where there is no Argos presence nearby. This also gives cross-selling opportunities within Sainsbury's stores to the current food offer and a wider range of general merchandise products in Argos to Sainsbury's customers. At the same time we will benefit from lower operating costs, particularly rent and rates.
Cost synergies from central and support - 70 million. We will remove duplication and overlap from both central and support functions at Sainsbury's and HRG. We will be able to realise product purchasing benefits from best practice and the combined Group's scale.
Other revenue synergies - 15 million. We will sell Sainsbury's clothing, homewares, seasonal and leisure ranges through the existing Argos network.
In order to achieve these synergies, 130 million of exceptional integration cost and 140 million of exceptional integration capital expenditure will be required. Exceptional costs will include the relocation of property, dilapidations, lease break costs and redundancy costs. Exceptional capital expenditure is required to reformat supermarket space and for fitting out the new Argos stores. The updated expected phasing of the synergies, exceptional costs and exceptional capital expenditure is shown below:
m









2016/17
2017/18e
2018/19e
Total
Synergies (incremental year-on-year)
7
58
95
160
Exceptional costs


(27)
(60)
(43)
(130)
Exceptional capex


(18)
(90)
(32)
(140)
In 2017/18, we expect incremental EBITDA synergies of 58 million, resulting in total EBITDA synergies of 65 million since acquisition. EBITDA synergies of 160 million will be realised in 2018/19 (six months early). Argos integration costs are expected to be around 60 million, integration capital expenditure is expected to be around 90 million.
Homebase separation
HRG announced on 18 January 2016 that the sale of Homebase would give rise to 75 million of additional exceptional costs in relation to transaction, separation and restructuring. Up to the date of the acquisition, HRG had incurred 30 million of these costs and incurred a further 4 million in the period to 11 March 2017. It is currently anticipated that the total exceptional costs will now only be 60 million, a reduction of 15 million from the original estimate, with 15 million of the cost to be incurred in 2017/18.

Financial services
Financial Services results1




12 months to 
28 February
2017
12 months to 
29 February
2016
Change
% 




Revenue (m)2
407
327
24.5
Interest payable (m)
(60)
(53)
(13.2)
Total income (m)3
347
274
26.6
Underlying operating profit (m)
62
65
(4.6)
Cost/Income ratio (%)4
72
71
(100)bps
Active customers - Bank (m)
1.77
1.71
3.5
Active customers - AFS (m)
1.84
n/a
n/a
Net interest margin (%)5
4.4
4.1
30bps
Bad debt as a percentage of lending (%)6
0.8
0.4
(40)bps
Tier 1 capital ratio (%)7
13.3
15.8
(250)bps
Loan balances (m)8
4,713
3,389
39
1 Including AFS except where stated.
2 Revenue growth excluding AFS was 5.8 per cent.
3 Total income excluding AFS was 286 million, an increase of 4.4 per cent.
4 Excluding AFS.
5 Net interest receivable divided by average interest-bearing assets. Excluding AFS, 2016/17 was 3.9 per cent, a decrease of 20 basis points year-on-year.
6 Bad debt expense divided by gross lending. Excluding AFS, 2016/17 was 0.6 per cent, an increase of 20 basis points year-on-year.
7 Tier 1 capital divided by risk-weighted assets.
8 Loan balances excluding AFS was 4,003 million, an increase of 18 per cent year-on-year.
Financial services total income increased to 347 million following the consolidation of AFS on 2 September 2016.
Financial services delivered an underlying operating profit of 62 million, a 4.6 per cent decrease year-on-year. This decrease was mainly a result of the investment required to enter the mortgage market and the impact of reduced interchange fees.
Sainsbury's Bank cost/income ratio has increased by 100 basis points as a result of the strategic costs incurred on products and infrastructure which are expected to drive improved performance in future years. 
Sainsbury's Bank active customers increased 3.5 per cent year-on-year to 1.77 million (2015/16: 1.71 million). The acquisition of AFS added a further 1.84 million customers in 2016/17.
Net interest margin increased by 30 basis points year-on-year to 4.4 per cent (2015/16: 4.1 per cent) driven by the acquisition of AFS that operates a higher risk and return operating model (excluding AFS, net interest margin was 3.9 per cent, a 20 basis point decrease year-on-year). Bad debt levels as a percentage of lending increased to 0.8 per cent (2015/16: 0.4 per cent), also as a result of the AFS operating model. The Tier 1 capital ratio decreased by 250 basis points year-on-year to 13.3 per cent (2015/16: 15.8 per cent), the primary drivers were increases to intangible assets and growth in customer lending.This growth in lending has led to an increase in the savings balance of 28 per cent to 4,105 million (2015/16: 3,209 million). Loan balances including AFS increased by 39 per cent to 4,713 million, due to an increase in Sainsbury's Bank loan and credit card balances (13.4 per cent and 32.7 per cent respectively), as well as the addition of AFS store card balances of 710 million.
We have made good progress with our Bank transition programme. We have now delivered our flexible core platform, a new website, a new contact centre and migration of our savings customers took place successfully in September 2016, along with the migration of all our ATM's. We launched our new insurance offer in early 2017 and our new mortgage offer in April 2017, and our loans platform build is complete and now in test - we expect it to be operational by the end of 2017/18. Following the acquisition of HRG, we will now take the opportunity to create a common cards operating platform which we expect to launch by summer 2018. Spend to date totals 352 million, and we expect to spend a further 125 million to complete the transition - but with a significantly increased scope including the integration of AFS, insurance and mortgages. As a result of the growth opportunities Sainsbury's Bank now offers, we are well set to deliver strong profit growth.
At the end of the first half, AFS was transferred to Sainsbury's Bank and refinanced with the following key steps:
100 million capital injection from J Sainsbury plc to Sainsbury's Bank
New customer deposits and a wholesale loan were raised by Sainsbury's Bank
Sainsbury's Bank lent AFS circa 600 million by way of an intercompany loan
AFS repaid its current circa 600 million intercompany loan with HRG subsidiaries which have previously funded the business
HRG subsidiaries paid a dividend to J Sainsbury plc of circa 600 million
The 448 million draw down on the Revolving Credit Facility used as consideration for the HRG acquisition was repaid in full
AFS holds a loan book with gross receivables of 699 million, offset by a provision of 63 million resulting in a 9.1 per cent provision as a percentage of receivables.
In 2017/18, underlying operating profit growth is expected to be ten per cent.
Capital injections into the Bank are expected to be 160 million to 190 million in 2017/18. This is to cover card and loan platforms, regulatory capital and growth in loans, cards and mortgages.
Sainsbury's Bank transition cost is expected to be around 55 million (2016/17: 60 million) and transition capital costs are expected to be around 30 million (2016/17: 16 million).
Underlying net finance costs
Underlying net finance costs decreased by 2 million year-on-year to 119 million (2015/16: 121 million), due to lower interest costs as a result of lower net debt, offset by the full-year effect of the perpetual securities coupons.
Underlying net finance costs
52 weeks to 
11 March
2017
m 
52 weeks to 
12 March
2016
m



Underlying finance income
18
19



Interest costs
(121)
(132)
Perpetual securities coupons
(23)
(15)
Capitalised interest
7
7
Underlying finance costs
(137)
(140)
Underlying net finance costs
(119)
(121)
Sainsbury's expects net finance costs in 2017/18 to be similar year-on-year.
Items excluded from underlying results
In order to provide shareholders with additional insight into the underlying performance of the business, items recognised in reported profit or loss before tax which, by virtue of their size and or nature, do not reflect the Group's underlying performance are excluded from the Group's underlying results and shown as items excluded from underlying results.
Items excluded from underlying results
52 weeks to 
11 March
2017
52 weeks to 
12 March
2016

m
m
Property related


Profit on disposal of properties
98
101
Investment property fair value movements
(25)
(18)
Net impairment and onerous contract charge
(37)
(1)
Argos


Transaction costs relating to the acquisition of Home Retail Group
(22)
(12)
Argos integration costs
(27)
-
Homebase separation
(4)
-
Sainsbury's Bank transition
(60)
(59)
Focus


Business rationalisation
72
(3)
IT write-offs
(57)
-
Restructuring costs 
(33)
(15)
Other


Perpetual securities coupons
23
15
Non-underlying finance movements
10
(22)
Acquisition adjustments
8
3
IAS 19 pension financing charge and scheme expenses
(24)
(28)
Items excluded from underlying results
(78)
(39)
Profit on disposal of properties includes the profit on the completion of the Nine Elms store which is a mixed use development opened in August 2016. Investment property fair value movements reflect the difference between the current and previous market values. The net impairment and onerous contract charge relates to lease exit and break costs and movements in the market value of land.
The Group incurred 22 million of costs relating to the one-off legal and advisory fees in relation to the acquisition of HRG. Argos integration costs for the year of 27 million were part of the previously announced 130 million required over the three years in order to achieve the synergies of 160 million. The Homebase separation and restructuring costs for the year of 4 million were part of the previously announced 75 million upon the sale of Homebase.
Sainsbury's Bank transition costs of 60 million (2015/16: 59 million) relate to the costs incurred in transitioning to a new, more flexible banking platform. 
Business rationalisation includes 98 million profit on disposal of the Pharmacy business, offset by 26 million costs incurred closing non key businesses to enable the Group to focus on its core strategy. This included the closure of Netto, Sainsbury's Entertainment and Phoneshops. 57 million was incurred on cessation of non core IT projects.
Internal restructuring costs of 33 million relate to changes to our store colleague structures and working practices.
The coupons on the perpetual securities are added back as accounting standards determine that for statutory reporting purposes they are treated as dividends. The increase year-on-year reflects a full-year charge compared to a part-year charge in the previous year. Non-underlying finance movements mainly relate to a gain recognised in fixed power purchase agreements due to an increase in the forecast forward energy prices. Acquisition adjustments of 8 million (2015/16: 3 million) reflect the unwind of fair value adjustments arising from the Sainsbury's Bank and Home Retail Group acquisitions. Pension financing charge was 16 million (2015/16: 22million) and defined benefit scheme expenses were 8 million (2015/16: 6 million). 
Taxation
The income tax charge was 126 million (2015/16: 77 million), with an underlying tax rate of 23.2 per cent (2015/16: 20.8 per cent) and an effective tax rate of 25.0 per cent (2015/16: 14.1 per cent). The underlying rate was higher than last year, mainly driven by the comparatively smaller benefit of a one per cent revaluation of underlying deferred tax balances in 2016/17 (2015/16: two per cent). The effective tax rate was higher than last year due to the comparatively smaller benefit of a one per cent revaluation of non-underlying deferred tax balances (2015/16: two per cent), and was also increased by non-tax deductible exceptional costs and the tax impact of transactions in 2016/17, including the recognition of a deferred tax liability on the Nine Elms replacement store.
Underlying tax rate 



52 weeks to 11 March 2017
Profit
m
Tax
m
Rate
%




Underlying profit before tax, and tax thereon
581
(135)
23.2
Adjustments (and tax thereon) for:



Items excluded from underlying results and revaluation of deferred tax balances
(78)
9

Profit before tax, and tax thereon
503
(126)
25.0
In 2017/18, Sainsbury's expects the full year underlying tax rate to be between 23 and 24 per cent.
Earnings per share
Underlying basic earnings per share decreased by 9.9 per cent to 21.8 pence (2015/16: 24.2 pence) reflecting the fall in underlying profits and the effect of additional shares issued during the year, as a result of the HRG acquisition and a higher year-on-year effective tax rate.
The weighted average number of shares in issue was 2,049.0 million (2015/16: 1,920.8 million), an increase of 128.2 million shares or 6.7 per cent primarily driven by the additional shares issued on acquisition of HRG. In total, 261.1 million shares were issued as part of the HRG acquisition. These shares increased the full year weighted average number of shares by 130.3 million. In 2017/18, the full effect of the shares issued on the weighted average number of shares will be 261.1 million.
Basic earnings per share was 17.5 pence (2015/16: 23.9 pence). The basic earnings per share was lower than the underlying basic earnings per share due to the items excluded from underlying results.
Underlying earnings per share


52 weeks to 11 March 2017
2017
pence per share
2016
pence per share



Basic earnings per share attributable to ordinary shareholders
17.5
23.9
Adjustments (net of tax) for:


Items excluded from underlying results and revaluation of deferred tax balances
4.3
0.3
Underlying basic earnings per share attributable to ordinary shareholders
21.8
24.2
Dividends
The Board has recommended a final dividend of 6.6 pence per share (2015/16: 8.1 pence). This will be paid on 7 July 2017 to shareholders on the Register of Members at the close of business on 12 May 2017, subject to approval by shareholders at the AGM. In line with the Group's policy to keep the dividend covered two times by underlying earnings, this will result in a decrease to the full-year dividend of 15.7 per cent to 10.2 pence per share (2015/16: 12.1 pence). 
The proposed dividend will be, subject to approval, recommended by the Board on 2 May 2017 and, as such, has not been included as a liability as at 11 March 2017.
Sainsbury's plans to maintain a full-year dividend covered two times by our full-year underlying earnings.
Acquisition of Home Retail Group plc
On 2 September 2016, Sainsbury's completed the acquisition of HRG for a total consideration of 1,093 million, primarily through a cash and shares offer, comprising 55 pence per share (447 million) and 0.321 shares in J Sainsbury plc for each share held of HRG (261 million new shares at a share price of 2.461).
The fair value of assets acquired at that date was 1,035 million. This included net 615 million customer loan book, 322 million of cash (after the capital return to HRG shareholders of 226 million, mainly in relation to the sale of Homebase by HRG) and 98 million of other net assets. The fair value of assets acquired was less than the fair value of the consideration by 58 million, which has been treated as goodwill. Putting aside the cash acquired and the customer loan book (which can be converted to cash), Sainsbury's effectively purchased the business for 156 million (1,093 million consideration, less 615 million customer loan book and 322 million of net cash).
Financing
The Group's key financing objectives are to diversify funding sources, to minimise refinancing risk and maintain appropriate contingent liquidity. As at 11 March 2017, Sainsbury's has drawn debt facilities of 2,700 million (including the perpetual securities) and undrawn committed credit facilities of 1,150 million. The Group also holds 85 million of uncommitted facilities which were undrawn as at 11 March 2017.
 
The principal element of Sainsbury's core funding comprises two long-term loans of 670 million due 2018 and 743 million due 2031 both secured on two ring-fenced portfolios of the Group's property assets. The Group has other secured facilities, namely a 200 million 'Green' loan due 2019 and a five year 450 million Convertible Bond was entered into in November 2014. Further the Group has borrowed 138 million via six hire purchase facilities in respect of in-store moveable assets and finance leases. The Group maintains a syndicated committed revolving credit facility of 1,150 million. The facility is split into two tranches, a 500 million Facility (A) maturing in May 2019 and a 650 million Facility (B) maturing in May 2020. As at 11 March 2017, nil had been drawn from Facility (A) (March 2015/16: nil) and nil from Facility (B) (March 2015/16: nil).
Net debt and retail cash flows
Group net debt includes the capital injections in to Sainsbury's Bank, but excludes Sainsbury's Bank's own net debt balances. Sainsbury's Bank balances are excluded because they are required for business as usual activities. As at 11 March 2017, net debt was 1,477 million (12 March 2016: 1,826 million), a decrease of 349 million since the 2015/16 year-end. If the perpetual securities were treated as debt, net debt would increase from 1,477 million to 1,971 million (12 March 2016: 2,320 million).
Summary cash flow statement1
Retail
Retail

52 weeks
to 11 March
2017
52 weeks to 12 March
2016

m
m
Retail operating cash flow before changes in working capital2
1,172 
1,202 
Decrease in working capital 
68 
23 
Cash generated from retail operations3
1,240 
1,225 
Pension contribution
(112)
(76)
Net interest paid4
(108)
(102)
Corporation tax paid
(87)
(124)
Net cash generated from retail operating activities5
933 
923 
Cash capital expenditure before strategic capital expenditure6
(588)
(627)
Retail free cash flow
345
296 
Dividends paid on Ordinary Shares
(230)
(234)
Exceptional pension contributions
(199)
(125)
Property related including strategic capital expenditure4
28
155
Proceeds from sale of Pharmacy
-
125
Bank capital injections
(130)
(137)
HRG acquisition and AFS loan book refinancing4
457
-
Proceeds from issue of perpetual securities & convertible bonds
- 
494 
Repayment of borrowings including finance leases4
(211)
(363)
Other4
(10)
(31)
Net increase in cash and cash equivalents
50 
180 
Decrease in debt
211 
363 
Acquisition movements
39
-
Fair value and other non-cash movements
49 
(26)
Movement in net debt
349 
517 



Opening net debt
(1,826)
(2,343)
Closing net debt
(1,477)
(1,826)
Closing net debt (including hybrid securities as debt)
(1,971)
(2,230)
1 See note 4 for a reconciliation between the Retail and Group cash flows.
2 Excludes working capital, pension contributions and exceptional pension contributions.
3 Excludes pension contributions and exceptional pension contributions.
4 Refer to the Alternative Performance Measures for definition.
5 Excludes exceptional pension contributions.
6 Excludes purchase of Chiswick freehold and Argos integration capital expenditure.
Operating cash flow before changes in working capital declined in the year to 1,172 million due to the fall in Group operating profit. However, due to continued focus on working capital and a reduction in capital expenditure, free cash flow increased in the year to 345 million (2016/17: 296 million). 
Cash generated by operations were used to fund dividends and exceptional pension contributions. Dividends of 230 million were paid in year, which are covered 1.5 times by free cash flow. Exceptional pension contributions of 199 million were made in the year which included the 125 million announced in August 2016, to the Sainsbury's defined benefit pension scheme, and 74 million to the HRG defined benefit pension scheme which included 24 million in relation to the sale of Homebase and 50 million which was agreed as part of the acquisition of HRG.
Property related items generated 28 million in the year which is net of 92 million spent on the acquisition of the Chiswick freehold and Argos integration capital expenditure. In the prior year 155 million was generated from property related items and 125 million was received in advance of completion of the sale of Pharmacy which completed in the current year.
The HRG acquisition and AFS loan book reduced net debt by 457 million. 
 Cash paid on acquisition of HRG (including 3 million on share issuance) totalled 450 million. 
 HRG held 548 million in cash at the point of acquisition of which 226 million was immediately paid as a capital return to the HRG shareholders.
 Following the acquisition the Group was reorganised with the AFS business being transferred to the Financial Services division. This refinancing of the Argos Financial Services loan book generated 585 million.
Sainsbury's expects 2017/18 year-end net debt to remain around 1.5 billion. We expect net debt to reduce over the medium term.
Group capital expenditure
Group capital expenditure was 703 million; made up of 639 million net retail capital expenditure and 64 million Financial Services capital expenditure. 
Core retail expenditure of 547 million was up 0.9 per cent (2015/16: 542 million), driven by the addition of Argos core retail capital expenditure of 38 million. 
Net retail capital expenditure was 639 million (2015/16: 543 million), which includes the purchase of a freehold at Chiswick, where there may be future potential for a mixed use development, and 18 million Argos integration capital expenditure.
Group capital expenditure



52 weeks to 11 March 2017
52 weeks to 12 March 2016

m
m1



Sainsbury's new store development 
120
222
Sainsbury's extensions and refurbishments 
133
168
Sainsbury's other - including supply chain and digital & technology
256
152
Sainsbury's core retail capital expenditure 
509
542
Argos core retail capital expenditure
38
-
Total core retail capital expenditure
547
542
Acquisition of freehold and trading properties2
74
-
Debtor/creditor movements
-
1
Argos integration capital expenditure
18
-
Net retail capital expenditure
639
543
Financial Services capital expenditure
64
29
Group net capital expenditure
703
572
Capex/sales ratio3

1.9%
2.1%
1 Comparative figures within core retail capital expenditure have been restated to reflect reclassification of certain types of capital expenditure.
2 2015/16 balance includes income from Harvest, our JV with Land Securities, relating to the repayment of a loan.
3 Core retail capital expenditure divided by retail sales (including fuel, including VAT).
In 2017/18, Sainsbury's expects core retail capital expenditure including business as usual Argos capital expenditure (excluding Sainsbury's Bank and Argos integration capital expenditure) to be around 600 million. Core retail capital expenditure is expected to be around 600 million per annum over the medium term.
Argos integration capital expenditure expected to be around 90 million.
Return on capital employed ('ROCE')
The ROCE on the 14 point average basis over the 52 weeks to 11 March 2017 was 8.8 per cent (2015/16: 8.8 per cent), a year-on-year decrease of four basis points. Excluding the retirement benefit obligation (net of deferred tax) from capital employed, ROCE over the 52 weeks to 11 March 2017 was 8.0 per cent (2015/16: 8.3 per cent), 29 basis points lower than for the 52 weeks to 12 March 2016. ROCE decline was mainly due to the fall in underlying operating profit and the additional capital employed following the HRG acquisition.
Return on capital employed (14 point average)1



52 weeks to
11 March 2017
52 weeks to
12 March 2016



Total underlying operating profit (m)
688
700
Underlying share of post-tax profit from JVs (m)
12
8
Underlying profit before interest and tax (m)
700
708



Average capital employed (m)
7,964
8,021



Return on capital employed (%)
8.8
8.8
Return on capital employed (exc. pension fund deficit) (%)
8.0
8.3






52 week ROCE movement
(4)bps

52 week ROCE movement (exc. pension fund deficit)
(29)bps




1 The 14 point period average includes the opening capital employed as at 12 March 2016 and the closing capital employed for each of the 13 individual four week periods to 11 March 2017.
Financial ratios
Key financial ratios 

As at 11 March 2017

As at 12 March 2016
(with perpetual securities accounted for as equity)
Adjusted net debt to EBITDAR1
3.7 times
4.0 times
Interest cover2
7.3 times
6.7 times
Fixed charge cover3
2.7 times
2.8 times
Gearing4
21.5%
28.7%
Gearing (excluding pension deficit) 5
19.1%
27.0%
Key financial ratios 


(with perpetual securities treated as debt)6


Adjusted net debt to EBITDAR 
4.0 times
4.3 times
Interest cover 
5.9 times
5.9 times
Fixed charge cover
2.6 times
2.7 times
Gearing
30.9%
39.5%
Gearing (excluding pension deficit)
27.3%
37.1%
1 Net debt of 1,477 million plus capitalised lease obligations of 5,938 million, divided by Group underlying EBITDAR of 2,000 million, calculated for a 52 week period to 11 March 2017.
2 Underlying profit before interest and tax divided by underlying net finance costs.
3 Group underlying EBITDAR divided by net rent and underlying net finance costs.
4 Net debt divided by net assets.
5 Net debt divided by net assets, excluding pension deficit.
6 Treating the perpetual securities, net of transaction fees, as debt increases net debt to 1,971 million, and reduces net assets to 6,426 million.
Property value
As at 11 March 2017, Sainsbury's estimated market value of properties, including our 50 per cent share of properties held within property JVs, was 10.3 billion (12 March 2016: 10.6 billion). The 0.3 billion decrease was mainly due to a reduction in market rental values and a small yield movement.
Defined benefit pensions
At 11 March 2017, the net defined benefit obligation for the Group was 974 million (including HRG and the unfunded obligation). The increase in the deficit from the prior year-end is primarily driven by the consolidation of the HRG scheme, as well as a significant actuarial loss due to a fall in the discount rate from 3.65 per cent to 2.70 per cent.
Following agreement of the valuation of both schemes the Group is committed to make annual contributions of 124 million to the scheme (Sainsbury's scheme: 84 million; HRG scheme: 40 million). The next triennial valuations are for the March 2018 year ends for both schemes.
Retirement benefit obligations





HRG
Sainsbury's
Group
Group

As at
11 March 2017
As at
11 March 2017
As at
11 March 2017
As at
12 March 2016

m
m
m
m
Present value of funded obligations
(1,413)
(9,441)
(10,854)
(7,625)
Fair value of plan assets
1,212
8,708
9,920
7,235
Pension deficit
(201)
(733)
(934)
(390)
Present value of unfunded obligations
(17)
(23)
(40)
(18)
Retirement benefit obligations
(218)
(756)
(974)
(408)
Deferred income tax asset 
47
77
124
19
Net retirement benefit obligations
(171)
(679)
(850)
(389)
Consolidated income statement
for the 52 weeks to 11 March 2017



2017
2016


Note
m
m





Revenue

4
26,224
23,506
Cost of sales


(24,590)
(22,050)
Gross profit


1,634
1,456
Administrative expenses


(1,207)
(850)
Other income


215
101
Operating profit


642
707
Finance income

5
34
19
Finance costs

5
(136)
(167)
Share of post-tax loss from joint ventures and associates


(37)
(11)
Profit before tax


503
548





Analysed as:




Underlying profit before tax

3
581
587
Non-underlying items

3
(78)
(39)



503
548





Income tax expense

6
(126)
(77)





Profit for the financial year


377
471










Earnings per share

7
pence
pence
Basic


17.5
23.9
Diluted


16.5
22.5
Underlying basic


21.8
24.2
Underlying diluted


20.4
22.8










Dividends per share

8
pence
pence
Interim


3.6
4.0
Proposed final (not recognised as a liability at balance sheet date)

6.6
8.1
Consolidated statement of comprehensive income
for the 52 weeks to 11 March 2017


2017
2016


m
m
Profit for the financial year

377
471




Items that will not be reclassified subsequently to the income statement



Remeasurement on defined benefit pension schemes

(407)
121
Current tax relating to items not reclassified

41
-
Deferred tax relating to items not reclassified

28
(36)


(338)
85
Items that may be reclassified subsquently to the income statement



Currency translation differences 

5
2
Available-for-sale financial assets fair value movements



Attributable to Group

10
(1)
Items reclassifed from available-for-sale assets reserve

(1)
-
Cash flow hedges effective portion of fair value movements



Attributable to Group

115
4
Attributable to joint ventures and associates

-
1
Items reclassified from cash flow hedge reserve

(87)
7
Current tax on items that may be reclassified

(1)
-
Deferred tax relating to items that may be reclassified

5
3


46
16
Total other comprehensive (expense)/income for the year (net of tax)

(292)
101
Total comprehensive income for the year

85
572
Consolidated balance sheet
At 11 March 2017 and 12 March 2016


2017
2016

Note
m
m




Non-current assets



Property, plant and equipment

10,006
9,764
Intangible assets

742
329
Investments in joint ventures and associates

237
327
Available-for-sale financial assets

435
340
Other receivables

69
103
Amounts due from Financial Services customers

1,916
1,649
Derivative financial instruments

10
17


13,415
12,529




Current assets



Inventories

1,775
968
Trade and other receivables

574
508
Amounts due from Financial Services customers

2,686
1,695
Available-for-sale financial assets

100
48
Derivative financial instruments

94
51
Cash and cash equivalents
9
1,083
1,143


6,312
4,413
Assets held for sale

10
31


6,322
4,444
Total assets

19,737
16,973




Current liabilities



Trade and other payables

(3,741)
(3,077)
Amounts due to Financial Services customers and other deposits

(4,284)
(3,173)
Borrowings

(172)
(223)
Derivative financial instruments

(22)
(43)
Taxes payable

(219)
(158)
Provisions

(135)
(46)


(8,573)
(6,720)
Liabilities held for sale

-
(4)


(8,573)
(6,724)
Net current liabilities

(2,251)
(2,280)




Non-current liabilities



Other payables

(304)
(269)
Amounts due to Financial Services customers and other deposits

(637)
(582)
Borrowings

(2,039)
(2,190)
Derivative financial instruments

(38)
(69)
Deferred income tax liability

(172)
(237)
Provisions

(128)
(129)
Retirement benefit obligations
11
(974)
(408)


(4,292)
(3,884)
Net assets

6,872
6,365




Equity 



Called up share capital

625
550
Share premium account

1,120
1,114
Capital redemption reserve

680
680
Merger reserve

568
-
Other reserves

193
155
Retained earnings

3,190
3,370
Total equity before perpetual securities

6,376
5,869
Perpetual capital securities

248
248
Perpetual convertible bonds

248
248
Total equity

6,872
6,365
Consolidatedcash flow statement
for the 52 weeks to 11 March 2017


2017
2016

Note
m
m
Cash flows from operating activities



Cash generated from operations

1,323
624
Interest paid

(95)
(108)
Corporation tax paid

(75)
(124)
Net cash generated from operating activities

1,153
392




Cash flows from investing activities



Purchase of property, plant and equipment

(634)
(646)
Purchase of intangible assets

(110)
(34)
Proceeds from disposal of property, plant and equipment

55
109
Receipt of advance disposal proceeds

-
125
Acquisition of subsidiaries, net of cash acquired

101
-
Capital return to Home Retail Group plc shareholders

(226)
-
Share issuance costs on acquisition of Home Retail Group plc

(3)
-
Investment in joint ventures

(16)
(18)
Disposal of subsidiaries

-
(1)
Interest received

18
19
Dividends and distributions received

65
46
Net cash used in investing activities

(750)
(400)




Cash flows from financing activities



Proceeds from issuance of ordinary shares

6
8
Drawdowns of short-term borrowings

448
-
Repayment of short-term borrowings 

(492)
(95)
Repayment of long-term borrowings

(130)
(238)
Proceeds from the issue of perpetual capital securities

-
247
Proceeds from the issue of perpetual convertible bonds

-
247
Purchase of own shares

-
(20)
Repayment of capital element of obligations under finance lease payments

(37)
(30)
Interest elements of obligations under finance lease payments

(8)
(9)
Dividends paid on ordinary shares
8 
(230)
(234)
Dividends paid on perpetual securities

(23)
(4)
Net cash used in financing activities

(466)
(128)




Net decrease in cash and cash equivalents

(63)
(136)




Opening cash and cash equivalents

1,140
1,276
Closing cash and cash equivalents
9
1,077
1,140

Consolidated statement of changes in equity
for the 52 weeks to 11 March 2017

Called up share capital
Share premium account
Capital redemption and other reserves
Merger reserve
Retained earnings
Total equity before perpetual securities
Perpetual capital securities
Perpetual convertible bonds
Total equity

m
m
m
m
m
m
m
m
m
At 13 March 2016
550
1,114
835
-
3,370
5,869
248
248
6,365
Profit for the year
-
-
-
-
359
359
12
6
377
Other comprehensive income/(expense)
-
-
46
-
(338)
(292)
-
-
(292)
Total comprehensive income for the year ended 11 March 2017
-
-
46
-
21
67
12
6
85
Transactions with owners:









Dividends
-
-
-
-
(232)
(232)
-
-
(232)
Acquisition of subsidiaries
75
-
-
568
(3)
640
-
-
640
Adjustment to consideration in respect of share options
-
-
-
-
3
3
-
-
3
Distribution to Holders of Perpetual Securities (net of tax)
-
-
-
-
-
-
(12)
(6)
(18)
Amortisation of convertible bond equity component
-
-
(8)
-
8
-
-
-
-
Share-based payment (net of tax)
-
-
-
-
32
32
-
-
32
Purchase of own shares
-
-
-
-
(9)
(9)
-
-
(9)
Allotted in respect of share option schemes
-
6
-
-
-
6
-
-
6
At 11 March 2017
625
1,120
873
568
3,190
6,376
248
248
6,872










At 15 March 2015
548
1,108
826
-
3,057
5,539
-
-
5,539
Profit for the year
-
-
-
-
452
452
13
6
471
Other comprehensive income
-
-
16
-
85
101
-
-
101
Total comprehensive income for the year ended 12 March 2016
-
-
16
-
537
553
13
6
572
Transactions with owners:









Dividends
-
-
-
-
(234)
(234)
-
-
(234)
Issue of perpetual subordinated capital securities and perpetual subordinated convertible bonds (net of tax)
-
-
-
-
-
-
248
248
496
Distributions to holders of perpetual subordinated convertible bonds (net of tax)
-
-
-
-
-
-
(13)
(6)
(19)
Amortisation of convertible bond equity component
-
-
(7)
-
7
-
-
-
-
Share-based payment (net of tax)
-
-
-
-
23
23
-
-
23
Purchase of own shares
-
-
-
-
(20)
(20)
-
-
(20)
Allotted in respect of share option schemes
2
6
-
-
-
8
-
-
8
At 12 March 2016
550
1,114
835
-
3,370
5,869
248
248
6,365

1 Status of financial information
The financial information, which comprises the Group income statement, Group statement of comprehensive income, Group balance sheet, Group cash flow statement, Group statement of changes in equity and related notes, is derived from the full Group financial statements for the 52 weeks to 11 March 2017 and does not constitute full accounts within the meaning of section 435 (1) and (2) of the Companies Act 2006.
The Group Annual Report and Financial Statements 2017 on which the auditors have given an unqualified report and which does not contain a statement under section 498(2) or (3) of the Companies Act 2006, will be delivered to the Registrar of Companies in due course, and made available to shareholders in June 2017.
The financial year represents the 52 weeks to 11 March 2017 (prior financial year 52 weeks to 12 March 2016). The consolidated financial statements for the 52 weeks to 11 March 2017 comprise the financial statements of the Company and its subsidiaries (the 'Group') and the Group's share of the post-tax results of its joint ventures and associates. 
2 Basis of preparation
The Group's financial statements have been prepared in accordance with International Financial Reporting Standards ('IFRSs') as adopted by the European Union and International Financial Reporting Interpretations Committee ('IFRICs') and with those parts of the Companies Act 2006 applicable to companies reporting under IFRSs.
The financial statements are presented in sterling, rounded to the nearest million ('m') unless otherwise stated. They have been prepared on a going concern basis under the historical cost convention, except for derivative financial instruments, defined benefit scheme assets and liabilities, investment properties and available-for-sale financial assets that have been measured at fair value.
The Directors are satisfied that the Group has sufficient resources to continue in operation for the foreseeable future. Accordingly, they continue to adopt the going concern basis in preparing the financial statements.
The Group has considered the following amendments to published standards that are effective for the Group for the financial year beginning 13 March 2016 and concluded that they are either not relevant to the Group or that they do not have a significant impact on the Group's financial statements. These standards and interpretations have been endorsed by the European Union.
 Annual Improvements to IFRSs 2012-2014 Cycle 
 Amendments to IAS 16, 'Property, plant and equipment' and IAS 38, 'Intangible assets' which clarifies acceptable methods of depreciation and amortisation
 Amendments to IFRS 11, 'Joint arrangements' on the accounting for acquisitions of interests in joint operations
 Amendments to IAS 16 and IAS 41: Bearer Plants
 Amendments to IAS 1, 'Presentation of financial statements' which clarifies existing IAS 1 requirements
 Amendments to IAS 27, 'Consolidated and separate financial statements' which allow an entity to use the equity method as described in IAS 28 to account for its investments in subsidiaries
 Amendments to IFRS 10, 'Consolidated financial statements', IFRS 12, 'Disclosure of interests in other entities' and IAS 28, 'Investments in associates and joint ventures' on applying the consolidation exception
3 Non-GAAP performance measures 
In order to provide shareholders with additional insight in to the underlying performance of the business, items recognised in reported profit or loss before tax which, by virtue of their size and or nature, do not reflect the Group's underlying performance are excluded from the Group's underlying results. 
These adjusted items are as follows:



2017
2016



m
m
Underlying profit before tax


581
587





Property related




Profit on disposal of properties


98
101
Investment property fair value movements


(25)
(18)
Net impairment and onerous contract charge


(37)
(1)





Argos




Transaction costs relating to the acquisition of Home Retail Group


(22)
(12)
Argos integration costs


(27)
-
Homebase separation


(4)
-





Sainsbury's Bank transition


(60)
(59)





Focus




Business rationalisation


 72 
(3)
IT write-offs


(57)
-





Restructuring costs


(33)
(15)





Other




Perpetual securities coupons


23
15
Non-underlying finance movements


10
(22)
Acquisition adjustments


8
3
Defined benefit scheme financing charge and scheme expenses


(24)
(28)





Total adjustments


(78)
(39)
Profit before tax


503
548
Property related
 Profit on disposal of properties for the financial year comprised 101 million for the Group (2016: 100 milion) and (3) million for the property joint ventures (2016: 1 million), included within other income.
 Net impairment and onerous contract charge comprises (19) million within property, plant and equipment and onerous lease provisions of (18) million.
Argos
 Argos integration costs for the year of (27) million were part of the previously announced (130) million required over the three years in order to achieve the synergies of 160 million.
 The Homebase separation and restructuring costs for the year of (4) million were part of the previously announced (75) million upon the sale of Homebase.
Sainsbury's Bank transition
 Sainsbury's Bank transition costs of (60) million (2016: (59) million) were part of the previously announced costs incurred in transitioning to a new, more flexible banking platform as part of the previously announced New Bank Programme.
Focus
 Business rationalisation includes 98 million profit on disposal of the Pharmacy business (included within other income), offset by (26) million of costs incurred closing non-core businesses to enable the Group to focus on its strategy. This included the closure of Netto, Sainsbury's Entertainment and Phoneshops. 
 The Group incurred (57)million in relation to the cessation of non-core IT projects. This includes (36) million in property, plant and equipment, (19) million in intangibles and (2) million other directly attributable costs.
Restructuring costs
 Internal restructuring costs of (33) million relate to changes in store colleague structures and working practices.
Other
 The coupons on the perpetual subordinated capital securities and the perpetual subordinated convertible bonds are accounted for as equity in line with IAS 32 'Financial Instruments: Presentation', however are accrued on a straight-line basis and included as an expense within underlying profit before tax.
 Non-underlying finance movements for the financial year comprised 12 million for the Group (2016: (20) million) and (2) million for the joint ventures (2016: (2) million).
 Acquisition adjustments of 8 million (2016: 3 million) reflect the unwind of fair value adjustments arising from the Sainsbury's Bank and Home Retail Group acquisitions.
 Comprises pension financing charge of (16) million (2016: (22)million) and defined benefit scheme expenses of (8) million (2016: (6) million). 
Cash flow statement
The table below shows the impact of non-underlying items on the Group cash flow statement:



2017
2016



m
m





Cash flows from operating activities




Defined benefit pension financing charge and scheme expenses

(8)
(6)
Sainsbury's Bank transition


(47)
(53)
Business rationalisation


(5)
 - 
Argos integration costs


(12)
 - 
Homebase separation


(2)
 - 
Restructuring costs


(19)
(19)
Transaction costs relating to acquisition of Home Retail Group 

(22)
(12)
Cash used in operating activities


(115)
(90)





Cash flows from investing activities




Profit on disposal of properties


 55 
 109 
Business rationalisation (sale of Pharmacy business)


(4)
 125 
Cash generated from investing activities


 51 
 234 





Net cash flows


(64)
 144 
4 Segment reporting
Background
The Group's businesses are organised into four operating segments:
 Retail - Food;
 Retail - General Merchandise & Clothing;
 Financial Services (Sainsbury's Bank plc and Argos Financial Services entities);
 Property Investments (The British Land Company PLC joint venture and Land Securities Group PLC joint venture).
Management has considered the economic characteristics, similarity of products, production processes, customers, sales methods and regulatory environment of its two Retail segments. In doing so it has been concluded that they be aggregated into one "Retail" segment in the financial statements. This aggregated information provides users the financial information needed to evaluate the business and the environment in which it operates.
The Operating Board assesses the performance of all segments on the basis of underlying profit before tax. All material operations and assets are in the UK. The year ended 11 March 2017 includes 27 weeks of Home Retail Group results.
Segment results, assets and liabilities include items directly attributable to a segment as well as those that can be allocated on a reasonable basis. Segment capital expenditure is the total cost incurred during the period to acquire segment assets that are expected to be used for more than one period.
a. Income statement and balance sheet

Retail
Financial
Services
Property
investments
Group
52 weeks to 11 March 2017
m
m
m
m
Segment revenue




Retail sales to external customers
25,824
-
-
25,824
Financial Services to external customers
-
407
-
407
Underlying revenue
25,824
407
-
26,231
Acquisition adjustment fair value unwind1
-
(7)
-
(7)
Revenue
25,824
400
-
26,224





Underlying operating profit
626
62
-
688
Underlying finance income
18
-
-
18
Underlying finance costs2
(137)
-
-
(137)
Underlying share of post-tax loss from joint ventures
-
-
12
12
Underlying profit before tax
507
62
12
581
Non-underlying expense



(78)
Profit before tax



503
Income tax expense



(126)
Profit for the financial period



377





Assets
13,650
5,850 
-
19,500
Investment in Joint Ventures
4
-
233
237
Segment assets
13,654
5,850
233
19,737
Segment liabilities
(7,762)
(5,103)
-
(12,865)





Other segment items




Capital expenditure3
741
58 
-
799
Depreciation expense4
593
7 
-
600
Amortisation expense5
18
10 
-
28
Net impairment and onerous contract charge
37
- 
-
37
Share based payments
30
2 
-
32
1 Represents fair value unwind on loans and advances to customers resulting from the Sainsbury's Bank and Home Retail Group Financial Services acquisitions. 
2 The coupons on the perpetual capital securities and the perpetual convertible bonds are accounted for as equity in line with IAS 32 'Financial Instruments: Presentation', however are accrued on a straight-line basis and included as an expense within underlying finance costs, as detailed in note 3.
3 Retail capital expenditure consists of property, plant and equipment additions of 683 million and intangible asset additions of 58 million. Financial services capital expenditure consists of property, plant and equipment additions of 12 million and intangible asset additions of 46 million. 
4 Depreciation within the Retail segment includes a 6 million charge in relation to the unwind of fair value adjustments recognised on acquisition of HRG.
5 Amortisation expense within the retail segment includes 32 million income in relation to the unwind of fair value adjustments recognised on acquisition of HRG. Amortisation expense within the Financial Services segment includes 6 million charge in relation to the unwind of fair value adjustments recognised on acquisition of Sainsbury's Bank. 

Retail
Financial
Services
Property
investments
Group
52 weeks to 12 March 2016
m
m
m
m
Segment revenue




Retail sales to external customers
23,168
-
-
23,168
Financial Services to external customers
-
327
-
327
Underlying revenue
23,168
327
-
23,495
Acquisition adjustment fair value unwind1
-
11
-
11
Revenue
23,168
338
-
23,506





Underlying operating profit
635
65
-
700
Underlying finance income
19
-
-
19
Underlying finance costs2
(140)
-
-
(140)
Underlying share of post-tax (loss)/profit from joint ventures
(7)
-
15
8
Underlying profit before tax
507
65
15
587
Non-underlying expense 



(39)
Profit before tax



548
Income tax expense 



(77)
Profit for the financial period



471





Assets
12,115
4,531 
-
16,646
Investment in Joint Ventures
16
-
311
327
Segment assets
12,131
4,531
311
16,973
Segment liabilities
(6,727)
(3,881)
-
(10,608)





Other segment items




Capital expenditure3
654
35 
-
689
Depreciation expense
552
7 
-
559
Amortisation expense4
14
11 
-
25
Net impairment and onerous contract charge5
1
- 
-
1
Share based payments
22
1 
-
23
1 Represents fair value unwind on loans and advances to customers resulting from the Sainsbury's Bank acquisition. 
2 The coupons on the perpetual capital securities and the perpetual convertible bonds are accounted for as equity in line with IAS 32 'Financial Instruments: Presentation', however are accrued on a straight-line basis and included as an expense within underlying finance costs, as detailed in note 3.
3 Retail capital expenditure consists of property, plant and equipment additions of 635 million and intangible asset additions of 19 million. Financial Services capital expenditure consists of property, plant and equipment additions of 20 million and intangible asset additions of 15 million. 
4 Amortisation expense within the Financial Services segment includes 10 million of intangible asset amortisation arising from Sainsbury's Bank acquisition fair value adjustments.
5 Net impairment and onerous contract charge includes a 9 million impairment reversal recognised against property, plant and equipment.
b. Segmented cash flow statement

APM reference
Retail
Financial Services
Group
Retail
Financial Services
Group


2017
2017
2017
2016
2016
2016


m
m
m
m
m
m
Cash flows from operating activities







Cash generated from/(used in) operations

929
394
1,323
1,024
(400)
624
Interest paid
A
(95)
-
(95)
(108)
-
(108)
Corporation tax (paid)/received

(87)
12
(75)
(124)
-
(124)
Net cash generated from/(used in) operating activities

747
406
1,153
792
(400)
392








Cash flows from investing activities







Purchase of property, plant and equipment excluding strategic capital expenditure

(530)
(12)
(542)
(593)
(53)
(646)
Strategic capital expenditure
B
(92)

(92)
-
-
-
Purchase of property, plant and equipment 

(622)
(12)
(634)
(593)
(53)
(646)
Purchase of intangible assets

(58)
(52)
(110)
(34)
-
(34)
Proceeds from disposal of property, plant and equipment
B
55
-
55
109
-
109
Receipt of advance disposal proceeds 

-
-
-
125
-
125
Acquisition of subsidiaries
C
(447)
-
(447)
-
-
-
Cash acquired upon acquisition of subsidiaries
C
548
-
548
-
-
-
Capital return to Home Retail Group plc shareholders
C
(226)
-
(226)
-
-
-
Share issuance costs on acquisition of Home Retail Group plc
C
(3)
-
(3)
-
-
-
Investment in joint ventures
E
(16)
-
(16)
(18)
-
(18)
Disposal of subsidiaries
E
-
-
-
(1)
-
(1)
Interest received
A
18
-
18
19
-
19
Dividends and distributions received1
B
65
-
65
46
-
46
Net cash used in investing activities

(686)
(64)
(750)
(347)
(53)
(400)








Cash flows from financing activities







Proceeds from issuance of ordinary shares
E
6
-
6
8
-
8
Drawdown of short-term borrowings
D
448
-
448
-
-
-
Repayment of short-term borrowings 
D
(492)
-
(492)
(95)
-
(95)
Repayment of long-term borrowings
D
(130)
-
(130)
(238)
-
(238)
Proceeds from the issue of perpetual capital securities and bonds

-
-
-
494
-
494
Purchase of own shares
E
-
-
-
(20)
-
(20)
Repayment of capital element of obligations under finance lease payments
D
(37)
-
(37)
(30)
-
(30)
Interest elements of obligations under finance lease payments
A
(8)
-
(8)
(9)
-
(9)
Dividends paid on ordinary shares

(230)
-
(230)
(234)
-
(234)
Dividends paid on perpetual securities
A
(23)
-
(23)
(4)
-
(4)
Net cash used in financing activities

(466)
-
(466)
(128)
-
(128)








Intra group funding







Bank capital injections

(130)
130
-
(137)
137
-
HRG acquisition and AFS loan book refinancing
C
585
(585)
-
-
-
-
Net cash generated from/(used in) intra group funding

455
(455)
-
(137)
137
-








Net increase/(decrease) in cash and cash equivalents

50
(113)
(63)
180
(316)
(136)








Elimination of net decrease in Financial Services cash and cash equivalents



113 


316 
Decrease in debt



211 


363 
Fair value and other non-cash movements



88 


(26)
Movement in net debt



349 


517 








Opening net debt



(1,826)


(2,343)
Closing net debt



(1,477)


(1,826)








1 Included within dividends and distributions received of 65 million is 55 million of dividends received from property investment Joint Ventures.
c. Operating cash flows
Cash flows from operating activities are reconciled as follows:


2017
2017
2017
2016
2016
2016


Retail
Financial Services
Group
Retail
Financial Services
Group


m
m
m
m
m
m
Profit/(loss) before tax1

516
(13)
503
539
9
548
Net finance costs

102
-
102
148
-
148
Share of post-tax loss from joint ventures1

37
-
37
11
-
11
Operating profit/(loss)

655
(13)
642
698
9
707
Adjusted for:







Depreciation/amortisation expense

611
17
628
566
18
584
Non-cash adjustments arising from acquisitions (note 3)

5
7
12
-
(13)
(13)
Financial Services impairment losses on loans and advances
-
33
33
-
15
15
Profit on disposal of properties

(101)
-
(101)
(100)
-
(100)
Loss on disposal of intangibles

22
14
36
-
-
-
Profit on disposal of Pharmacy business

(98)
-
(98)
-
-
-
Impairment charge/(reversal) of property, plant & equipment

55
-
55
(9)
-
(9)
Foreign exchange differences

(7)
-
(7)
24
-
24
Share-based payments expense

30
2
32
23
-
23
Retirement benefit obligations

(112)
-
(112)
(76)
-
(76)
Exceptional pension contributions

(199)
-
(199)
(125)

(125)
Operating cash flows before changes in working capital

861
60
921
1,001
29
1,030
Decrease/(increase) in working capital

68
334
402
23
(429)
(406)
Cash generated from/(used in) operations

929
394
1,323
1,024
(400)
624
1 Includes (18) million relating to the Property Investments segment.
5 Finance income and finance costs

2017
2016

m
m



Interest on bank deposits and other financial assets
18
19
Finance fair value movements1
16
-
Finance income
34
19



Borrowing costs:


Secured borrowings
(81)
(88)
Unsecured borrowings
(30)
(30)
Obligations under finance leases
(8)
(9)
Provisions - amortisation of discount 
(6)
(5)

(125)
(132)



Other finance costs:


Interest capitalised - qualifying assets 
7
7
Finance fair value movements1
-
(20)
IAS 19 pension financing charge 
(16)
(22)
Interest expense on Pharmacy sale advance proceeds
(2)
-

(11)
(35)



Finance costs
(136)
(167)
1 Finance fair valuemovements relate to net fair value movements on derivative financial instruments not designated in a hedging relationship.
6 Income tax expense



2017
2016



m
m
Current tax expense


113
88
Deferred tax charge/(credit)


13
(11)
Total income tax expense in income statement


126
77
Analysed as:




Underlying tax


135
122
Non-underlying tax


(9)
(45)
Total income tax expense in income statement


126
77
Underlying tax rate


23.2%
20.8%
Effective tax rate


25.0%
14.1%
7 Earnings per share
Basic earnings per share is calculated by dividing the earnings attributable to ordinary shareholders by the weighted average number of ordinary shares in issue during the year, excluding those held by the Employee Share Ownership Plan trusts, which are treated as cancelled. For diluted earnings per share, the earnings attributable to the ordinary shareholders are adjusted by the interest on the senior convertible bonds (net of tax) and by the coupons on the perpetual subordinated convertible bonds (net of tax).
The weighted average number of ordinary shares in issue is adjusted to assume conversion of all potentially dilutive ordinary shares. These represent share options granted to employees where the exercise price is less than the average market price of the Company's ordinary shares during the year and the number of shares that would be issued if all senior convertible bonds and perpetual subordinated convertible bonds are assumed to be converted.
Underlying earnings per share is provided by excluding the effect of any non-underlying items as defined in note 3. This alternative measure of earnings per share is presented to reflect the Group's underlying trading performance. 
All operations are continuing for the periods presented.

2017
2016

million
million
Weighted average number of shares in issue
2,049.0 
1,920.8 
Weighted average number of dilutive share options
18.2 
14.6 
Weighted average number of dilutive senior convertible bonds
137.7 
131.4 
Weighted average number of dilutive subordinated perpetual convertible bonds
75.1 
41.4 
Total number of shares for calculating diluted earnings per share 
2,280.0 
2,108.2 




m
m
Profit for the financial period (net of tax)
377 
471 
Less profit attributable to:


Holders of perpetual capital securities
(12)
(8)
Holders of perpetual convertible bonds
(6)
(4)
Profit for the financial year attributable to ordinary shareholders
359 
459 




m
m
Profit for the financial period attributable to ordinary shareholders
359 
459 
Add interest on senior convertible bonds (net of tax)
12 
11 
Add coupon on subordinated perpetual convertible bonds (net of tax)
6 
4 
Diluted earnings for calculating diluted earnings per share
377 
474 




m
m
Profit for the financial year attributable to ordinary shareholders of the parent
359 
459 
Adjusted for non-underlying items (note 3)
78 
39 
Tax on non-underlying items
(9)
(45)
Add back coupons on perpetual securities (net of tax)1
18 
12 
Underlying profit after tax attributable to ordinary shareholders of the parent
446 
465 
Add interest on convertible bonds (net of tax)
12 
11 
Add coupon on subordinated perpetual convertible bonds (net of tax)
6 
4 
Diluted underlying profit after tax attributable to ordinary shareholders of the parent
464 
480 




Pence
Pence

per share
per share
Basic earnings
17.5 
23.9 
Diluted earnings
16.5 
22.5 
Underlying basic earnings
21.8 
24.2 
Underlying diluted earnings
20.4 
22.8 
1 Underlying earnings per share calculation is based on underlying profit after tax attributable to ordinary shareholders. Therefore the coupons on the perpetual securities are added back.
8 Dividend


2017
2016
2017
2016


Pence per share
Pence per share
m
m
Amounts recognised as distributions to ordinary shareholders in the year:



 Final dividend of prior financial year

8.1
8.2
155
157
 Interim dividend of current financial year

3.6
4.0
77 
77


 11.7 
 12.2 
 232 
 234 
After the balance sheet date, on 2 May 2017, a final dividend of 6.6 pence per share (2016: 8.1 pence per share) was proposed by the Directors in respect of the 52 weeks to 11 March 2017. This results in a total final proposed dividend of 144 million (2016: 155 million), a decrease of 7.1 per cent on the previous year. Subject to shareholders' approval at the Annual General Meeting, the dividend will be paid on 7 July 2017 to the shareholders on the register at 12 May 2017. The proposed final dividend has not been included as a liability at 11 March 2017.
Of the above dividend of 232 million, 2 million remained unpaid at the year-end.
9 Cash and cash equivalents
Cash and cash equivalents comprise the following:


2017
2016


m
m
Cash in hand and bank balances

439
374
Money market funds and deposits

403
480
Treasury bills

-
20
Deposits at central banks

241
269
Cash and bank balances

1,083
1,143




Bank overdrafts

(6)
(3)
Net cash and cash equivalents

1,077
1,140
10 Analysis of net debt

Retail
Financial Services
Group1
Retail
Financial Services
Group1

2017
2017
2017
2016
2016
2016

m
m
m
m
m
m
Non-current assets






Interest bearing available-for-sale financial assets
39
-
39
35
-
35
Available-for-sale investment securities
-
233
233
-
156
156
Derivative financial instruments
9
1
10
13
4
17

48
234
282
48
160
208
Current assets






Cash and cash equivalents
630
453
1,083
577
566
1,143
Available-for-sale investment securities
-
100
100
-
48
48
Derivative financial instruments
94
-
94
51
-
51

724
553
1,277
628
614
1,242
Current liabilities






Bank overdrafts
(6)
-
(6)
(3)
-
(3)
Borrowings
(143)
-
(143)
(182)
-
(182)
Finance leases
(23)
-
(23)
(38)
-
(38)
Derivative financial instruments
(19)
(3)
(22)
(41)
(2)
(43)

(191)
(3)
(194)
(264)
(2)
(266)
Non-current liabilities






Borrowings
(1,924)
-
(1,924)
(2,053)
-
(2,053)
Finance leases
(115)
-
(115)
(137)
-
(137)
Derivative financial instruments
(19)
(19)
(38)
(48)
(21)
(69)

(2,058)
(19)
(2,077)
(2,238)
(21)
(2,259)
Total net debt
(1,477)
765
(712)
(1,826)
751
(1,075)
1 The perpetual capital securities and perpetual convertible bonds are accounted for as equity in accordance with IAS 32 'Financial instruments: Presentation' and therefore are not included within net debt.
11 Retirement benefit obligations
Background
At 11 March 2017, retirement benefit obligations relate to two defined benefit schemes, the Sainsbury's Pension Scheme and from 2 September 2016, the Home Retail Group Pension Scheme (the 'Schemes') as well as two unfunded pension liabilities relating to senior former employees of Sainsbury's and Home Retail Group. The Schemes are both closed to new entrants and future accruals.
The retirement benefit obligations at the year-end have been calculated by KPMG, as actuarial advisers to the Group, using the projected unit credit method and based on adjusting the position at the date of the previous triennial valuations for known events and changes in market conditions as allowed under IAS 19, 'Employee benefits'. 
Sainsbury's Pension Scheme
The Scheme was subject to a triennial actuarial valuation, carried out by Willis Towers Watson for the Trustee, as at 14 March 2015 on the projected unit basis. On the basis of the assumptions agreed, the actuarial deficit at 14 March 2015 was 740 million, an increase of 148 million from the March 2012 deficit of 592 million.
A Recovery Plan was agreed in September 2016 which included:
 Two special contributions of 125 million paid in August 2015 and August 2016
 Deficit contributions increasing to 65 million a year until March 2021
 The interest in the property partnership to continue, of up to 600 million payable in 2030 if there is a deficit at that time.
The Scheme continues to receive annual coupons from the property partnership which are based on the average weighted discount rate used in the triennial valuation and so are effectively reset every three years. These coupons will reduce from 2017/18 to 19 million a year. 
Home Retail Group Pension Scheme
The Home Retail Group defined benefit pension scheme was subject to a Trustees' triennial valuation as at 31 March 2015. This was carried out by Willis Towers Watson for the Trustee. On the basis of the assumptions agreed, the actuarial deficit as at 31 March 2015 was 315 million, an increase of 157 million from the March 2012 deficit of 158 million.
A Recovery Plan was agreed and implemented on acquisition which included:
 An immediate payment on acquisition by Sainsbury's of 50 million
 Deficit contributions of 40 million a year, 10m payable each quarter, until October 2021
 Security over 80 million of freehold property (to be completed in the year ending 10 March 2018)
 A parent guarantee of 470 million which reduces over time in line with deficit contributions paid and will be reset at following triennial valuations
As part of the sale of Homebase by Home Retail Group, it was agreed with the Trustee that a cash contribution of 50 million would be made to the Scheme. Of this total, 26 million was paid during Home Retail Group's year ending 28 February 2016. Following the capital return to shareholders associated with the Homebase sale, the final cash contribution of 24 million was made to the Scheme in September following the acquisition of Home Retail Group by Sainsbury's.
Unfunded pension liabilities
The unfunded pension liabilities are unwound when each employee reaches retirement and takes their pension from the Group payroll or is crystallised in the event of an employee leaving or retiring and choosing to take the provision as a one-off cash payment.

Sainsbury's
Home Retail Group
Group
Group

2017
2017
2017
2016

m
m
m
m
Present value of funded obligations
(9,441)
(1,413)
(10,854)
(7,625)
Fair value of plan assets
8,708
1,212
9,920
7,235

(733)
(201)
(934)
(390)
Present value of unfunded obligations
(23)
(17)
(40)
(18)
Retirement benefit obligations
(756)
(218)
(974)
(408)
Deferred income tax asset
77
47
124
19
Net retirement benefit obligations
(679)
(171)
(850)
(389)
The retirement benefit obligation and the associated deferred income tax balance are shown within different line items on the face of the balance sheet.
The movements in the net defined benefit obligation are as follows:



2017
2016



m
m
As at the beginning of the year


(408)
(708)
Acquisition of Home Retail Group plc


(454)
- 
Interest cost


(16)
(22)
Remeasurement (losses)/gains


(407)
121 
Pension scheme expenses


(8)
(6)
Contributions by employer


319 
207 
As at the end of the year


(974)
(408)
The principal actuarial assumptions used at the balance sheet date are as follows:



2017
2016



%
%
Discount rate


2.70
3.65
Inflation rate - RPI


3.30
3.15
Inflation rate - CPI


2.30
2.15
Future pension increases


2.00 - 3.15
1.90 - 3.00
12 Acquisition of Home Retail Group plc
On 2 September 2016, the Group acquired 100 per cent of the issued share capital of Home Retail Group plc ("HRG"), a listed company based in the United Kingdom, by means of a Scheme of Arrangement under Part 26 of the Act for a consideration of 1,093 million. The full analysis of the consideration is shown below:
Form of consideration
Consideration fair value at acquisition date
m
Cash of 447 million (being 55p per existing share); fair value is based on Home Retail Group plc's share capital of 813,445,001 shares in existence as at the acquisition date.
447
3 million in relation to the contractual requirement to settle certain existing HRG share scheme awards and options.
3
261 million new J Sainsbury plc shares of 28p nominal value each were issued (being 0.321 new J Sainsbury plc shares per existing Home Retail Group plc share); fair value of the consideration is based on a J Sainsbury plc share price of 2.4610 as of 2September 2016. 
643
Total
1,093 
Home Retail Group's activities mainly comprise general merchandise related retail. The acquisition is expected to accelerate Sainsbury's growth strategy in General Merchandise & Clothing retail as well as its online presence. The combination brings together two of the UK's leading retail businesses with complementary product offers through an integrated, multi-channel proposition.
None of the goodwill recognised of 58 million is expected to be deductible for income tax purposes. This was calculated as the difference between the fair value of consideration paid and the fair value of net assets acquired as set out in the following table. 
The provisional assets and liabilities recognised as a result of the acquisition are as follows:
Fair value of net assets acquired (provisional)

m
Fixed assets

262
Intangible assets

322
Inventories

810
Trade and other receivables

146
Deferred tax assets

45
Amounts due from Financial Services customers (the "loan book")

615
Other financial assets1

59
Cash and cash equivalents2

548
Total assets acquired

2,807



Provisions

(104)
Trade and other payables2

(1,214)
Defined benefit obligation

(454)
Total liabilities acquired

(1,772)
Net identifiable assets acquired at fair value

1,035



Goodwill arising on acquisition

58
Purchase consideration transferred

1,093
1 Other financial assets includes 9 million of J Sainsbury plc shares (converted from Home Retail Group plc own shares at the point of acquisition). On consolidation these become J Sainsbury plc own shares in the consolidated statement of changes in equity.
2 Cash and cash equivalents and trade and other payables acquired are both presented gross of the capital return of 226 million.
In accordance with IFRS 3 'Business Combinations', the acquisition accounting will be finalised within 12 months of the acquisition date of 2 September 2016.
(a) Intangible assets
Intangible assets include a brand of 179 million relating to the Argos brand name. This reflects its fair value at the acquisition date and is estimated to have a useful economic life of ten years.
(b) Trade and other receivables
Trade and other receivables include 40 million of trade receivables, against which a bad debt provision of (1) million is held. Also included are prepayments and accrued income of 29 million, and other debtors of 78 million.
(c) Amounts due from Financial Services customers (the "loan book")
The loan book fair value of 615 million includes a fair value increase of 20 million and a provision for impairment of (66) million.
(d) Revenue and profit contribution
From the date of acquisition, Home Retail Group has contributed 2,661 million of revenue excluding VAT, 77 million of underlying profit before tax and a statutory profit before tax of 54 million to the Group. If the acquisition date had been on the first day of the financial year, Group revenues for the period would have been 28,013 million, Group underlying profit before tax would have been 563 million and Group profit before tax would have been 361 million. These amounts have been calculated using the Group's accounting policies. The information is provided for illustrative purposes only and is not indicative of the results of the combined Group that would have occurred had the purchase actually been made at the beginning of the year, or indicative of the future results of the combined Group.
(e) Acquisition-related costs
Acquisition-related costs (included in administrative expenses and recognised outside of underlying profit) amount to 22 million in the current year (12 March 2016: 12 million) (see note 3). In addition 3 million of costs relating to the issuance of J Sainsbury plc shares have been recognised directly within equity. 
(f) Capital return
Prior to the acquisition of Home Retail Group plc, it was announced that Home Retail Group plc shareholders would be entitled to a 226 million capital return comprising the following:
 25.0 pence per share, reflecting the 200 million return to shareholders in respect of the sale of Homebase by Home Retail Group plc on 29 February 2016; and
 2.8 pence per share (totalling 26 million) in lieu of a final dividend in respect of Home Retail Group plc's financial year ended 27 February 2016.
This was recorded as a liability in the net assets acquired above within trade and other payables. The full amount was paid on 12 September 2016.
(g) Cash impact of acquisition

m
Cash consideration
(447)
Cash acquired
548
Acquisition of subsidiaries, net of cash acquired (per consolidated cash flow statement)
101
(h) Hindsight adjustments
The provisional fair values acquired are different from those reported at the half-year due to hindsight adjustments as permitted under IFRS 3 "Business Combinations". The goodwill arising as a result of the acquisition has therefore increased from 18 million, as reported at the half-year, to 58 million.
12 Supplier arrangements
Supplier incentives, rebates and discounts, collectively known as 'supplier arrangements', represent a material deduction to cost of sales and administrative expenses and directly affect the Group's reported margin. The arrangements can be complex, with amounts spanning multiple products over different time periods, and there can be multiple triggers and discounts. The accrued value at the reporting date is included in trade receivables or trade payables, depending on the right of offset.The four key types are as follows:
 Discounts and supplier incentives - these represent the majority of all supplier arrangements and are linked to individual unit sales. The incentive is typically based on an agreed sum per item sold on promotion for a period and therefore is considered part of the purchase price for that product.
 Fixed amounts - these are agreed with suppliers primarily to support in-store activity including promotions, such as utilising specific space. These involve a degree of judgement and estimation in ensuring the appropriate cut-off of arrangements for fixed amounts which span period-end. These require judgement to determine when the terms of the arrangement are satisfied and that amounts are recognised in the correct period. 
13 Supplier arrangements (continued)
 Supplier rebates - these are typically agreed on an annual basis, aligned with the Group's financial year. The rebate amount is linked to pre-agreed targets such as sales volumes and requires estimates of the amount earned up to the balance sheet date, for each relevant supplier contract. Where agreements span a financial period-end, estimations are required of projected turnover and judgement may also need to be applied to determine the rebate level earned as agreements may involve multiple tiers. In order to minimise any risk arising from estimation, supplier confirmations are obtained to agree the value to be recognised at year-end, prior to it being invoiced. Rebates represent the smallest element of the Group's supplier arrangements and by aligning the agreements to the Group's financial year, where possible, the judgements required are minimised.
 Marketing and advertising income - income which is directly linked to the cost of producing the Argos catalogue is recognised once agreed with the supplier and when the catalogue is made available to the Group which is the point at which the catalogue costs are recognised.
Of the above categories, fixed amounts, supplier rebates and marketing and advertising income involve a level of judgement and estimation. The amounts recognised in the income statement for these three categories in the financial year are as follows:

2017
2016

m
m
Fixed amounts (within cost of sales)
204
302
Supplier rebates (within cost of sales)
87
69
Marketing and advertising income (included within adminstrative expenses)
52
-
Total supplier arrangements
343
371
Of the above amounts, the following was outstanding and held on the balance sheet at year-end:

2017
2016

m
m
Within current trade receivables:


Supplier arrangements due
29
6



Within current trade payables:


Supplier arrangements due
25
39
Accrued supplier arrangements
13
25
Alternative performance measures
In response to the Guidelines on Alternative Performance Measures ("APMs") issued by the European Securities and Markets Authority ("ESMA"), we have provided additional information on the APMs used by the Group. The Directors use the below APMs as they are critical to understanding the financial performance and financial health of the Group. As they are not defined by International Financial Reporting Standards, they may not be directly comparable with other companies who use similar measures. All APMs relate to the current period's results and comparative periods where provided.
APM
Definition
Reconciliation
Cash flows and net debt
Cash flow items in Financial Review
To help the reader understand cash flows of the business a summarised cash flow statement is included within the financial review. As part of this a number of line items have been combined. The cash flow in note 4 of the accounts includes a reference to show what has been combined in these line items.

Ref
2017
2016


m
m
Net interest
A
(108)
(102)
Property related including strategic capital expenditure
B
28 
155 
HRG acquisition and AFS loan book refinancing
C
457 
- 
Repayment of borrowings
D
(211)
(363)
Other
E
(10)
(31)
Free cash flow
Net cash generated from retail operations, adjusted for exceptional pension contributions, after cash capital expenditure but before strategic capital expenditure. 
Reconciliation of free cash flow
2017
2016

m
m
Cash generated from retail operations
929
1,024
Add back: exceptional pension contribution
199
125
Net interest paid
(108)
(102)
Corporation tax
(87)
(124)
Retail purchase of property, plant and equipment and intangibles
(622)
(593)
Retail purchase of intangible assets
(58)
(34)
Add back: Strategic capital expenditure
92
-
Free cash flow
345
296



Operating cash flow
Cash generated from operations after changes in working capital.
A reconciliation is provided in note 4.
Retail operating cash flow
Retail cash generated from operations after changes in working capital.
A reconciliation of retail operating cash flow is provided in note 4.
Core retail capital expenditure
Capital expenditure excludes Sainsbury's Bank, Argos exceptional capital expenditure, proceeds from sale and leasebacks and strategic capital expenditure.
A calculation of this is provided in the financial review on page 23.
Net debt
Net debt excludes the net debt of Financial Services and is calculated as: current available for sale assets + current net derivatives + net cash and cash equivalents + loans + non-current finance lease obligations + non-current net derivatives.
A reconciliation of net debt is provided in note 10.
Gearing
Net debt divided by net assets.
Net assets as per the Group balance sheet.
APM
Definition
Reconciliation
Income statement
Like-for-like sales
Year-on-year growth in sales including VAT, excluding fuel, excluding Financial Services, for stores that have been open for more than one year.
A reconciliation of like-for-like sales is provided in the Financial Review on page 13. 
Underlying profit before tax
Profit or loss before tax before any items recognised which, by virtue of their size and or nature, do not reflect the Group's underlying performance.
A reconciliation of underlying profit before tax is provided in note 3.
Retail underlying operating profit
Underlying earnings before interest, tax, Financial Services operating profit and Sainsbury's underlying share of post-tax profit from JVs.
A reconciliation of these measures can be found in note 4.
Underlying basic earnings per share
Earnings per share using underlying profit as described above.
A reconciliation of underlying earnings per share is included in note 7.
EBITDAR and underlying EBITDAR
Earnings before interest, tax, depreciation, amortisation and rent. Underlying EBITDAR uses underlying earnings.
A reconciliation is provided in the Financial Review on page 15.
Other
Lease adjusted net debt / underlying EBITDAR
Net debt plus capitalised lease obligations (5.5% discount rate) divided by Group underlying EBITDAR
A reconciliation of this is provided in the Financial Review on page 24
Return on capital employed
Return on Capital Employed is calculated as Return divided by average Capital Employed.
Return is defined as Underlying Profit before interest and tax.
Capital Employed is defined as Net Assets excluding Net Debt. The average is calculated on a 14 point basis.
A calculation of this is provided in the Financial Review on page 24.

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