REG - WPP PLC - Annual Report 2021 and AGM 2022

WPPAnnouncement

31/03/2022 15:45

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RNS Number : 8268G  WPP PLC  31 March 2022

 FOR IMMEDIATE RELEASE  31 March 2022

 

WPP PLC ("WPP" or "the Company")

 

 

Publication of Annual Report 2021, Sustainability Report and 2022 Notice of
Annual General Meeting

 

WPP has today published on its website its Annual Report for the year ended
31 December 2021 ('Annual Report 2021',
www.wpp.com/investors/annual-report-2021
(http://www.wpp.com/investors/annual-report-2021) ) together with its
Sustainability Report. WPP has also today published its 2022 Notice of Annual
General Meeting (the '2022 AGM Notice',
www.wpp.com/investors/shareholder-centre/shareholder-meetings
(http://www.wpp.com/investors/shareholder-centre/shareholder-meetings) ),
which will be distributed to shareholders shortly.

 

The Company's AGM will be held on 24 May 2022 at 2.00pm at Sea Containers
House, 18 Upper Ground, London SE1 9GL, with facilities to follow the business
of the AGM virtually.

In compliance with 9.6.1 of the Listing Rules, copies of the Annual Report
2021 and 2022 AGM Notice will be submitted to the UK Listing Authority and
will shortly be available for inspection at the National Storage
Mechanism https://data.fca.org.uk/#/nsm/nationalstoragemechanism
(https://data.fca.org.uk/#/nsm/nationalstoragemechanism) .

A hard copy version of the Annual Report 2021 will be sent to those
shareholders who have elected to receive paper communications on or about 19
April 2022.

The information included in the unaudited preliminary results announcement
released on 24 February 2022, together with the information in the Appendices
to this announcement which is extracted from the Annual Report 2021,
constitute the materials required by the FCA's Disclosure Guidance and
Transparency Rule 6.3.5R. This announcement is not a substitute for reading
the Annual Report 2021 in full. Page and note references in the Appendices
below refer to page and note references in the Annual Report 2021.

 

Balbir Kelly-Bisla

Company Secretary

 

Further information

 Chris Wade, WPP           +44 (0)20 7282 4600

 Richard Oldworth,         +44 (0)20 7466 5000

 Buchanan Communications

 

About WPP

WPP is the creative transformation company. We use the power of creativity to
build better futures for our people, planet, clients and communities. For more
information, visit www.wpp.com (http://www.wpp.com/) .

 

 

APPENDIX A: PRINCIPAL RISKS AND UNCERTAINTIES

 

PRINCIPAL RISKS

The Board has carried out a robust assessment of the principal risks and
uncertainties affecting the Group and the markets we operate in and strategic
decisions taken by the Board as at 31 December 2021 and up to the date of this
report including any adverse effects of the Covid-19 pandemic and the
geopolitical situation following the Russian invasion of Ukraine and which are
described in the table on the following pages.

COVID-19 PANDEMIC

Risk definition

The extent of the continued impact of the Covid-19 pandemic on our business
will depend on numerous factors that we are not able to accurately predict,
including the duration and scope of the pandemic, any existing or new
variants, government actions to mitigate the effects of the pandemic and the
intermediate and long-term impact of the pandemic on our clients' spending
plans.

Potential impact

The Covid-19 pandemic and any new variants and the measures to contain its
spread may have a continuing adverse effect on our business, revenues, results
of operations and financial condition and prospects.

How it is managed and reflected in our strategic priorities

A strong balance sheet, supported further by action to maintain liquidity
including, if needed, the suspension of share buybacks, dividends and
acquisitions, cost reduction and cash conservation measures, savings on
property and IT capex. Constant monitoring of working capital position.

STRATEGIC RISKS

Risk definition

The failure to successfully complete the strategic plan updated in December
2020 to return the business to sustained growth and simplify our structure.

Potential impact

A failure or delay in implementing or realising the benefits from the
transformation plan and/or returning the business to sustained growth may have
a material adverse effect on our market share and our business, revenues,
results of operations, financial condition or prospects.

How it is managed and reflected in our strategic priorities

Board oversight of the implementation of the strategic plan and regular
briefings on the Group's response to the pandemic and the economic and
geopolitical consequences of the invasion of Ukraine by Russia.

The Executive Committee regularly reviews progress against the strategic plan
and actions required to deliver against the plan and convenes regularly to
discuss the Group's response to and implementation of the measures highlighted
above to mitigate the impact of the pandemic and the economic and geopolitical
consequences of the invasion of Ukraine by Russia on the Group's operations,
people, clients and financial condition.

The focus on managing cost and changes in ways of working have accelerated
aspects of the transformation as we move faster towards a simplified company
structure and enhanced use of technology by our people as a consequence of
adapting to remote working.

OPERATIONAL RISKS - CLIENTS

Risk definition

We compete for clients in a highly competitive industry which has been
evolving and undergoing structural change. Client loss to competitors or as a
consequence of client consolidation, insolvency or a reduction in marketing
budgets due to recessionary economic conditions triggered by the pandemic, the
invasion of Ukraine by Russia, or a geopolitical change or shift in client
spending would have a material adverse effect on our market share, business,
revenues, results of operations, financial condition and prospects.

Potential impact

The competitive landscape in our industry is constantly evolving and the role
of more traditional services and operators in our sector is being challenged.
Competitors include multinational advertising and marketing communication
groups, marketing services companies, database marketing information and
measurement and professional services and consultants and consulting internet
companies.

Client contracts can generally be terminated on 90 days' notice or are on an
assignment basis and clients put their business up for competitive review from
time to time. The ability to attract new clients and to retain or increase the
amount of work from existing clients may be impacted if we fail to react
quickly enough to changes in the market and to evolve our structure, and by
loss of reputation, and may be limited by clients' policies on conflicts of
interest.

There are a range of different impacts on our clients globally as a
consequence of the pandemic and the geopolitical and economic consequences of
the invasion of Ukraine and imposition of sanctions. In the past, clients have
responded to weak economic and financial conditions by reducing or shifting
their marketing budgets which are easier to reduce in the short term than
their other operating expenses.

How it is managed and reflected in our strategic priorities

The transformation plan updated in December 2020. Emphasis on providing
faster, more agile and more effectively integrated solutions for our clients.

Simplifying our organisational structure such as the reduction in the number
of legal entities in the Group as part of an ongoing programme and the
disposal of non-core minority holdings.

Launch of further campus co-locations including in London, Warsaw and Milan.
Embedding data and technology more deeply into our offer to clients.

Board focus on the importance of a positive and inclusive culture across our
business to attract and retain talent and clients. Team focused on culture,
diversity and inclusion across the Group and the WPP Global Inclusion Council
and commitments to anti-racism.

Continuous improvement of our creative capability and reputation of our
businesses.

The development and implementation of senior leadership incentives to align
more closely with our strategy and performance.

Business review at every Board, management and Executive Committee meeting to
identify client loss. Monthly updates to the management team on the status of
the Group's major clients and upcoming pitches for potential new clients.
Continuous engagement with our clients and suppliers through this period of
uncertainty and reduction in economic activity.

OPERATIONAL RISKS - CLIENTS

Risk definition

We receive a significant portion of our revenues from a limited number of
large clients and the net loss of one or more of these clients could have a
material adverse effect on our prospects, business, financial condition and
results of operations.

Potential impact

A relatively small number of clients contribute a significant percentage of
our consolidated revenues. Our ten largest clients accounted for 17% of
revenue less pass-through costs in the year ended 31 December 2021. Clients
can reduce their marketing spend, terminate contracts or cancel projects on
short notice. The loss of one or more of our largest clients, if not replaced
by new accounts or an increase in business from existing clients, would
adversely affect our financial condition.

How it is managed and reflected in our strategic priorities

Increased flexibility in the cost structure (including incentives, consultants
and freelancers).

Business review at every Board meeting and regular engagement at executive
level with our clients.

A monthly new and existing business tracker is reviewed by the Executive
Committee on a monthly basis with regular updates to the Board.

PEOPLE, CULTURE AND SUCCESSION

Risk definition

Our performance could be adversely affected if we do not react quickly enough
to changes in our market and fail to attract, develop and retain key creative,
commercial, technology and management talent, or are unable to retain and
incentivise key and diverse talent.

Potential impact

We are highly dependent on the talent, creative abilities and technical skills
of our people as well as their relationships with clients. We are vulnerable
to the loss of people to competitors (traditional and emerging) and clients,
leading to disruption to the business.

How it is managed and reflected in our strategic priorities

Our incentive plans are structured to provide retention value, for example by
paying part of annual incentives in shares that vest two years after grant
date.

We are working across the businesses to embed collaboration and investing in
training and development to retain and attract talented people. The investment
in co-located campus properties is increasing the co-operation across our
companies and provides extremely attractive and motivating working
environments.

Succession planning for the Chief Executive Officer, the Chief Financial
Officer and key executives of the Company is undertaken by the Board and
Nomination and Governance Committee on a regular basis and a pool of potential
internal and external candidates are identified in emergency and planned
scenarios.

The Compensation Committee provides oversight for the Group's incentive plans
and compensation. Our first priority during the Covid-19 pandemic has been the
safety and welfare of our people and seeking to protect them as much as
possible as well as maintaining the ability to serve clients and win new
business as markets recover.

CYBER AND INFORMATION SECURITY

Risk definition

We are undertaking a series of IT transformation programmes to support the
Group's strategic plan and a failure or delay in implementing the IT
programmes may have a material adverse effect on its business, revenues,
results of operations, financial conditions or prospects. The Group is reliant
on third parties for the performance of a significant portion of our worldwide
information technology and operations functions. A failure to provide these
functions could have an adverse effect on our business. During the
transformation, we are still reliant on legacy systems which could restrict
our ability to change rapidly.

The Group has in the past and may in the future experience a cyber-attack
which results in disruption to one or more of our businesses or the security
of data being compromised.

Potential impact

We may be subject to investigative or enforcement action or legal claims or
incur fines, damages, or costs and client loss if we fail to adequately
protect data. A system breakdown or intrusion could have a material adverse
effect on our business, revenues, results of operations, financial condition
or prospects and have an impact on long-term reputation and lead to client
loss.

The imposition of sanctions following the Russian invasion of Ukraine has
triggered an increase in cyber attacks generally.

How it is managed and reflected in our strategic priorities

The IT transformation programmes are underpinning our strategic plan and
enhance our data security.

There is a rolling programme to retire servers across the Group and move to
cloud solutions.

We monitor and log our network and systems and keep raising our people's
security awareness through our WPP Safer Data training and mock phishing
attacks. Heightened focus on monitoring our network and systems and raising
awareness of the potential for phishing and other cyber-attacks during the
period of remote working and the geopolitical situation and an increased focus
on our control environment.

FINANCIAL RISKS - ECONOMIC AND CREDIT RISK

Risk definition

Economic conditions have a direct impact on our business, results of
operations and financial position. Adverse economic conditions, including
those caused by the pandemic, invasion of Ukraine by Russia, severe and
sustained inflation in key markets where we operate, supply chain issues
affecting the distribution of our clients' products and/or disruption in
credit markets, pose a risk our clients may reduce, suspend or cancel spend
with us or be unable to satisfy obligations. We are subject to credit risk
through the default of a client or other counterparty.

Potential impact

We are generally paid in arrears for our services. Invoices are typically
payable within 30 to 60 days.

We commit to media and production purchases on behalf of some of our clients
as principal or agent depending on the client and market circumstances. If a
client is unable to pay sums due, media and production companies may look to
us to pay those amounts and there could be an adverse effect on our working
capital and operating cash flow.

How it is managed and reflected in our strategic priorities

Evaluating and monitoring clients' ongoing creditworthiness and in some cases
requiring credit insurance or payments in advance.

We are working closely with our clients during this period of economic
uncertainty to ensure timely payment for services in line with contractual
commitments and with vendors to maintain the settlement flow on media.

Our treasury position and compliance with lending covenants is a recurring
agenda item for the Audit Committee and Board.

Increased management processes to manage working capital and review cash
outflows and receipts during the Covid-19 pandemic and as a consequence of the
invasion of Ukraine by Russia.

FINANCIAL RISKS - INTERNAL CONTROLS

Risk definition

Our performance could be adversely impacted if we failed to ensure adequate
internal control procedures are in place.

We have previously identified material weaknesses in our internal control over
financial reporting. If we failed to properly remediate these material
weaknesses or new material weaknesses are identified, they could adversely
affect our results of operations, investor confidence in the Group and the
market price of our ADSs and ordinary shares.

Potential impact

Failure to ensure that our businesses have robust control environments, or
that the services we provide and trading activities within the Group are
compliant with client obligations, could adversely impact client relationships
and business volumes and revenues.

As disclosed in our Form 20-F, in connection with the Group's assessment of
the effectiveness of internal control over financial reporting as of December
31, 2020, we previously identified material weaknesses in our internal control
over financial reporting with respect to management's review of the impairment
assessment of intangible assets and goodwill (specifically the selection of
appropriate discount rates for use in the impairment calculations, the
determination of the appropriateness of the cash flow periods and associated
discounting and determination of the assumptions in respect of working capital
cash flows, in each case used in the impairment calculation); the design and
implementation of internal controls to ensure that the complex accounting
matters and judgements are assessed against the requirements of IFRS and to
reflect changes in the applicable accounting standards and interpretations or
changes in the underlying business on a timely basis; and our net investment
hedging arrangements (specifically concerning the eligibility of hedging
relationships under IFRS, the adequacy and maintenance of contemporaneous
documentation of the application of hedge accounting, and the review of the
impact of changes in internal financing structures on such hedging
relationships). We implemented remedial measures during 2021 and believe that
we have remediated each of these material weaknesses such that our internal
control over financial reporting is effective as at 31 December 2021.

If the remedial measures were ultimately insufficient to address the material
weaknesses, or if additional material weaknesses in internal control are
discovered or occur in the future, our ability to accurately record, process
and report financial information and, consequently, our ability to prepare
financial statements within required time periods, could be adversely
affected. In addition, the Group may be unable to maintain compliance with the
federal securities laws and NYSE listing requirements regarding the timely
filing of periodic reports. Any of the foregoing could cause investors to lose
confidence in the reliability of our financial reporting, which could have a
negative effect on the trading price of the Group's ADSs and ordinary shares.

How it is managed and reflected in our strategic priorities

Transparency and contract compliance are embedded through the networks and
reinforced by audits at a WPP and network level.

Regular monitoring of key performance indicators for trading are undertaken to
identify trends and issues. An authorisation matrix on inventory trading is
agreed with the Company and the Audit Committee.

In 2021, our new controls function continued to review and enhance controls
across the Group, under the direction of our Global Director of Risk and
Controls. As part of this effort, we significantly enhanced the staffing,
capabilities and resources of our technical accounting function, which
supported the retrospective review efforts and will continue to provide
ongoing support in regards to complex accounting matters and judgment and
changes in accounting standards.

Management is committed to maintaining a strong internal control environment,
with appropriate oversight from our Audit Committee. We have made significant
enhancements to our controls through the implementation of the remediation and
continue to evaluate further opportunities to improve our control environment.
We have engaged an independent valuation specialist, on an on-going basis with
oversight by management, to assist us as an integral part of the discount rate
and cash flow determination process in the impairment assessment of intangible
assets and goodwill.

This has included such items as updating our discount determination
methodology for a current market participant approach; enhancing the level of
review and controls related to the selection of the variables underpinning the
discount rate calculation, the discount rate methodology and annual refresh;
and implementing additional validation controls and additional reviews of the
selection of cash flow periods and net working capital assumptions. In the
case of complex accounting matters and hedging arrangements, we performed a
comprehensive retrospective review of our controls and procedures and
implemented enhanced periodic controls into our control framework and have
engaged outside advisors with specialist expertise in the respective subject
matter areas to assist with the performance of the comprehensive retrospective
review.

COMPLIANCE RISKS - DATA PRIVACY

Risk definition

We are subject to strict data protection and privacy legislation in the
jurisdictions in which we operate and rely extensively on information
technology systems. We store, transmit and rely on critical and sensitive data
such as strategic plans, personally identifiable information and trade
secrets:

-     Security of this type of data is exposed to escalating external
threats that are increasing in sophistication, as well as internal data
breaches

-     Data transfers between our global operating companies, clients or
vendors may be interrupted due to changes in law (eg EU adequacy decisions,
CJEU Schrems II decision)

Potential impact

We may be subject to investigative or enforcement action or legal claims or
incur fines, damages, or costs and client loss if we fail to adequately
protect data or observe privacy legislation in every instance:

-     The Group has in the past and may in the future experience a system
breakdown or intrusion that could have a material adverse effect on our
business, revenues, results of operations, financial condition or prospects

-     Restrictions or limitations on international data transfers could
have an adverse effect on our business and operations

How it is managed and reflected in our strategic priorities

We develop principles on privacy and data protection and compliance with local
laws. We also monitor pending changes to regulations and identify changes to
our processes and policies that would need to be implemented. In the case of
data transfers, we also identify alternative approaches, including using other
permitted transfer mechanisms, in order to limit any potential disruption (eg
SCCs instead of Privacy Shield following the CJEU Schrems II decision).

We implemented extensive training ahead of GDPR and CPPA implementation and
the roll-out of toolkits to assist our people to prepare for implementation
and will do the same as new legislation is adopted in other markets.

A Chief Privacy Officer and Data Protection Officer have been appointed at the
Company and Data Protection Officers are in place at a number of our
companies.

Our people must take Privacy & Data Security Awareness training and
understand the WPP Data Code of Conduct and WPP policies on data privacy and
security.

The Data Health Checker survey is performed annually to understand the scale
and breadth of data we collect so the level of risk associated with this can
be assessed.

COMPLIANCE RISKS - TAXATION

Risk definition

We may be subject to regulations restricting our activities or effecting
changes in taxation.

Potential impact

Changes in local or international tax rules, for example, as a consequence of
the financial support programmes implemented by governments during the
Covid-19 pandemic, the OECD/G20 Inclusive Framework on Base Erosion and Profit
Shifting, and changes arising from the application of existing rules, or
challenges by tax or competition authorities, may expose us to significant
additional tax liabilities or impact the carrying value of our deferred tax
assets, which would affect the future tax charge.

How it is managed and reflected in our strategic priorities

We actively monitor any proposed regulatory or statutory changes and consult
with government agencies and regulatory bodies where possible on such proposed
changes.

Bi-annual briefings to the Audit Committee of significant changes in tax laws
and their application and regular briefings to executive management. We engage
advisors and legal counsel to obtain opinions on tax legislation and
principles.

COMPLIANCE RISKS - REGULATORY

Risk definition

We are subject to strict anti-corruption, anti-bribery and anti-trust
legislation and enforcement in the countries in which we operate.

Potential impact

We operate in a number of markets where the corruption risk has been
identified as high by groups such as Transparency International. Failure to
comply or to create a culture opposed to corruption or failing to instil
business practices that prevent corruption has previously and could expose us
to civil and criminal sanctions.

How it is managed and reflected in our strategic priorities

Online and in-country ethics, anti-bribery, anti-corruption and anti-trust
training on a Group-wide basis to raise awareness and seek compliance with our
Code of Conduct and the Anti-Bribery & Corruption Policy.

A continuously evolving business integrity function to ensure compliance with
our codes and policies and remediation of any breaches of policy.

Continuous communication of the Right to Speak confidential, independently
operated helpline for our people and stakeholders to raise any potential
breaches of our Code and policies, which are investigated and reported to the
Audit Committee on a regular basis.

Due diligence on acquisitions and on selecting and appointing suppliers and
restrictions on the use of third-party consultants in connection with any
client pitches. Rolling programme of creating shared financial services in the
markets in which we operate and the creation of a new controls function in
2020.

Risk Committees are well established at WPP and across the networks to monitor
risk and compliance through all of our businesses and the enhancement of our
business integrity programme across our markets.

Gift and hospitality register and approvals process.

COMPLIANCE RISKS - SANCTIONS

Risk definition

We are subject to the laws of the United States, the EU, the UK and other
jurisdictions that impose sanctions and regulate the supply of services to
certain countries.

The Russian invasion of Ukraine has caused the adoption of comprehensive
sanctions by, among others, the EU, the United States and the UK, which
restrict a wide range of trade and financial dealings with Russia and Russian
persons.

Potential impact

Failure to comply with these laws could expose us to civil and criminal
penalties including fines and the imposition of economic sanctions against us
and reputational damage and withdrawal of banking facilities which could
materially impact our results.

How it is managed and reflected in our strategic priorities

Online training to raise awareness and seek compliance and updates for our
companies on any new sanctions.

Regular briefings to the Audit Committee and constant monitoring by the WPP
legal team with assistance from external advisors of the sanctions regimes.
Executive Committee briefed and working with WPP legal to ensure compliance
with escalating sanctions as a consequence of the Russian invasion of Ukraine.

We have taken a number of actions as a consequence of the invasion. We have
announced the discontinuance of our operations in Russia and ensured
compliance with all sanctions as they impact any clients, suppliers or
financial arrangements.

EMERGING RISKS

Risk definition

Increased frequency of extreme weather and climate-related natural disasters.

Potential impact

This includes storms, flooding, wildfires and water and heat stress which can
damage our buildings, jeopardise the safety of our people and significantly
disrupt our operations. At present 10% of our headcount is located in
countries at "extreme" risk from the physical impacts of climate change in the
next 30 years.

How it is managed and reflected in our strategic priorities

Our strategy of co-locating our people in WPP campuses is enabling us to
centralise emergency preparedness procedures. It will also enable us to more
efficiently deploy climate mitigation measures. We integrate climate-related
risk assessment into the technical due diligence suite that we follow when we
invest in a new campus building to help ensure that material, acute and
chronic physical climate risks are considered in design and embedded into
business continuity procedures.

EMERGING RISKS

Risk definition

Increased reputational risk associated with working on client briefs perceived
to be environmentally detrimental and/or misrepresenting environmental claims.

Potential impact

As consumer consciousness around climate change rises, our sector is seeing
increased scrutiny of its role in driving unsustainable consumption. Our
clients seek expert partners who can give recommendations that take into
account stakeholder concerns around climate change.

Additionally, WPP serves some clients whose business models are under
increased scrutiny, for example energy companies or associated industry groups
who are not actively decarbonising. This creates both a reputational and
related financial risk for WPP if we are not rigorous in our content standards
as we grow our sustainability-related services.

How it is managed and reflected in our strategic priorities

Our climate crisis training seeks to ensure that our people recognise the
importance of our sector's role in addressing the climate crisis. It is part
of a broader sustainability training programme being run in multiple markets
with localised content in key regions.

We have developed internal tools to help our people identify environmentally
harmful briefs. These tools embed climate-related issues within existing
content-review procedures across the organisation. The misrepresentation of
environmental issues is governed by our Code of Conduct. We also ensure our
policies reduce the risk that any client brief undermines the implementation
of the Paris Agreement.

EMERGING RISKS

Risk definition

Changes in regulation and reporting standards.

Potential impact

We could be subject to increased costs to comply with potential future changes
in environmental laws and regulations and increasing carbon offset pricing to
meet our net zero commitments.

Carbon emission accounting for marketing and media is in its infancy and
methodologies continue to evolve. This is particularly the case for emissions
associated with digital media.

How it is managed and reflected in our strategic priorities

We are developing a net zero roadmap to deliver against our net zero
commitments and aim to disclose more details of that roadmap in 2023.

As part of this plan and through our work to decarbonise media and media
supply chains, we are exploring opportunities to improve accounting for
emissions from media.

As we seek to limit emissions we need to reduce the total footprint of any
product or service as far as possible. To manage the cost and quality of
carbon credits purchased to offset remaining emissions, WPP developed a new
offsetting policy and is further developing our offsetting strategy as part of
our net zero roadmap.

APPENDIX B: DIRECTORS' RESPONSIBILITY STATEMENT

Each of the current Directors whose names and functions are listed in the
Corporate Governance section of the Annual Report 2021 confirms that, to the
best of his or her knowledge:

·    the Group financial statements, which have been prepared in
accordance with IFRS, issued by the International Accounting Standards Board
(IASB) as they apply to the financial statements of the Group for the year
ended 31 December 2021, give a true and fair view of the assets, liabilities,
financial position and profit of the Group; and

·    the Strategic report and risk sections of the Annual Report, which
represent the management report, include a fair review of the development and
performance of the business and the position of the Company and the Group
taken as a whole, together with a description of the principal risks and
uncertainties that it faces.

APPENDIX C: RELATED PARTY TRANSACTIONS

 

The Group enters into transactions with its associate undertakings. The Group
has continuing transactions with Kantar, including sales, purchases, the
provision of IT services, subleases and property related items. In the year
ended 31 December 2021, revenue of £117.2 million (2020: £90.6 million) was
reported in relation to Compas, an associate in the USA. All other
transactions in the years presented were immaterial. The Group invested a
further £92.9 million in Kantar in 2021 to fund its 40% share of the
Numerator acquisition.

 

The following amounts owed by related parties were outstanding at 31 December
2021:

 

Kantar £30.3 million

Other £45.7 million

 

The following amounts owed to related parties were outstanding at 31 December
2021:

 

Kantar £(6.2) million

Other £(51.4) million

 

END

 

 

 

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