PLEASE TELL US A LITTLE ABOUT YOURSELF SO THAT WE CAN DISPLAY THE MOST
APPROPRIATE CONTENT TO YOU:

This site uses cookies. Some of the cookies are essential for parts of the site to operate and have already been set. You may delete and block all cookies from this site, but if you do, parts of the site may not work. To find out more about cookies used on Trustnet and how you can manage them, see our Privacy and Cookie Policy.

By clicking "I Agree" below, you acknowledge that you accept our Privacy Policy and Terms of Use.

For more information Click here

Login

Register

It's look like you're leaving us

What would you like us to do with the funds you've selected

Show me all my options Forget them Save them
Customise this table
Share   Print      RSS

CMC Markets Plc (CMCX)

CMC Markets Plc

Final results for the year ended 31 March 2016
RNS Number : 5134A
CMC Markets Plc
08 June 2016
 

8 June 2016

CMC MARKETS PLC

Final results for the year ended 31 March 2016

 

CMC reports strong profit growth in its first results since listing

 

Year ended 31 March  £ million (unless otherwise stated)

2016

2015

Change

Net operating income

169.4

143.6

+18%

Underlying profit before tax

62.4

51.9

+20%

Net exceptional items

(9.0)

(8.4)

+6%

Profit before tax

53.4

43.5

+23%

Underlying  earnings per share (pence)

18.0

14.6

+23%

Ordinary dividend per share (pence)

8.9

5.7

+56%

Number of trades (million)

66.8

44.6

+50%

Value of trades (£ billion)

2,071

1,626

+27%

Active clients (numbers)

57,329

50,303

+14%

Revenue per active client (£)

2,828

2,716

+4%

Notes:

Net operating income represents total revenue after rebates payable to introducing partners who are not themselves trading counterparties and betting levies

Underlying profit before tax is before net exceptional items

Active clients represents those individual clients who have traded with or held a CFD or spread bet positions with CMC Markets on at least one occasion during the financial year

Revenue per active client represents total trading revenue from CFD and spreadbet active clients after deducting rebates and levies

Dividend per share paid or proposed relating to the financial year

 

Strong growth across all key metrics

·      Net operating income up 18% to £169.4 million (2015: £143.6 million)

·      Underlying profit before tax up 20% to £62.4 million (2015: £51.9 million)

·      Active clients up 14% to 57,329

·      Revenue per active client continues to increase and amongst highest in the industry, up 4% to £2,828

·      Proposed final dividend of 5.36 pence

Continued focus on cost control

·      Net staff costs as a percentage of net operating income improves to 27.1% (2015: 28.3%)

·      Investment in marketing increases slightly to 11% of net operating income (2015:10%) in line with guidance of 10% to 12% over next three years

Strong balance sheet

·      Regulatory total capital ratio of 31%

·      Own funds of £176.4 million

Delivering on strategic initiatives

·      48% of the value of Next Generation client trades completed on mobile devices

·      21 awards won globally for our Next Generation IT platform and client service

·      New binary products successfully launched globally

·      Institutional offering launched

·      Good progress on digital and mobile initiatives

 

Peter Cruddas, Chief Executive Officer of CMC Markets said:

"I am very pleased to report a strong first set of results since we successfully listed on the London Stock Exchange in February 2016.  Our clear strategy to provide our clients with the best trading platform, superior service and competitive pricing, with a strong focus on innovation, has delivered another strong performance, with profit before tax up by over 20%.  But we're not standing still.  We continue to add new products, open new offices and offer new features and tools through our award-winning Next Generation trading platform. Despite a recent easing of trading activity, with these developments and our excellent team, I am confident that CMC will continue to deliver further strong growth."

 

 

Analyst and Investor Presentation

 

A presentation will be held for equity analysts and investors today at 9.00 a.m. (BST).

 

A live webcast of the presentation will be available via the following link:

 

http://webcasts.cmcmarkets.com/results/2016fullyear 

 

Alternatively, you can dial into the presentation:

 

United Kingdom: 020 3059 8125

All other locations: + 44 20 3059 8125

Please quote "CMC Markets plc Full Year Results 2016 conference" when prompted.

 

Annual Report and Financial Statements

 

A copy of the CMC Markets plc (the "Company") Annual Report and Financial Statements for the year ending 31 March 2016 (the "2016 Annual Report") is available within the Investor Relations section of the Company website http://www.cmcmarkets.com/group/results/annual-reports

 

Pursuant to Listing Rule 9.6.1 the "Company" has submitted the 2016 Annual Report to the National Storage Mechanism and will shortly be available for inspection at: www.hemscott.com/nsm.do

 

In compliance with The Disclosure and Transparency Rules (DTR) 6.3.5, the information in the Appendix below is extracted from the Company's 2016 Annual Report and Financial Statements.  This material is not a substitute for reading the 2016 Annual Report and Financial Statements in full and any page numbers and cross references in the extracted information below refer to page numbers and cross-references in the 2016 Annual Report and Financial Statements.

 

Forthcoming announcement dates

 

Thursday 29 September

Q2 2017 pre-close trading update

Wednesday 23 November

H1 2017 results

 

 

Media enquiries

 

Camarco

 

Geoffrey Pelham-Lane/Ed Gascoigne-Pees/Jennifer Renwick Tel: 020 3757 4994

 

 

Notes to Editors

 

CMC Markets plc ("CMC"), whose shares are listed on the London Stock Exchange under the ticker CMCX, was established in 1989 and is now one of the world's leading online financial trading businesses.  The company serves retail and institutional clients through regulated offices and branches in 14 countries, with a significant presence in the UK, Australia, Germany and Singapore. CMC Markets offers an award-winning, online and mobile trading platform, enabling clients to trade over 10,000 financial instruments across shares, indices, foreign currencies, commodities and treasuries through contracts for difference ("CFDs") and financial spread bets (in the UK and Ireland only).  Clients can also place financial binary bets through Countdowns and, in Australia, access stockbroking services.  More information is available at http://www.cmcmarkets.com/group/
 

STRATEGIC AND OPERATIONAL REVIEW

 

Strong financial performance

 

Our first set of results as a publicly listed company are strong, reflecting continued successful delivery of our strategy.  Net operating income was up 18%, underlying profit before tax, which excludes exceptional items, was up 20% and basic earnings per share were up 22%.

 

During the year active client numbers grew by 14% to 57,329 and revenue per active client improved by 4% to £2,828, reflecting the quality of the client base.  Revenue per active client is presented net of client rebates, which were a record £10.5 million, an increase of 50% on prior year. Our retail rebate programme continues to support the retention and acquisition of our high value client base, supporting growth in revenue per client.

 

The value of client trades increased by 27% to £2,071 billion, while operating costs (excluding exceptional items) increased by 19%, including the planned investments in staff and marketing, illustrating the scalability that we have in the business and technology infrastructure to service increasing client activity.  

 

Our continued investment in in-house, fully expensed IT development allows us to respond to client demands. 48% of the value of Next Generation client trades in the year were completed on mobile devices.

 

Net revenue1 growth has been generated across all developed regions where the business operates.  The UK, the Group's largest market, contributed a 30% rise in net revenue, demonstrating the success of our strategy, focusing on attracting and retaining high value clients.

 

Our European business grew net revenue by 7%, driven by our focus on developing our smaller offices and maintaining our market leading position in Germany2.

 

Net revenue in Asia Pacific (APAC) & Canada increased by 19%, as we continue to grow market share in the region.  In Australia we are now the number one provider to the active high value client share of the market at 31%, up 9% from the year before3.

 

We maintained a good level of operating efficiency with net staff costs as a percentage of net operating income at 27.1%, compared with 28.3% for the previous year.

 

Own funds increased by £33.4 million to £176.4 million and the Group continues to have a strong regulatory total capital ratio, which was 31.2% as at 31 March 2016.

 

Innovating in technology, products and client service

 

Innovation has been the foundation for our growth over the last three years and we continue to drive the business forward through innovation in technology, products and client service.

 

Our proprietary in-house developed, "Next Generation" technology provides a clear differentiated advantage over many of our competitors.  We constantly enhance and improve the platform, responding to client demands and new product development.  The benefit of developing Next Generation technology in-house rather than being outsourced is that it gives the business control and flexibility over all aspects of our core technology.

 

New products have been a feature of this year and will continue to be going forward.  At the end of July 2015, we launched "Countdowns", a short term binary product providing our clients with a dynamic way to make short term trades on the financial markets.  In April 2016 we launched our full binaries product offering, again designed to provide our clients with an exciting and simple way to trade the financial markets. 

 

In the past year we have completed our Next Generation partners and institutional offering, with full white label (branded), grey label (unbranded) and electronic connectivity (API).  Historically, this has been a strong area for the Group and we are excited about the incremental growth opportunity in this sector.

 

1 Net revenue represents total trading revenue generated from CFD and Spreadbet clients after the impact of rebates and levies

2 Investment Trends April 2015 Germany CFD & FX Report

3 Investment Trends June 2015 Australia CFD Report 

 

In our Australian stockbroking business we also launched the Pro Platform using HTML5 to complement the business's successful frequent trader strategy.

 

 

We have made good progress in the digital area; launching a new device responsive website template that is live across all our established markets which has markedly improved our natural search rankings and now being rolled out to all other regions, a new device responsive application form and a greater focus on mobile channel marketing.  The switch of investment into mobile has proved highly effective in generating app downloads and account applications.

 

At CMC we have a strong emphasis on exceeding the needs of our clients through our product offer and quality of service.  We measure how well we are doing though client satisfaction studies and our net promoter score.  In the UK we have achieved number 1 position for 11 out of the top 15 drivers of client satisfaction.  Across our established markets, our net promoter score is ahead of the category average.

 

Sustaining growth

 

Our focus on superior client service, supported by our continued investments in technology, new offices and new products, underpin our future growth potential.

 

We continue to identify growth opportunities in the UK, building on this year's further increases in active clients, as well as overseas, where we have consolidated our market leadership position in Germany and achieved leadership in the high value client market in Australia.  We also see potential growth from our newly opened offices in Poland and Austria and in our existing office in France, where the value of client trades have increased by 70%.

 

Further products are in development, which we expect to release in the coming financial year.  These will be supported by the global rollout of the improvements that we have made in digital marketing, together with an even greater focus on mobile, which we anticipate will lead to improved conversion, retention and reactivation rates.

 

Finally, we see good growth opportunities for our partners and institutional offering, which has developed a strong pipeline since its recent launch.

 

Operating to the highest standards of regulatory compliance

 

This year has seen regulators in a number of jurisdictions look at the regulation of the contracts for difference ("CFD") and spread betting industry.

 

We welcome strong regulation and have always ensured that we operate to the highest standards of regulatory compliance.  We hope that increased regulatory oversight will help to ensure that all operators in the industry move towards higher regulatory standards.

 

Dividends

 

CMC Markets is a highly cash generative business, and as the Group's client activity grows, an increasing amount of liquidity is required in the Group to hedge client trades. In order to fully meet our growth aspirations our dividend policy is to pay 50% of underlying profit after tax. The Board's view is that this allows the Group to retain sufficient cash to meet its growth aspirations. In addition, the Board regularly reviews the balance sheet and the growth plans of the business and will return excess capital to investors when appropriate.

 

Outlook

 

Based on our results and continued focus on innovation, products and client service, counter balanced by some recent easing of trading activity, our expectations for future growth that we communicated at the time of our listing remain unchanged.  We look forward to making further progress in the current financial year and remain on track to achieve our target of £250 million of total revenue (before rebates), equivalent to £220 million net operating income in the financial year ending 31 March 2020.

 

 

Financial review

 

Summary income statement 

 

£m

2016

2015

Variance

Variance %

Net operating income

169.4

143.6

25.8

18%

Other income

3.1

-

3.1

-

Operating expenses

(112.3)

(92.3)

(20.0)

(22)%

EBITDA

60.2

51.3

8.9

17%

Analysed as:

 

 

 

 

EBITDA before exceptional items

69.2

59.7

9.5

16%

Net exceptional items1

(9.0)

(8.4)

(0.6)

(6)%

EBITDA

60.2

51.3

8.9

17%

Depreciation and amortisation

(6.0)

(6.9)

0.9

13%

Finance costs

(0.8)

(0.9)

0.1

14%

Profit before tax

53.4

43.5

9.9

23%

Analysed as:

 

 

 

 

Underlying profit before tax

62.4

51.9

10.5

20%

Net exceptional items1

(9.0)

(8.4)

(0.6)

(6)%

Profit before tax1

53.4

43.5

9.9

23%

 

 

 

 

 

Underlying PBT margin

36.8%

36.2%

0.6%

-

PBT margin

31.5%

30.3%

1.2%

-

 

 

 

 

 

Profit after tax

42.5

34.7

7.8

22%

Underlying profit after tax2

50.7

40.9

9.8

24%

 

 

 

 

 

Pence

2016

2015

Variance

Variance %

Basic EPS

15.1

12.4

2.7

22%

Underlying Basic EPS

18.0

14.6

3.4

23%

               

1Consists of £3.1 million exceptional income and £12.1 million exceptional costs

2Based on implied tax payable should exceptional items not have been incurred

 

Summary

Net operating income grew £25.8 million (18%) to £169.4 million, driven by the continuing focus on the Group's strategic initiatives, all of which have made a contribution to delivering improvements in both active client numbers and trading activity.

The UK continued to grow at an encouraging pace in what is the largest mature market in the sector; our increased digital marketing efforts are starting to deliver positive results; opening of our new Poland office and change of management in France are starting to show improving performance; regarding new products, Countdowns were released in the UK, Australia and New Zealand in July 2015 and the remainder of Europe in November 2015 and contributed gross trading revenue of £4.3 million over the period since launch; and our institutional Partners team has begun actively selling our Partners Next Generation offering.

Average market volatility was higher than the previous year and this was also a contributory factor to the rise in trading activity. The higher levels of trading activity were illustrated through a £445 billion (27%) increase in the value of client trades to £2,071 billion, including a record month in August 2015. Against this backdrop the continual refinement of the risk management strategy has demonstrated its value through improved consistency of the Group's daily revenue flow as well as a reduction in the amount of loss days.

Active client numbers and revenue per active client (RPC) increased by 7,026 (14%) to 57,329 and £112 (4%) to £2,828 respectively. RPC growth was moderate but demonstrates the growth in active clients has not come at the detriment of the overall quality of the client base. At £2,828 our RPC is amongst one of the highest in the industry and importantly is shown after we returned a record £10.5 million to clients through our global rebate programme.

Total costs increased by £19.0 million (19%) to £119.1 million. Excluding exceptional costs, the year-on-year increase was £15.3 million (17%). This increase was driven by investment in personnel and increased marketing activity, partly offset by lower amortisation costs.

Underlying profit before tax increased by £10.5 million (20%) to £62.4 million, and our underlying profit before tax margin increased by 0.6% to 36.8%. As we have continued to invest in the business for the future we have been able to improve our margin.

Statutory profit before tax increased by £9.9 million (23%) to £53.4 million and profit before tax margin1 increased by 1.2% from 30.3% to 31.5%.

1Statutory profit before tax as a percentage of net operating income

 

Net operating income overview

  

£m

2016

2015

CFD and Spreadbet (including binaries) net revenue

162.2

136.6

Stockbroking (exc interest income)

5.2

5.1

Interest income

1.8

2.1

Other operating income

0.2

(0.2)

Net operating income

169.4

143.6

 

Retail rebates, included within net operating income, increased by £3.5 million (50%) to £10.5 million.  We continue to be committed to our clients and our monthly rebate scheme, which is based on the notional value that they trade, is central to this commitment.

Partner and institutional rebates have also grown against the prior year, as the Next Generation institutional offering has been released. This has resulted in existing Partner clients trading more as they have migrated to the Next Generation platform as well as attracting new institutions.

 

 

Regional performance overview: CFD and spread bet 

 

2016

2015

% change

 

Net revenue (£m)

Value of trades (£bn)

Active Clients

RPC (£)

Net revenue (£m)

Value of trades (£bn)

Active Clients

RPC (£)

Net revenue (£m)

Value of trades (£bn)

Active Clients

RPC (£)

UK

63.1

746

17,268

3,652

48.6

548

15,417

3,152

30%

36%

12%

16%

Europe

48.5

672

21,714

2,234

45.4

553

20,019

2,269

7%

22%

8%

(2)%

APAC & Canada

50.6

653

18,347

2,760

42.6

525

14,867

2,864

19%

24%

23%

(4)%

Total

162.2

2,071

57,329

2,828

136.6

1,626

50,303

2,716

19%

27%

14%

4%

 

UK

The value of client trades in the UK was 36% ahead of the prior year at £746 billion (FY15: £548 billion), with active client numbers up by 12% during the year to 17,268 (FY15: 15,417). The annual Investment Trends study published in October 2015 highlighted an increase in market share for CMC, in a UK spread betting market that grew by 4% to 81,000 active clients. Continued improvements to product, platform and service were underpinned by Investment Trends data with CMC ranked in the top three in seventeen of eighteen categories relating to client satisfaction, with first place rankings in twelve categories including overall quality of service. Client acquisition has improved by 10% from the prior year following further investment in developing the digital marketing infrastructure. Client quality and retention again improved during the year with revenue per active client up 16% during the year to £3,652 (FY15: £3,152), with a continued focus on attracting and retaining high value clients, those that are both new to the market or switching to CMC from direct competitors.

Europe

Europe comprises the German, French, Italian, Spanish, Norwegian and Swedish offices, as well as our new Austrian and Polish offices which opened during the year. Our Polish office will serve the wider Central and Eastern Europe region. The value of client trades in Europe was 22% ahead of the prior year at £672 billion (FY15: £553 billion). Active client numbers were up 7% in the year at 21,714 (FY15: 20,019), whilst revenue per active client was down 2% to £2,269, primarily as a result of an increase in new accounts in the second half. A market leading position was maintained in Germany1, CMC's core European market with a 17% market share of primary CFD active clients, and the launch of automatic client verification providing greater efficiency in the client on boarding process. There was a strong performance from France, with the value of trades 70% ahead of the prior year at £33 billion (FY15: £20 billion) following changes to the management team and further investment in marketing spend. The last remaining clients were migrated from CMC's legacy Market Maker platform to the Next Generation platform during the year. White and grey label Partners functionality was developed in local language for our European offices.

1 Investment Trends April 2015 Germany CFD & FX Report

 

APAC and Canada

Our APAC and Canada business, which services clients from our Sydney, Auckland, Singapore and Toronto offices, continued to grow during the year with the value of client trades 24% ahead of the prior year at £653 billion (FY15: £525 billion), new accounts up 43% and active client numbers up 23%. Revenue per active client at £2,760 was down 4% due to an increase in active clients throughout the year. Our continuing success across all key financial metrics has been further recognised externally by Investment Trends1 with CMC achieving the number one ranking in terms of market share for CFD high value clients in Australia, number one market share for frequent trading FX clients in Australia, and number one primary market share for CFD high value clients in Singapore. This demonstrates success in our continued goal to acquire and support our high value client base. These independent reports also showed that CMC had the highest prompted brand awareness in the Australian market, and therefore CMC's brand profile is continuing to build strength in the region.

1Investment Trends June 2015 CFD Report, Investment Trends November 2015 Australia FX Report, Investment Trends August 2015 Singapore CFD & FX Report.

Stockbroking

The Australian stockbroking business improved on prior year performance, with trading revenues of £5.2 million (2015: £5.1 million), driven by continued strong client acquisition.

During the year the stockbroking business launched their Pro Platform build using HTML5 to complement its successful frequent trader strategy, and also supported several on-market capital raisings through the ASX on-market bookbuild service. Further, the wholesale business grew through winning several mandates which included a white label partnership with Australia's fifth largest bank.

Interest income

The low interest rate environment has meant that interest income has reduced marginally from an already low base to £1.8 million (FY15: £2.1 million). This is mainly earned through our segregated client deposits in our Australia, New Zealand and stockbroking subsidiaries.

Other income

All other income of £3.1 million relates to a litigation settlement.  Given its one-off nature, the Group has classed the income as exceptional.

Asset class performance

Indices continue to generate the majority of the Group's revenue (excluding interest and other operating income) on an asset class basis.  FX has improved its revenue share due to more trading opportunities in this asset class during the financial year leading to an improvement in value of client trades.

Revenue by Asset

2016

2015

Indices

48%

49%

FX

25%

19%

Commodity

11%

15%

Shares

10%

12%

Stockbroking

3%

4%

Treasury

-

1%

Countdowns

3%

-

 

 

Expenses

The London Stock Exchange listing has been a major driver in the large increase in operating expenses during the year. Given the one-off nature of these costs, they have been classed as exceptional items. Total costs and exceptional items are separated below such that changes to the Group's underlying cost base can be more easily understood.

Exceptional items in the current year consist of £4.8 million professional fees relating to the listing, £6.2 million share based payment incentives awarded to staff at the listing, and other costs, including associated irrecoverable VAT, of £1.1 million. Exceptional costs in the prior year relate to the £4.6 million settlement of an Australian litigation case and the associated legal costs and £3.8 million relating to provisions and write-offs of client debt arising from the Swiss National Bank decision to release of the Swiss Franc peg.

The Group's underlying operating expenses increased by £16.3 million (19%) to £100.2 million with higher net staff costs (£5.4 million increase) due to investment in key areas of the business, continuing growth in digital and brand marketing spend (£4.6 million increase) and increases in other costs with higher irrecoverable sales tax and bad debts the main drivers of the rise. The increased investment in personnel and marketing spend has directly contributed to the 14% increase in active clients.

 

£m

2016

2015

Net staff costs

46.1

40.7

IT costs

12.7

11.4

Sales and marketing costs

18.3

13.7

Premises costs

4.8

5.6

Legal and professional fees

3.6

2.9

Regulatory fees

2.7

2.1

Other

12.0

7.5

Total operating expenses before exceptional items

100.2

83.9

Exceptional costs

12.1

8.4

Total operating expenses

112.3

92.3

Depreciation and amortisation

6.0

6.9

Interest

0.8

0.9

Total costs

119.1

100.1

 

Staff costs

Net staff costs increased £5.4 million (13%) to £46.1 million, with investment in headcount, particularly in client acquisition, marketing and IT development, leading to average headcount rising from 473 to 539 (14%). Performance related pay increased broadly in line with average headcount. In the coming year we expect staff costs to be broadly in line as percentage of net operating income with a further £6 million that will be incurred in relation to share based payments. Thereafter, we anticipate low growth, with salary increases in line with inflation.

 

£m

2016

2015

Wages and salaries

34.5

31.1

Performance related pay

6.9

Share-based payments

1.1

1.0

Total employee costs

44.3

39.0

Contract staff costs

1.8

1.7

Net staff costs

46.1

40.7

 

Sales and marketing costs

Sales and marketing costs increased £4.6 million (34%) to £18.3 million during the year as we continue to invest in our brand profile and growing our client base, with a particular focus on digital channels. Brand activity included the sponsorship of the Land Rover BAR America's Cup sailing team and the continuing support of the New South Wales Waratahs rugby team in Australia.

Aside from the brand spend, the main increases in expenditure were seen in our main hubs of the UK and Australia. The opening of the new Poland office also contributed towards the increase in expenditure.

The increase marketing spend equates to 11% of net operating income (2015: 10%).  As discussed at the time of the IPO, the Group is planning to maintain marketing spend at between 10% and 12% of net operating income for the next three years.

Other expenses

IT costs increased £1.3 million (11%) to £12.7 million, due to additional expenditure in the cyber security area and increased market data costs. We expect IT costs to be in the region of 7% to 8% of net operating income going forwards.

Other costs increased by £4.5 million (59%) to £12.0 million, with the main contributors being a rise in irrecoverable sales tax, which has increased along with expenditure, and an increase in bad debts caused by market gaps through periods of high volatility.

Taxation

The effective tax rate for the year was 20% (2015: 20%).  The majority of the Group's profits are taxed in the UK and the reduction in the UK corporation tax rate from 21% to 20% had a positive effect. In addition, the Group benefited from higher utilisation of Australian corporation tax credits, which largely offset the impact of disallowable exceptional costs associated with the listing.

Profit after tax for the year

The increase in profit after tax for the year of £7.8 million (22%) to £42.5 million (2015: £34.7 million) illustrates the continuing success of the Group's strategy with a focus on client service, continuing innovation with enhancements of the award winning platform.

Dividend

Dividends of £24.9 million were paid during the year (FY15: £12.0 million), £10.0 million relating to a final dividend for the prior year paid in May 2015, with a £9.9 million interim dividend and a special dividend of £5.0million paid in November 2015 in relation to the current year performance. The Group remains committed to a dividend policy of paying 50% of underlying post-tax profit as dividends.

 

 

Group statement of financial position

£m

2016

2015

Intangible assets

2.6

3.7

Property, plant and equipment

16.4

17.4

Deferred tax assets

7.7

7.5

Total non-current assets

26.7

28.6

Trade and other receivables

20.9

18.8

Derivative Financial instruments

0.8

3.2

Financial investments

20.4

0.0

Amount due from brokers

84.2

109.8

Cash and cash equivalents

78.3

38.6

Total current assets

204.6

170.4

Total assets

231.3

199.0

Trade and other payables

34.6

38.8

Derivative Financial instruments

5.0

0.8

Borrowings

1.4

1.4

Current tax payable

7.8

3.5

Short term Provisions

0.2

4.3

Total current liabilities

49.0

48.8

Trade and other payables

3.5

3.9

Borrowings

1.1

2.5

Deferred Tax liabilities

0.0

0.1

Long term Provisions

1.4

1.4

Total non-current liabilities

6.0

7.9

Total liabilities

55.0

56.7

Total equity

176.3

142.3

Total equity and liabilities

231.3

199.0

Non-current assets

The Group is committed to investing in and developing its trading platform and these costs are expensed as incurred. The majority of intangible assets relate to the net book value of software licences rather than net capitalised internal development costs.

Current assets 

Trade and other receivables relate mainly to client receivables from Stockbroking positions yet to settle, prepayments, amounts due from our segregated client accounts on the next working day and other client debtors. Amount due from brokers relates to cash held at brokers either for initial margin or to reduce interest payable on the Group's overall hedge position. Cash and cash equivalents have increased significantly during the course of the year with cashflow generated from operations either being held as cash or financial investments. Cash generated from the listing was used to fund the exceptional costs associated with the event. Financial investments relate to the FCA BIPRU12 requirement to hold eligible assets against potential liquidity stress. This investment was made during November and December 2015.

Current liabilities 

Trade and other payables consist mainly of accruals and deferred income, amounts due on Stockbroking trades yet to settle, and amounts due to clients in relation to title transfer funds. Current tax payable has increased significantly to £7.8 million (FY14: £3.5 million) due to the increase in Group profits. The decrease in provisions relates to an Australian litigation settlement that was paid in April 2015.

Non-current liabilities 

Trade and other payables relate mainly to the deferred unwinding of lease incentives on our London property and the decrease in borrowings is due to the amortisation of lease agreements associated with IT equipment purchases.

Regulatory capital

For the year under review, CMC Markets was supervised on a consolidated basis by the UK's Financial Conduct Authority (FCA). The Group maintained a significant capital surplus over the regulatory requirement at all times.

The Group's Tier 1 capital increased due to the rise in retained earnings relating to audited 2016 profits, capital raising as a result of the listing and lower intangible assets on the balance sheet. Deduction for deferred tax assets has been taken from the Tier 1 capital through a phased approach in accordance with the EU Capital Requirements Directive IV (CRD IV).

At 31 March 2016 the capital resources represented 31.2% of the capital resources requirement (31 March 2015 27.9%). The following table summarises the Group's capital adequacy position at the year end.

 

 

2016

2015

Total capital resources (£m)

154.3

135.9

Total risk exposure (£m)

494.9

487.5

Total capital ratio (%)

31.2%

27.9%

 

Note: capital resources includes audited reserves and any changes to deferred tax assets resulting from the audit process and proposed dividends.

Liquidity

The Group has access to the following sources of liquidity that make up total available liquidity:

·      Own funds. The primary source of liquidity for the Group. It represents the funds that the business has generated historically, excluding all cash held on behalf of segregated clients. Own funds includes investments in UK government bonds which are held to meet the Group's liquid asset buffer (LAB - as agree with FCA). These UK government bonds are BIPRU 12.7 eligible securities and are available to meet liabilities which fall due in periods of stress.

·      Title Transfer Funds (TTFs). This represents funds received from professional clients and eligible counterparties (as defined in the FCA Handbook) that are held under a Title Transfer Collateral Agreement (TTCA); a means by which a professional client or eligible counterparty may agree that full ownership of such funds is unconditionally transferred to the Group. The Group considers these funds as an ancillary source of liquidity and places no reliance on its stability.

·      Available committed facility (off-balance sheet liquidity). The Group has access to a facility of up to £40.0m (March 2015: £40.0 million) in order to fund any potential fluctuations in margins required to be posted at brokers to support our risk management strategy. The maximum amount of the facility available at any one time is dependent upon the initial margin requirements at brokers and margin received from clients. The facility consists of a one year term facility of £20.0 million and a three year term facility of £20.0 million, both of which will be renewed during June 2016.

The Group's use of total available liquidity resources consist of:

·      Blocked cash. Amounts held to meet the requirements of local market regulators and amounts held at overseas subsidiaries in excess of local segregated client requirements to meet potential future client requirements.

·      Internal liquidity buffer. An amount that represents the Group's liquidity risk appetite.  This is based on the liquidity requirements of the Group under a number of stress tests (conducted according to the FCA's 'ILAS' regime) and other 'traditional' liquidity measures.  This internal buffer is set at £10.0 million in excess of the regulatory LAB requirement.

·      Initial margin requirement at broker. The total GBP equivalent initial margin required by prime brokers to cover the Group's hedge derivative positions.

At 31 March 2016, the Group held cash balances of £78.3 million (2015: £38.6 million). In addition, £226.1 million (2015: £232.3million) was held in segregated client money accounts for clients. The movement in Group cash and cash equivalents is set out in the Consolidated Cash Flow Statement.

Own funds have increased to £176.4 million (2015: £143.1 million). Own funds include short term financial investments, amounts due from brokers and amounts receivable/payable on the Group's derivative financial instruments.

 

£m

2016

2015

Own funds

176.4

143.1

Title transfer funds

7.8

Available committed facility

25.5

36.8

Total available liquidity

204.1

187.7

Less: Blocked cash

(14.9)

Less: Internal liquidity buffer

(30.0)

Less: Initial margin requirement at broker

(54.7)

(52.8)

Surplus total available liquidity1

104.5

90.0

 

 

¹ Surplus total available liquidity is defined as the liquidity in excess of the Group's liquidity risk appetite and is the Group's key liquidity measure.    

 

Client money

Total client money held by the Group on behalf of its retail clients including regulatory buffers held in client money bank accounts was £230.7 million at 31 March 2016 (2015: £233.4 million).  Client money is held by the Group in trust for its retail clients and is not included in available liquid assets.

Client funds represent the latent capacity for our clients to trade and offer an underlying indication to the health of our client base.

Client money governance

The Group segregates all money held by it on behalf of retail clients in accordance with applicable client money regulations in countries in which it operates and in particular the CASS rules of the UK Financial Conduct Authority (FCA). All segregated client funds are held in dedicated client money bank accounts with major banks that meet strict internal criteria and are held separately from the Group's own money.

The Group has comprehensive client money processes and procedures in place to ensure client money is identified and protected at the earliest possible point after receipt as well as governance structures which ensure such activities are effective in protecting client money.

 
Consolidated income statement

For the year ended 31 March 2016

GROUP

£ '000

Note

Year ended

31 March 2016

Year ended

31 March 2015

Revenue

 

186,397

155,755

Interest income

 

1,762

2,118

Total revenue

 

188,159

157,873

Rebates and levies

 

(18,812)

(14,221)

Net operating income

2

169,347

143,652

Other income

3

3,135

-

Operating expenses

4

(112,277)

(92,312)

EBITDA1

 

60,205

51,340

Analysed as:

 

 

 

EBITDA before exceptional items²

 

69,168

59,774

Exceptional income

3

3,135

-

Exceptional costs

4

(12,098)

(8,434)

EBITDA1

 

60,205

51,340

Depreciation and amortisation

 

(6,057)

(6,934)

Operating profit

 

54,148

44,406

Finance costs

 

(772)

(896)

Profit before taxation

 

53,376

43,510

Analysed as:

 

 

 

Profit  before taxation and exceptional items

 

62,339

51,944

Exceptional income

3

3,135

-

Exceptional costs

4

(12,098)

(8,434)

Profit  before taxation

 

53,376

43,510

Taxation

5

(10,915)

(8,770)

Profit for the year attributable to owners of the parent

 

42,461

34,740

 

 

 

 

Earnings per share

 

 

 

Basic earnings per share (p)

6

15.1p

12.4p

Diluted earnings per share (p)

6

15.0p

12.4p

1EBITDA represents earnings before interest, tax, depreciation and amortisation and impairment of intangible assets, but includes interest income classified as trading revenue.

²EBITDA before exceptional items represents Underlying EBITDA.

 

 

Consolidated statement of comprehensive income
For the year ended 31 March 2016

GROUP

£ '000

 

Year ended

31 March 2016

Year ended

31 March 2015

 

Profit for the year

 

42,461

34,740

Other comprehensive (expense) / income:

 

 

 

Items that may be subsequently reclassified to income statement

 

 

 

(Loss) / Profit on net investment hedges net of tax

 

(1,172)

1,063

Profit recycled from equity to the income statement net of tax

 

61

-

Currency translation differences

 

1,563

(1,485)

Change in value of available-for-sale financial assets

 

4

-

Other comprehensive income / (expense) for the year

 

456

(422)

Total comprehensive income for the year attributable to owners of the parent

 

42,917

34,318

 

 

 

Consolidated statement of financial position

At 31 March 2016

 

£ '000

Note

 

 

31 March 2016

31 March 2015

 

ASSETS

 

 

 

 

Non-current assets

 

 

 

 

Intangible assets

 

2,649

3,658

 

Property, plant and equipment

 

16,350

17,376

 

Deferred tax assets

 

7,701

7,552

 

Total non-current assets

 

26,700

28,586

 

Current assets

 

 

 

 

Trade and other receivables

8

20,931

18,766

 

Derivative financial instruments

 

795

3,275

 

Financial investments

 

20,374

-

 

Amounts due from brokers

 

84,230

109,794

 

Cash and cash equivalents

9

78,280

38,611

 

Total current assets

 

204,610

170,446

 

TOTAL ASSETS

 

231,310

199,032

 

LIABILITIES

 

 

 

 

Current liabilities

 

 

 

 

Trade and other payables

10

34,738

38,723

 

Derivative financial instruments

 

4,996

805

 

Borrowings

 

1,355

1,399

 

Current tax payable

 

7,758

3,507

 

Short term provisions

 

160

4,345

 

Total current liabilities

 

49,007

48,779

 

Non-current liabilities

 

 

 

 

Trade and other payables

10

3,479

3,926

 

Borrowings

 

1,085

2,453

 

Deferred tax liabilities

 

5

128

 

Long term provisions

 

1,407

1,423

 

Total non-current liabilities

 

5,976

7,930

 

TOTAL LIABILITIES

 

54,983

56,709

 

EQUITY

 

 

 

 

Share capital

 

72,600

70,694

 

Share premium

 

46,243

33,362

 

Own shares held in trust

 

(984)

(1,983)

 

Other reserves

 

(49,513)

(49,969)

 

Retained earnings

 

107,981

90,219

 

Total equity

 

176,327

142,323

 

TOTAL EQUITY AND LIABILITIES

 

231,310

199,032

 

 

 

Consolidated statement of changes in equity

For the year ended 31 March 2016

 

£ '000

Share capital

Share premium

Own shares held in trust

Other reserves

Retained earnings

Total Equity

At 1 April 2014

70,694

33,362

(1,983)

(49,547)

67,055

119,581

Total comprehensive (expense) / income for the year

-

-

-

(422)

34,740

34,318

Share-based payments

-

-

-

-

374

374

Dividends

-

-

-

-

(11,950)

(11,950)

At 31 March 2015

70,694

33,362

(1,983)

(49,969)

90,219

142,323

New shares issued

1,906

12,881

-

-

-

14,787

Total comprehensive income for the year

-

-

-

456

42,461

42,917

Disposal of own shares held in trust

-

-

999

-

-

999

Share-based payments

-

-

-

-

205

205

Tax on share-based payments

-

-

-

-

31

31

Dividends

-

-

-

-

(24,935)

(24,935)

At 31 March 2016

72,600

46,243

(984)

(49,513)

107,981

176,327

 

 

 

Consolidated statement of cash flows

For the year ended 31 March 2016

£ '000

Note

Year ended 31 March 2016

Year ended 31 March 2015

Cash flows from operating activities

 

 

 

Cash generated from operations

11

80,061

6,362

Net interest income

 

1,762

2,118

Tax paid

 

(6,872)

(6,471)

Net cash generated from operating activities

 

74,951

2,009

Cash flows from investing activities

 

 

 

Purchase of property, plant and equipment

 

(2,900)

(8,584)

Proceeds from disposal of property, plant and equipment

 

59

136

Investment in intangible assets

 

(1,092)

(1,866)

Purchase of financial investments

 

(20,633)

-

Proceeds from maturity of financial investments and coupon receipts

 

287

-

Net cash used in investment activities

 

(24,279)

(10,314)

Cash flows from financing activities

 

 

 

Repayment of borrowings

 

(1,412)

(1,524)

Proceeds from borrowings

 

-

4,402

Proceeds from issue of ordinary shares

 

14,787

-

Disposal of own shares

 

999

-

Dividends paid

 

(24,935)

(11,950)

Finance costs

 

(772)

(896)

Net cash used in financing activities

 

(11,333)

(9,968)

Net  increase / (decrease) in cash and cash equivalents

 

39,339

(18,273)

Cash and cash equivalents at the beginning of the year

 

38,611

57,801

Effect of foreign exchange rate changes

 

330

(917)

Cash and cash equivalents at the end of the year

 

78,280

38,611

 

 

1.         Basis of preparation

Basis of accounting

The financial statements have been prepared in accordance with the International Financial Reporting Standards as adopted by the European Union ("IFRS"), IFRS Interpretations Committee ("IFRS IC") interpretations as adopted by the European Union and the Companies Act 2006 applicable to companies reporting under IFRS.

The financial statements have been prepared in accordance with the going concern basis, under the historical cost convention, except in the case of "Financial instruments at fair value through profit or loss" and "Available for sale financial assets". The financial information is rounded to the nearest thousand, except where otherwise indicated.

The Group principal accounting policies adopted in the preparation of these financial statements are set out in note 3 below. These policies have been consistently applied to all years presented. The financial statements presented are at and for the years ending 31 March 2016 and 31 March 2015. Financial annual years are referred to as 2016, and 2015 in the financial statements.

Use of estimates

The preparation of financial statements in conformity with IFRS requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the Group's accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements are set out below:

Income taxes

The Group is subject to income taxes in numerous jurisdictions. Significant judgement is required in determining the worldwide provision for income taxes. There are transactions and calculations for which the ultimate tax determination is uncertain during the ordinary course of business. The Group recognises liabilities for anticipated tax audit issues based on estimates of whether additional taxes will be due. Where the final tax outcome of these matters is different from the amounts that were recorded, such differences will impact the income tax and deferred tax provisions in the year in which such determination is made.

Deferred taxes

The carrying amounts of deferred tax assets are reviewed at each balance sheet date and reduced to the extent that it is no longer probable that sufficient taxable profits will be available to allow all or part of the asset to be recovered

Segment revenue

The group manages risk and hedges on a group-wide portfolio basis; as such the allocation of revenue to a segment involves the use of an allocation methodology. This methodology does not impact on the overall Group net operating income.
 

2.         Segmental reporting

The Group's principal business is online retail financial services and provides its clients with the ability to trade contracts for difference (CFD) and financial spread betting on a range of underlying shares, indices, foreign currencies, commodities and treasuries. The Group also makes these services available to institutional partners through white label and introducing broker arrangements. The Group's CFDs are traded worldwide; spread betting only in UK and Ireland and the Group provides stockbroking services only in Australia. The Group's core business is generally managed on a geographical basis and for management purposes, the Group is organised into three segments:

·      UK and Ireland (UK & IE);

·      Europe;

·      Australia, New Zealand and Singapore (APAC) and Canada;

In line with the management information received by the Chief Operating Decision Maker (CODM), APAC and Canada represents the ANZ and Rest of World segments previously reported.

Revenues and costs are allocated to the segments that originated the transaction. Costs generated centrally are allocated to segments on an equitable basis, mainly based on revenue, headcount or active client levels.

Year ended 31 March 2016

£ '000

UK & IE

Europe

APAC & Canada

Central

Total

Segment revenue net of rebates and levies

63,153

48,483

55,949

-

167,585

Interest income

286

-

1,476

-

1,762

Net operating income

63,439

48,483

57,425

-

169,347

Other income

3,135

-

-

-

3,135

Segment operating expenses

(12,879)

(11,424)

(10,117)

(77,857)

(112,277)

Segment EBITDA

53,695

37,059

47,308

(77,857)

60,205

Allocation of central operating expenses

(26,430)

(26,727)

(24,700)

77,857

-

Depreciation and amortisation

(953)

(164)

(297)

(4,643)

(6,057)

Allocation of central depreciation and amortisation

(1,309)

(1,625)

(1,709)

4,643

-

Operating profit / (loss)

25,003

8,543

20,602

-

54,148

Finance costs

(44)

-

-

(728)

(772)

Allocation of central finance costs

(268)

(231)

(229)

728

-

Profit before taxation

24,691

8,312

20,373

-

53,376

 

 

 

 

                               

Year ended 31 March 2015

£ '000

UK & IE

Europe

APAC & Canada

Central

Total

Segment revenue net of rebates and levies

48,699

45,090

47,745

-

141,534

Interest income

359   

-

1,759   

-

2,118   

Net operating income

49,058   

45,090

49,504   

-

143,652   

Other income

-

-

-

-

-

Segment operating expenses

(10,865)

(10,592)

(11,034)

(59,821)

(92,312)

Segment EBITDA

38,193   

34,498

38,470   

(59,821)   

51,340   

Allocation of central operating expenses

(19,145)

(17,440)

(23,236)

59,821

-

Depreciation and amortisation

(1,369)

(145)

(335)

(5,085)

(6,934)

Allocation of central depreciation and amortisation

(1,476)

(1,762)

(1,847)

5,085

-

Operating profit / (loss)

16,203   

15,151

13,052   

-

44,406

Finance costs

-

(14)

-

(882)

(896)

Allocation of central finance costs

(305)

(295)

(282)

882

-

Profit before taxation

15,898   

14,842

12,770   

-

43,510

The measurement of net operating income for segmental analysis is consistent with that in the income statement.

The Group uses 'EBITDA' to assess the financial performance of each segment. EBITDA comprises operating profit for the year before interest expense, taxation, depreciation of property, plant and equipment and amortisation and impairment of intangibles.

3.         Other income

Exceptional income

As a result of their materiality the directors decided to disclose certain amounts separately in order to present results which are not distorted by significant non-recurring events

£ '000

Year ended

31 March 2016

Year ended

31 March 2015

Litigation settlement

3,135

-

Total

3,135

-

In October 2015 the Group settled a dispute with a number of its former clients. The total settlement amount was £3,135,000 due to be paid to the Group over a two year period to 30 September 2017. This has been treated as exceptional income. As at 31 March 2016 £2,025,000 had been received.

 

4.         Operating expenses

 

£ '000

Year ended

31 March 2016

Year ended

31 March 2015

Net staff costs

46,113

40,722

IT costs

12,698

11,398

Sales and marketing

18,298

13,652

Premises

4,795

5,594

Legal and Professional fees

3,630

2,925

Regulatory fees

2,673

2,078

Other

11,972

7,509

Total operating expenses before exceptional costs

100,179

83,878

Exceptional Costs

12,098

8,434

Total operating expenses

112,277

92,312

Exceptional Costs

As a result of their materiality the directors decided to disclose certain amounts separately in order to present results which are not distorted by significant non-recurring events

 

£ '000

Year ended

31 March 2016

Year ended

31 March 2015

Litigation settlement and associated costs

-

4,584

Bad debt provisions and write offs

-

3,850

Listing costs

5,884

-

Share based payments to directors and employees

6,214

-

Exceptional costs

12,098

8,434

During the year ended 31 March 2015 the Group received a claim against one of its subsidiaries relating to losses on a CFD trading account over a period in 2007. A settlement was reached in March 2015. The settlement and associated costs amounted to £4,584,000 during that year.

On 15 January 2015 the Swiss National Bank (SNB) made the unprecedented decision to discontinue its support of the Swiss Franc/Euro peg. Following this decision the Swiss Franc appreciated by over 30 per cent in a matter of minutes. The Debt provisions and write-offs during the year ended 31 March 2015 relating to this event amounted to £3,850,000.

On 5 February 2016 the Company's ordinary shares were listed on the London Stock Exchange. Total listing costs during the year ended 31 March 2016 amounted to £6,418,000. A total of £534,000 of these costs have been recognised directly in equity as they are costs that relate to the issue of new shares, £5,884,000 have been recognised as exceptional costs.

Share based payments to directors and employees relates to the listing event triggered both the settlement of existing share option schemes and the award of new shares to certain directors and employees amounting to £6,214,000.

 

 

5.         Taxation

 

£ '000

Year ended

31 March 2016

Year ended

31 March 2015

Analysis of charge for the year:

 

 

Current tax

 

 

Current tax on profit for the year

10,769

9,165

Adjustments in respect of previous years

354

(76)

Total current tax

11,123

9,089

Deferred tax

 

 

Origination and reversal of temporary differences

77

(944)

Adjustments in respect of previous years

(436)

625

Impact of change in tax rate

151

-

Total deferred tax

(208)

(319)

Tax charge

10,915

8,770

The standard rate of UK corporation tax changed from 21% to 20% with effect from 1 April 2015. Taxation outside the UK is calculated at the rates prevailing in the respective jurisdictions. The effective tax rate of 20.45% (Year ended 31 March 2015: 20.16%) differs from the standard rate of UK corporation tax rate of 20% (Year ended 31 March 2015: 21%). The differences are explained below:

 

£ '000

Year ended

31 March 2016

Year ended

31 March 2015

Profit before taxation

53,376

43,510

Profit multiplied by the standard rate of corp. tax in the UK of 20% (31 March 2015: 21%)

10,675

9,137

Adjustment in respect of foreign tax rates

469

586

Adjustments in respect of previous years

(82)

549

Impact of change in tax rate

151

-

Effect of research and development tax credits

(41)

195

Expenses not deductible for tax purposes

1,440

230

Income not subject to tax

(47)

(12)

Irrecoverable foreign tax

214

(8)

Recognition of previously unrecognised tax losses

(1,816)

(1,888)

Other differences

(48)

(19)

Tax charge

10,915

8,770

For the year ended 31 March 2016, the tax effect of exceptional costs that were not recognised for tax purposes was £1,177,000 (Year ended 31 March 2015: £nil)

£ '000

Year ended

31 March 2016

Year ended

31 March 2015

Tax charge relating to components of other comprehensive income

 

 

Tax on loss on net investment hedges

-

664

Tax on items recognised directly in Equity

 

 

Tax on Share based payments

31

-

6.         Earnings per share (EPS)

Basic EPS is calculated by dividing the earnings attributable to the equity owners of the Company by the weighted average number of ordinary shares in issue during each year excluding those held in employee share trusts which are treated as cancelled.

For diluted earnings per share, the weighted average number of ordinary shares in issue, excluding those held in employee share trusts, is adjusted to assume conversion of all dilutive potential weighted average ordinary shares, which consists of share options granted to employees during the year ended 31 March 2016.

£ '000

Year ended

31 March 2016

Year ended 31 March 2015

Earnings  attributable to ordinary shareholders (£ '000)

42,461

34,740

Weighted average number of shares used in the calculation of basic earnings per share ('000)

Dilutive effect of share options ('000)

Weighted average number of shares used in the calculation of diluted earnings per share ('000)

282,395

 

280,157

 

 

 

Basic earnings per share (p)

15.1

12.4

Diluted earnings per share (p)

15.0

12.4

 

For the year ended 31 March 2016, 1,206,000 (Year ended 31 March 2015: 928,000) potentially dilutive weighted average ordinary shares in respect of share options in issue were included in the calculation of diluted EPS.

7.         Dividends

£ '000

Year ended

31 March 2016

Year ended

31 March 2015

Declared and paid in each year

 

 

Final dividend for 2015 at 3.57p per share (2014: 2.14p)

9,968

5,975

Interim dividend for 2016 at 3.57p per share (2015: 2.14p)

9,978

5,975

Special dividend for 2016 at 1.79p per share (2015: Nil)

4,989

-

Total

24,935

11,950

The final dividend for 2016 of 5.36p per share, amounting to £15,392,000 was proposed by the board on 7 June 2016 and has not been included as a liability at 31 March 2016. The dividend will be paid on 29 September 2016, following approval at the Company's AGM, to those members on the register at the close of business on 9 September 2016.

The dividends paid or declared in relation to the financial year are set out below:

pence

Year ended

31 March 2016

Year ended

31 March 2015

Declared per share

 

 

Interim dividend

3.57p

2.14p

Special dividend

1.79p

-

Final dividend

5.36p

3.57p

Total dividend

10.72p

5.71p

8.         Trade and other receivables

£ '000

 

31 March 2016

31 March 2015

Trade receivables

4,466

6,603

Less: provision for impairment of trade receivables

(3,990)

(5,885)

Trade receivables - net

476

718

Prepayments and accrued income

7,697

3,632

Stock broking debtors

7,151

12,690

Other debtors

5,607

1,726

Total

20,931

18,766

Stock broking debtors represent the amount receivable in respect of equity security transactions executed on behalf of clients with a corresponding balance included within trade and other payables (note 10).

9.         Cash and cash equivalents

 

 

£ '000

31 March 2016

31 March 2015

Gross cash and cash equivalents

304,364

270,939

Less: Client monies

(226,084)

(232,328)

Own cash and cash equivalents

78,280

38,611

Analysed as:

 

 

Cash at bank

75,577

38,611

Short-term deposits

2,703

-

Cash and cash equivalents comprise cash at bank and other short-term highly liquid investments, with maturities of three months or less. Cash at bank earns interest at floating rates, based on daily bank deposit rates.

10.     Trade and other payables

£ '000

 

31 March 2016

31 March 2015

Current

 

 

Trade payables

228,329

240,131

Less: Client monies

(226,084)

(232,328)

Trade payables - net

2,245

7,803

Tax and social security

1,035

859

Stock broking creditors

9,186

11,833

Accruals and deferred income

22,272

18,228

 

34,738

38,723

Non-current

 

 

Accruals and deferred income

3,479

3,926

Total

38,217

42,649

11.        Cash generated from operations

 £ '000

Year ended

31 March 2016

Year ended

31 March 2015

Cash flows from operating activities

 

 

Profit before taxation

53,376

43,510

Adjustments for:

 

 

Net interest income

(1,762)

(2,118)

Finance costs

772

896

Depreciation

3,951

4,697

Amortisation of intangible assets

2,106

2,237

Share-based payment

205

374

Changes in working capital:

 

 

(Increase) / decrease in trade and other receivables

(2,189)

895

Decrease / (Increase) in amounts due from brokers

25,564

(43,930)

Decrease in trade and other payables

(4,432)

(1,383)

Decrease / (Increase)  in net derivative financial instruments

6,671

(3,946)

(Decrease) / Increase in provisions

(4,201)

5,130

Cash generated from operations

80,061

6,362

The movement in provisions for the year ending 31 March 2015 includes £4,157,000 of exceptional ligation costs which were paid during the year ended 31 March 2016.

The movement in trade and other payables for the year ended 31 March 2016 also includes £2,230,000 of exceptional listing related accrued expenses.

The movement in trade and other receivables for the year ended 31 March 2016 also includes £1,110,000 of Exceptional litigation income expected to be received by 30 September 2017.

 

 

APPENDIX: ADDITIONAL INFORMAITON REQUIRED BY DTR 6.3.5

 

RESPONSIBILITIES STATEMENT

The following statement is extracted from page 107 of 2016 Annual Report and Financial Statements.

We confirm that to the best of our knowledge:

·      the Group Financial Statements, which have been prepared in accordance with IFRSs as adopted by the EU, give a true and fair view of the assets, liabilities, financial position and results of the Group; and

·      the Strategic Report contained in this Annual Report includes a fair review of the development and performance of the business and the position of the Company and the Group, together with a description of the principal risks and uncertainties that they face; and

·      the Annual Report and Accounts, taken as a whole, is fair, balanced and understandable and provides the information necessary for shareholders to assess the Company's performance, business model and strategy

 

PRINCIPAL RISKS

The following information is extracted from page 50 to 57 of the 2016 Annual Report and Financial Statements.

The Group's business activities naturally expose it to strategic, financial and operational risks inherent in the nature of the business it undertakes and the financial, market and regulatory environments in which it operates. The Group recognises the importance of understanding and managing these risks and that it cannot place a cap or limit on all of the risks to which the Group is exposed. However, effective risk management ensures that risks are managed to an acceptable level.

The Board, through its Group Risk Committee, is ultimately responsible for the implementation of an appropriate risk strategy, which has been achieved by the establishment of an integrated Risk Management Framework. The main areas covered by the Risk Management Framework are:

·      Identification, evaluation and monitoring of the principal risks to which the Group is exposed.

·      Setting the Risk Appetite of the Board in order to achieve its strategic objectives.

·      Establishment and maintenance of governance, policies, systems and controls to ensure the Group is operating within the stated Risk Appetite.

The Board has put in place a governance structure which is appropriate for the operations of an online retail financial services group and is aligned to the delivery of the Groups' strategic objectives. The structure is regularly reviewed and monitored and any changes are subject to Board approval. Furthermore, management regularly considers updates to the processes and procedures to embed good corporate governance throughout CMC Markets. 

As part of the Group Risk Management Framework, the business is subject to independent assurance by external and internal audit (third line of defence). The use of independent compliance monitoring, risk reviews (second line of defence) and risk and control self-assessments (first line of defence) provide additional support to the integrated assurance programme and ensure that the Group is effectively identifying, managing and reporting its risks.

The Group has established a Risk Management Framework the main components of which are:-

·      Identification and evaluation of the principal risks the Group is exposed to;

·      Setting an appetite for the amount of risk the Board is willing to take to achieve its strategic objectives and having measure in place to monitor this;

·      Maintaining governance, policies and other systems and controls to enable the Group to operate within the Board's appetite for risk.

The Group has made enhancements to its Risk Framework and governance to provide a more structured approach to identifying and managing the risks to which it is exposed. 

The Board has undertaken a robust assessment of the Principal Risks facing the Group, including those that would threaten its business model, future performance, solvency or liquidity and how they are managed or mitigated (Code C.2.1). These are outlined below and details of financial risks and their management are set out in note 4 to the financial statements.

Further information on the structure and workings of Board and Management committees is included in the Corporate Governance report on page 64.

Category

Risk

Description

Management and Mitigation

Business and strategic risks

Acquisitions and disposals

The risk that mergers, acquisitions or disposals made by the Group do not achieve the stated strategic objectives or that they give rise to on-going or previously unidentified liabilities.

 

· Robust Corporate Governance structure including strong challenge from independent Non-Executive Directors.

· Vigorous and independent due diligence process.

· Align and manage the businesses to Group strategy as soon as possible after acquisition.

 

Strategic / Business model risk

The risk of an adverse impact resulting from the Group's strategic decision-making as well as failure to exploit strengths or to take opportunities.  It is a risk which may cause damage or loss, financial or otherwise to the Group as a whole.

· Strong governance framework established including three independent Non-Executive Directors and the Chairman sitting on the Board.

· Robust governance, challenge and oversight from independent Non-Executive Directors

· Managing the Group in line with the agreed strategy, policies and risk appetite.

· Group Risk is involved in the annual budgeting process.

 

Regulatory change

The risk that changes to the regulatory framework the Group operates in impacts the Group performance.

Such changes could result in the Group's product offering becoming less profitable, more difficult to offer to clients or an outright ban on the product offering in one or more of the countries where the Group operates.

 

· Monitoring of market and regulator sentiment towards product offering.

· Compliance department monitor and advise on impact of actual and possible regulatory change.

·  Active dialogue with regulators and industry bodies.

·  Flexible business model that is responsive to changes in regulatory requirements.

 

Reputational risk

The risk of damage to the Group's brand or standing with shareholders, regulators, existing and potential clients, the industry and the public at large.

 

·  The Group is conservative in its approach to reputational risk and operates robust controls to ensure significant risks to its brand and standing are appropriately mitigated.  Examples include:-

─    Proactive engagement with the Group's regulators and active participation with trade and industry bodies.

─    Positive development of media relations with strictly controlled media contact.

Financial risks

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Credit and counterparty risk

The risk of a client, custodian or counterparty failing to fulfil contractual obligations, including settlement, resulting in financial loss for the Group.  Specifically:

 

Client credit risk:

Financial losses may be incurred in cases where the adverse price move exceeds the margin that a client holds to maintain their position, followed by the client defaulting against their contractual obligations to pay the deficit.

Counterparty credit risk:

A Financial Institution failing to meet or defaulting on their obligations in accordance with agreed terms.

 

 

 

Client credit risk:

The Group's management of client credit risk is significantly aided by automatic liquidation functionality where margin levels are continuously reviewed. If they fall below pre agreed levels, the positions held on the account will automatically be closed out.

Other platform functionality mitigates risk further:

·      Tiered margin requires clients to hold more collateral against bigger or higher risk positions.

·      Mobile phone access allowing clients to manage their portfolios on the move.

·      Guaranteed Stop Loss Orders allowing a client to remove their chance of debt from their position(s).

However, after mitigations, there is a residual risk that the Group could incur losses relating to clients moving into debit balances if there is a market gap.

Counterparty credit risk:

Risk management is carried out by a central Liquidity Risk Management (LRM) team under the Counterparty Concentration Risk Policy, approved by the Board of Directors. 

Mitigation is achieved by:

·     Monitoring concentration levels to counterparties and reporting these internally/externally on a monthly/quarterly basis.

·     Monitoring the credit ratings and Credit Default Swap (CDS) spreads of counterparties and reporting internally on a weekly basis.

 

Further information is available in note 4 to the financial statements.

Financial reporting risk

The risk that financial, statutory or regulatory reports are submitted late, incomplete or are inaccurate.

 

·  Robust process of checking and oversight in place to ensure accuracy.

·  Knowledgeable and experienced staff undertake and overview the relevant processes.

Insurance risk

The risk that an insurance claim by the Group is declined (in full or in part) or there is insufficient insurance coverage.

 

·  Reputable broker deals with the insurance and ensures cover is placed with financially secure insurers.

·  Comprehensive levels of cover maintained.

·  Rigorous claim management procedures are in place with the broker.

·  The Board's appetite for uninsured risk is low and as a result the Group has put in place established comprehensive levels of Insurance cover.

Liquidity risk

The risk that there is insufficient available liquidity to meet the liabilities of the Group as they fall due.

Risk management is carried out by a central Liquidity Risk Management (LRM) team under policies approved by the Board and in-line with the FCA's ILAS regime. The Group utilises a combination of liquidity forecasting and stress testing to identify any potential liquidity risk both during normal and stressed conditions. The forecasting and stress testing fully incorporates the impact of all liquidity regulations in force in each jurisdiction and other impediments to the free movement of liquidity around the Group.

Risk is mitigated by:

·      The provision of timely daily, weekly and monthly liquidity reporting and real-time broker margin requirements to enable strong management and control of liquidity resources.

·      A £40 million committed bank facility to meet short-term liquidity obligations to broker counterparties in the event that it does not have sufficient access to its own cash.

·      A formal Contingency Funding Plan (CFP) is in place that is designed to aid senior management to assess and prioritise actions in a liquidity stress scenario.

For more information see note 4 to the financial statements.

 

Market risk

Market risk is defined as the risk that the value of our residual portfolio will decrease due to changes in market risk factors. The three standard market risk factors are price moves, interest rates and foreign exchange rates.

 

Trading risk management monitors and manages the exposures it inherits from clients on a real time basis and in accordance with Board approved appetite.

CMC Markets predominantly acts as a market maker in linear, highly liquid financial instruments in which it can easily neutralise all market risk exposure through its prime broker (PB) arrangements. This significantly reduces the Group's revenue sensitivity to individual asset classes and instruments.

Financial risk management runs stress scenarios on the residual portfolio, comprising a number of single and combined, company specific and market-wide events in order to assess potential financial and capital adequacy impacts to ensure the Group can withstand severe moves in the risk drivers it is exposed to.

For further information see note 4 to the financial statements.

Operational risks

Business change risk

The risk that business change projects are ineffective, fail to deliver stated objectives, or result in resources being stretched to the detriment of business as usual activities.

 

·  Governance process in place for all business change programmes with Executive and Board oversight and scrutiny.

·  Key users engaged in development and testing of all key change programmes.

·  Significant post-implementation support, monitoring and review procedures in place for all change programmes.

·  Strategic benefits and delivery of change agenda communicated to employees.

Business continuity & disaster recovery risk

The risk that a physical business continuity event or system failure results in a reduced ability or inability to perform core business activities or processes.

·  Dedicated business continuity functional support within Operational Risk Function.

·  Use of external specialist premises to enhance resilience in the event of a disaster recovery or business continuity requirement.

·  Periodic testing of business continuity processes and disaster recovery.

·  Prompt response to significant systems failures or interruptions.

Financial crime risk

 

Financial Crime covers a number of unlawful activities including fraud (first and third party), theft, scams, confidence tricks, tax evasion, bribery, embezzlement, identity theft, money laundering, forgery, counterfeiting and acts of terrorism.

 

·  Adoption of the risk based approach to financial crime, including undertaking formal and regular risk assessments across global operations.

·  Global reporting procedures and surveillance processes in place using local compliance and legal expertise.

·  Regular and on-going training and awareness programme in place for staff at all levels and in all jurisdictions.

·  Group Whistleblowing policy provides a clear framework for escalation of issues.

Information and data security risk

 

The risk of unauthorised access to or external disclosure of client or company information.

·  Dedicated Information Security & Data Protection resource/expertise within the Group.

·  Technical and procedural controls implemented to minimise the occurrence of information security and data protection breaches.

·  Access to information only provided on a "need to know" and "least privilege" basis consistent with the user's role and requires appropriate authorisation.

·  Key data loss prevention initiatives and regular system access reviews implemented across the business.

 

Information technology and infrastructure risk

The risk of loss of technology services due to loss of data, system or data centre or failure of a third party to restore services in a timely manner.

 

·  Continuous investment in increased functionality, capacity and responsiveness of systems and infrastructure.

·  Rigorous software design methodologies, project management and testing regimes to minimise implementation and operational risks.

·  Constant monitoring of systems performance and in the event of any operational issues, changes to processes are implemented to mitigate future concerns.

·  Operation of two data centres in the UK.

·  Systems and data centres designed for high availability and data integrity.

·  Continuous service available to clients in the event of individual equipment failures or major disaster recovery events.

Legal (Commercial / Litigation) risks

The risk that disputes deteriorate into litigation.

 

·  Compliance with legal and regulatory requirements including relevant codes of practice.

·  Early engagement with legal advisors and other risk managers.

·  Appropriately managed complaints which have a legal/litigious aspect.

·  An early assessment of the impact and implementation of changes in the law.

Operations (Processing) risks

The risk that the design or execution of business processes is inadequate or fails to deliver an expected level of service and protection to client or company assets.

 

·  Investment in system development and upgrade to improve process automation.

·  Enhanced staff training and oversight in key business processing areas.

·  Monitoring and robust analysis of errors and losses and underlying causes.

Outsourcing and procurement risks

This is the risk of third party organisations inadequately or failing to provide or perform the outsourced activities or contractual obligations to the standards required by the Group. 

 

·  Outsourcing only employed where there is a tactical gain in resource or experience.

·  Due diligence performed on service supplier ahead of outsourcing being agreed.

·  Service level agreements in place and regular monitoring of performance undertaken.

People risk

The risk of loss of key staff, or having insufficient skilled resources available.

·  The Board has directed that the Group maintain an active succession and resource plan for all key individuals and groups/teams, which will mitigate some of the risk of loss of key persons.  It will adopt policies and strategies commensurate with its objectives of:  

-     attracting and nurturing the best staff;

-     retaining key individuals;

-     developing personnel capabilities;

- optimising continuous professional development;

-   achieving a reputation as a good employer with an equitable remuneration policy.

Regulatory and compliance risk

 

The risk of regulatory sanction or legal proceedings as a result of failure to comply with regulatory, statutory or fiduciary requirements or as a result of a defective transaction.

·  Effective compliance function.

·  Internal audit outsourced to an independent third party professional services firm.

·  Effective compliance oversight, planning and implementation.

·  Comprehensive monitoring programmes by compliance and internal audit.

·  Controls for appointment and approval of staff holding a controlled function and annual declarations to establish ongoing fitness and propriety.

·  Governance and reporting of regulatory risks through the Risk Management Committee, Group Audit Committee and Group Risk Committee.

·  Anti-money laundering controls for client due diligence and sanctions checking.

 


This information is provided by RNS
The company news service from the London Stock Exchange
 
END
 
 
FR UBRKRNUANRAR
Data provided by FE fundinfo. Care has been taken to ensure that the information is correct, but FE fundinfo neither warrants, represents nor guarantees the contents of information, nor does it accept any responsibility for errors, inaccuracies, omissions or any inconsistencies herein. Past performance does not predict future performance, it should not be the main or sole reason for making an investment decision. The value of investments and any income from them can fall as well as rise.

You are currently using an old browser which will not be supported by Trustnet after 31/07/2016. To ensure you benefit from all features on the site, please update your browser.   Close