We could not find any results for:
Make sure your spelling is correct or try broadening your search.
Share Name | Share Symbol | Market | Type | Share ISIN | Share Description |
---|---|---|---|---|---|
B&m European Value Retail S.a. | LSE:BME | London | Ordinary Share | LU1072616219 | ORD 10P (DI) |
Price Change | % Change | Share Price | Bid Price | Offer Price | High Price | Low Price | Open Price | Shares Traded | Last Trade | |
---|---|---|---|---|---|---|---|---|---|---|
4.60 | 0.89% | 521.60 | 521.80 | 522.20 | 525.00 | 517.20 | 519.80 | 2,545,691 | 16:35:00 |
Industry Sector | Turnover | Profit | EPS - Basic | PE Ratio | Market Cap |
---|---|---|---|---|---|
Misc Retail Stores, Nec | 4.98B | 348M | 0.3470 | 15.04 | 5.23B |
TIDMBME
RNS Number : 5303R
B&M European Value Retail S.A.
01 July 2020
1 July 2020
B&M European Value Retail S.A.
(the "Company")
Annual Report & Accounts 2020 and Notice of Annual General Meeting
B&M European Value Retail S.A. (the "Company"), the UK's leading variety goods value retailer, announces that it has posted to shareholders today the Company's Annual Report and Financial Statements for the year ended March 2020 and the Notice of Annual General Meeting of the Company. The Annual General Meeting will be held at 9, Allée Scheffer, L-2520 Luxembourg, Luxembourg, Grand-Duchy of Luxembourg on Friday 18 September 2020 at 12:00 noon (CET).
In accordance with Listing Rule 9.6.1R, copies of the following documents have been submitted to the National Storage Mechanism and will be available shortly for inspection at https://data.fca.org.uk/#/nsm/nationalstoragemechanism and c opies of them are also available on the Company's website in the investors section on the following page www.bandmretail.com/investors/agm.aspx
-- A nnual Report and & Accounts 2020;
-- Notice of Annual General Meeting 2020;
-- Proxy Form; and
-- Form of Direction.
In accordance with Disclosure and Transparency Rule 6.3.5R (DTR 6.3.5R) and the requirements which it imposes on how to make public annual financial reports, the following information in Appendix 1 to this announcement is extracted from the Annual Report & Accounts 2020 and should be read in conjunction with the Company's preliminary results announcement for the year ended 28 March 2020 which was issued on 11 June 2020 and contained the Company's preliminary consolidated financial statements, information on important events that have occurred during the financial year and their impact on the financial statements, details of related party transactions and the statement of directors' responsibilities. That information (a copy of which is available on the Company's website at www.bandmretail.com ) together with the information set out in Appendix 1 below, constitutes the material required by DTR 6.3.5R to be communicated to the media in unedited full text through a Regulatory Information Service. This announcement is not a substitute for reading the Annual Report & Accounts 2020 in its entirety. Page references in the text below refer to page numbers in the Annual Report & Accounts 2020.
Enquiries
B&M European Value Retail S.A.
For further information please contact +44 (0) 151 728 5400
Simon Arora, Chief Executive
Paul McDonald, Chief Financial Officer
investor.relations@bandmretail.com
Media
For media please contact +44 (0) 207 379 5151
Maitland
Daniel Yea
bmstores-maitland@maitland.co.uk
APPIX 1
The principal risks and uncertainties relating to the Company are as set out in pages 24 to 31 inclusive of the "Principal risks and uncertainties" section of the Annual Report & Accounts 2020.
The following is extracted in full and unedited text from the Annual Report & Accounts 2020 and is repeated here solely for the purpose of complying with DTR 6.3.5R.
PRINCIPAL RISKS AND UNCERTAINTIES
The following principal risks and uncertainties could have an impact on our business model and strategy. Mitigating steps aimed at managing and reducing those impacts are being employed by the Group as summarised below.
Risks and mitigations are reviewed as part of the oversight of the system of internal controls by the Audit & Risk Committee and reported on to the Board which takes overall responsibility for risk management.
The Internal Audit function of the Group considers current business risks and reports on the effectiveness of internal control procedures to the Audit & Risk Committee as part of its annual internal audit plan.
The Group's framework for managing its consideration of risk appetite forms part of the annual risk management cycle and is used to drive and inform actions undertaken in response to the principal risks identified by the Board. Within this framework, the Group's appetite for risk is defined with reference to the expectations of the Board for both commercial opportunity and internal control and it is used to inform the Group's annual internal audit plan.
Category of risk Tolerance Strategic Medium Financial Low to medium Operational Low Compliance Extremely low
Risk management framework
Responsibility for identifying and evaluating new and emerging risks and mitigating actions lies with management. The Audit & Risk Committee, with the support of the Internal Audit department and the Group's General Counsel, is responsible for monitoring risks and mitigating actions and for reporting matters of concern to the Board.
The Board oversees the risk management of the Group. It evaluates the recommendations made by the Audit & Risk Committee and determines the framework of the type of controls and mitigating steps required to be implemented, in the context of how those risks could impact the overall objectives of the business.
Responsibility for the implementation of processes and controls in relation to the management of risk is delegated by the Board to the executive and operational senior management of the UK and French businesses.
The Internal Audit department reports to the Audit & Risk Committee at each meeting during the year on the progress of implementation by management of actions to mitigate risks.
Principal risks
Covid-19 was added as a new principal risk by the Board in 2019/20 in addition to those set out below. None of the principal risks included in the 2018/19 financial year have been removed.
An assessment is made by the Board of the likelihood or probability of a risk occurring and the impact of the risk after taking account of mitigating factors and controls. The assessment of that is set out in the heat map opposite.
The heat map indicates the Board's opinion of the likely degree of impact of each risk after taking into account the risk mitigations referred to in the principal risks table on pages 25 to 31.
Principal risks table
The table below describes (i) the main risk exposures identified by the Board in relation to our Group businesses, (ii) the mitigating factors which relate to how we manage each of the risk exposures, and (iii) the linkage between our business strategy and the relevant risk exposures. We also summarise (where relevant) key actions arising in the year in relation to how we have addressed certain aspects of those risks. We have also indicated where there were any changes in the profile of any of the risks, which reflects the Board's view of the current trend in relation those risks.
The risks set out in the table are not an exhaustive list. They represent the main risks to the Group in relation to the period under review and also currently, in the opinion of the Board
Risk Description Strategic Risk mitigations Change number & potential Priority impact 1 Prolonged A n/a social restrictions due to the coronavirus or any reoccurrence of it in the UK, France or China could impact consumer demand, supply chains, the ability of colleagues to work and our stores continuing to operate at expected levels of profitability. It could also affect the timing of new store openings in relation to completion of works by contractors. B * The categories of goods which the B&M UK and Heron Covid-19 C Foods businesses sell are essential goods within the (New risk) D UK Government guidelines except for a limited range of items (such as toys). * Implementation of social distancing steps in accordance with UK Government guidance and other measures for colleagues and customers at stores and in our supply chain. * Maintaining sufficient liquidity for our on-going operations. * Maintaining (i) flexibility in our distribution function and with suppliers to cope with additional demand in relation to food and FMCG items, and (ii) controls of orders of lines where demand has slowed to protect against over-stocking in certain categories. Key Actions in 2019/20: * From the early stages of the coronavirus restrictions
taking effect in China, contingency plans were put in place by the B&M UK business to protect our supply chain (as referred to above under the key actions in relation to the Supply chain risk) without resulting in any material disruption to supplies, costs or prices, having mainly been offset by stock cover held in our UK distribution centres of c.12 weeks cover for general merchandise goods. * From the early stages of the coronavirus restrictions taking effect in the UK, the B&M UK business increased the volume of orders of food and FMCG goods to keep pace with the initial spike in demand for those items in particular. We re-deployed colleagues in our warehouse estate to prioritise the picking of those goods to replenish stores as quickly as possible to meet customer requirements. * Measures were taken to temporarily close 49 B&M UK smaller format town centre or precinct location stores and furlough colleagues, under the Government's Coronavirus Job Retention Scheme to protect jobs. Those stores represented c.3% and c.2% of revenue and store contribution EBITDA respectively in the financial year under review. We have since now re-opened these stores as the overall impacts on trading have begun to moderate. * As our French business was required to close all of its 101 stores on 15 March 2020, we furloughed staff under the scheme in France in relation to stores, the warehouse and business support operations. The business has been operational again since 11 May 2020, and all the stores have now re-opened. * We have introduced flexible working arrangements for business support colleagues in relation to working hours and homeworking arrangements in our UK businesses. -------------------- ---------- ---------------------------------------------------------------- ------- 2 Imported A Supply goods from * We have an experienced sourcing team which is chain China represent responsible for maintaining an efficient and a significant effective supply chain. proportion of the Group's general merchandise * A range of alternative supply sources are maintained products. across the product categories and we are not Lead time over-reliant on any one single supplier. delays in the supply chain could * The Group has anti-bribery and corruption and result in anti-modern slavery policies in place in relation to lower sales its supply chain. and potential loss of margin through higher * A combination of individual buyers and sourcing agent markdowns. employees conduct supplier factory visits. Disruption to the supply chain arising Key Actions in 2019/20: from civil * We have taken steps in relation to Brexit risks, unrest, natural impact assessments and actions (as referred to above disasters, in relation to that particular risk) to address diseases impacts in particular on procurement and port and pandemics, clearance of goods. ethical trading issues or quality standards * During the period that the coronavirus had the main failures impact on factories and ports in China, contingency could impact plans were put in place to source supplies of our trading products from other countries and regions had that performance become necessary. This might impact on the price of and brand products and logistics costs to an extent, but to reputation. offset impacts on prices and logistics costs we also sourced some UK branded general merchandise stock. Our stock cover of c.12 weeks on general merchandise imported goods resulted overall in very limited impacts arising and limited recourse only to our contingency plans. -------------------- ---------- ---------------------------------------------------------------- ------- 3 The Group A Competition operates C * Continuous monitoring of competitor pricing and in highly D product offering. competitive retail markets in the UK * Development of new product ranges within the product and France categories to identify new market opportunities and which could target new customers. materially impact the Group's Key Actions in 2019/20: profitability, * We have continued to maintain our strict SKU count share price discipline within our ranges, enabling us to react and limit quickly to ever changing consumer tastes, trends and growth buying habits. opportunities. * We commissioned a customer insight survey to measure our strengths and weaknesses against our competitors, to provide management with indicators of where we can improve our competitive edge relative to our peer group and other discount retailers. It is our intention to repeat that exercise or conduct similar testing each year so we can track progress against each of the indicators and outputs from those surveys. -------------------- ---------- ---------------------------------------------------------------- ------- 4 A reduction A Economic in consumer B * We offer a range of products and price points for environment confidence C consumers which allows them to trade up and down. could impact D
upon customer spending * We maintain a low cost business model that allows us and to maintain our selling prices as low as possible. subsequently revenue and profitability, * We have an effective forecasting process that enables as a result actions to be undertaken reflecting economic of the conditions. prevailing macroeconomic conditions Key Actions in 2019/20: in the markets * In light of the uncertainty in relation to consumer in which confidence following Brexit, we have continued to we operate. ensure that we remain focused on only stocking the top best-selling lines across our ranges, and we have redoubled our efforts to ensure that our stores have all of our top 100 best-selling products ready on the shelves on a daily basis. -------------------- ---------- ---------------------------------------------------------------- ------- The Group C 5 is subject D * We have a number of policies and codes, including a to a range code of conduct which incorporates an anti-bribery & Regulation of regulatory corruption policy, which outlines the mandatory and and legislative requirements we apply to our business. Our codes and compliance requirements, policies are communicated to staff along with our including employee handbook which is made available to everyone those relating joining the business. the importation of goods, anti-bribery * Management are responsible for liaising with the and corruption, Group's General Counsel (and external advisors where anti-modern required) to ensure that we identify and manage slavery, compliance with all applicable new legislation and anti-tax regulations which apply to us in Luxembourg, the UK avoidance and France. Changes in legal and regulatory matters & evasion, (including those arising from Brexit) are monitored health & closely on a regular basis by the Group's General safety, Counsel, who provides reports on new regulatory employment developments directly to the Board as well as its law, General Committees and Executive Management. The Internal Data Protection Audit function of the Group includes assurance Regulation testing and auditing of the Group's implementation of ("GDPR"), new areas of regulatory compliance. control of pollution and * We have a whistleblowing procedure and policy which contamination allows colleagues to confidentially report any to the concerns or inappropriate behaviour within our environment, business. the Listing Rules, Transparency * In relation to anti-modern slavery and other laws and standards relating to human rights within our supply regulations chain, the Buying teams in our business are charged and the with ensuring that every supplier is required to Groceries adhere to our Workplace Policy standards. Supply Code of Practice (the "Groceries * The Company has a Group-wide GDPR policy. Our privacy Code"). The policies, processes in relation to data subject impact of rights requests, privacy notices given to all our failure to colleagues, and privacy notices for users of our comply with websites and subscribers to our on-line mailing lists laws and are reviewed to ensure they are GDPR compliant. regulations could lead to financial * Our Groceries Code compliance programme includes penalties guidance and training for colleagues, monitoring of and significant compliance, reporting of potential non- compliance reputational issues, dispute resolution procedures and a Code damage. Compliance Officer who oversees compliance and the resolution of code related issues with suppliers in the event of escalation being necessary or required by a supplier. Oversight of our compliance with the Groceries Code is carried out by management and reviewed by the Audit & Risk Committee as a standing agenda item at each of the meetings of that committee throughout each year. Key Actions in 2019/20: * We have refreshed our GDPR policies and training across our store network to reinforce the importance of the essentials principles to be followed in relation to GDPR (including CCTV matters) in relation to our shop floor colleagues. * Our Groceries Code Compliance Officer, Group General Counsel, Internal Audit function and Chairman of our Audit & risk Committee have actively engaged during the year with the Groceries Code Adjudicator ("GCA") at individual meetings and also fairs and events held by the GCA with other retailers and suppliers. This has helped to develop a close and constructive working relationship and dialogue with the GCA as the oversight body in relation to compliance with the Groceries Code. * In relation to the environment, emissions and sustainability our UK business has continued to invest in initiatives to reduce its carbon footprint with (i) continuing to invest in our c.215 Heavy Goods Vehicles which are all Euro VI emissions standard engine trucks, being the highest standard of fuel efficient engines for managing levels of emissions, and (ii) the addition of our Bedford warehouse for deliveries in the South of the UK, which will lead to significant reductions in miles
travelled for deliveries to our stores in the South of England. -------------------- ---------- ---------------------------------------------------------------- ------- 6 The UK's A European planned exit * We have a Brexit planning strategy which will Union exit from the continue to be monitored during the official European transitional period. Our planning included the Union has assessment of Brexit risks, impact assessments and several mitigations in relation to trade & tariffs, port potential disruption, labour shortages and hedging impacts in arrangements. the areas of economic and regulatory * There are a limited amount of products purchased by environment, our UK businesses directly from the EU. Those withholding products could also be sourced elsewhere, de-listed tax paid or in a worst case scenario the cost price may on internal increase for certain limited items as a result of dividends, tariffs being imposed. import of goods due to currency * We have continued to keep in close contact with our exchange FMCG suppliers, and our household name branded FMCG volatility goods suppliers have confirmed they have Brexit plans and increased in place to maintain continuity of supply. import duties, availability & cost of * The B&M UK business is an Authorised Economic labour, and Operator which affords it preferential treatment on potentially the importation of goods, and facilitates efficient other unknown clearance at the ports. impacts. Labour restrictions * Our B&M UK business imports the majority of its in the UK general merchandise stock into the Port of Liverpool, could affect as opposed to Southern ports which are considered to our ability be more at a greater risk of being more heavily to recruit impacted. Distribution Centres Operatives * Short-term exchange rate volatility is mitigated by and HGV Drivers our forward currency position. Any continued at budgeted volatility beyond that would affect the economic rates. inflationary environment in the UK as a whole. Key Actions in 2019/20: * The Audit & Risk Committee of the Board have continued to monitor Brexit impacts and mitigations with management. An Internal Audit assurance review was undertaken of the Brexit planning key assumptions and mitigations of management, which was reviewed by the Audit & Risk Committee and reported on to the Board. The results of that review indicated that management have a comprehensive set of mitigations in place to ensure the least disruption is incurred by the UK business from Brexit in relation to its supply chain, product availability import clearances and labour. * In relation to the above risk mitigations, testing and assessments carried out in the year we do not consider the impacts of this risk to have materially changed in the period under review. We have not been significantly affected in relation to the availability of labour operatives for our distribution centres, or experienced any significant issues in relation to our supply chains. -------------------- ---------- ---------------------------------------------------------------- ------- 7 Developing C International our businesses * We have significant international retail experience expansion in our new on our main Board. market territories is important * The Group will continue to support the development of to the Group's the experienced senior leadership teams in France in strategic key operational areas. plans. Expanding into new * We assess markets in which we may wish to operate or markets creates expand into, to ensure they are appropriate for value additional retailing and that product ranges are developed and challenges selected by local buying teams along with access to and risks leverage from the Group's supply chain. which could impact the overall * Continuing to invest in both the infrastructure and performance technology of our French business. of the Group, its growth and Key Actions in 2019/20: profitability. * A strategic review was undertaken in relation to our loss making Germany subsidiary, Jawoll. That was initiated in response to lower than expected sales and gross margin performance in the year, in addition to significant increases in warehouse and transport costs. As a result of the review the Group has sold the German business. While that has had some immediate financial impacts with write-off's of loan funding support which the Group had provided to Jawoll, as the business had proved to be unsuccessful under our ownership, it was in the best interests of the Group and all our stakeholders (including the colleagues working in that business) to have achieved a sale of the business as a going concern. * A Distribution Director has been recruited to our French business, Babou. This will enable us to manage the succession from the pre-acquisition legacy
management of the warehousing function, which had previously been run on an outsourced basis, to a directly managed warehouse function in Babou. -------------------- ---------- ---------------------------------------------------------------- ------- 8 The loss B Warehouse of one of D * Forward plans have been implemented for additional infrastructure our warehousing warehousing capacity to support our new store opening facilities programme. The Group in the UK has six separate or failure warehousing locations (having added Bedford this year to maintain and closed an older warehouse in Blackpool). The and invest additional warehouse in Bedford, which mainly serves in our as a hub to support our expansion in the South of warehousing England, is now in the initial stages of operation. and transport infrastructure as the business * The Group maintains adequate business interruption continues and increased cost of working insurance in the event to grow its of a loss of warehouse facilities. store portfolio, could Key Actions in 2019/20: materially * Three of the major benefits of the Bedford impact Distribution Centre are: short/medium term trading and the (i) increasing capacity in profitability the South of England to service of the store expansion; (ii) enabling business. us to close a smaller older legacy warehouse in Blackpool with the main modern warehouses in Liverpool taking up that capacity; and (iii) over time leading to significant net reductions in miles travelled by our HGV fleet servicing deliveries to our stores in the South of the UK. * Our state of the art Warehouse Management System is now live and rolled-out within all our main UK Distribution Centres. -------------------- ---------- ---------------------------------------------------------------- ------- 9 The Group D IT systems, is reliant * All critical business systems have third party cyber security upon key maintenance contracts in place and those systems are and business IT systems, industry standard retail business systems. continuity and disruption to those would adversely * IT investments and budgets are reviewed and approved affect business at Board level. operations including those at * We have a disaster recovery strategy and plan in our warehouses place for all of our key systems. and stores. The potential impact of * We have an on-going Payment Card Industry compliance a failure strategy. to protect and maintain our data * IT security is monitored at Board level and includes and systems penetration testing and up-to-date security software. could lead to significant business * Significant decisions for the business are made by disruption, the Group or operational boards with segregation of potential duties enforced on key business processes, such as prosecution the payables process, and a robust IT control and also environment is in place. reputational damage. This also applies Key Actions in 2019/20: to any failure * We have commenced the roll-out of a card payment to protect encryption system with Worldpay which is expected to the Group's be fully implemented across all the B&M UK fascia IT systems stores by the end of June 2020. This will enhance our and data IT cyber security and PCI controls in relation to from viruses, processing card transactions. cyber invasive threats, corruption * We monitor cyber security and have continued to or sabotage. update our software with leading providers which screen, detect and block viruses, malware and phishing. This has included the addition of Mimecast software to guard against suspicious emails and email viruses being imported into our systems. -------------------- ---------- ---------------------------------------------------------------- ------- 10 The Group's A Credit level of * A treasury policy is in place to govern foreign risk and indebtedness exchange, interest rate exposure and surplus cash. liquidity and interest rate and currency * Regular weekly cash flow forecasts are produced and rate volatility monitored. could impact the business and its growth * Forward looking cash flow forecasts and covenant plans. testing forecasts are prepared to ensure sufficient liquidity and covenant headroom exists. Key Actions in 2019/20: * Hedging of foreign currency rate exposures with instruments in place to cover forward exchange movements have been maintained throughout the year in line with our treasury policy. -------------------- ---------- ---------------------------------------------------------------- ------- 11 Escalation A Commodity of costs * Freight rates, energy and currency are forward prices/cost within the purchased to mitigate against volatility and to allow inflation supply chain the business to plan and maintain margins. arising from factors such as increases * Wage increases are offset where possible by in raw material productivity improvements. and wage costs. Additionally, * Forecasts and projections produced by the business increased include the expected impact of the national living
fuel and wage and therefore the Board's strategic planning energy costs takes account of that. could impact upon distribution, Key Actions in 2019/20: logistics * We have freight rate agreements in place with freight and store forwarders for 2020 with set prices for several overheads. months ahead. * Energy purchases have also been agreed through an energy broker until September 2022. * Productivity savings, including reducing the time spent by colleagues on administrative tasks in stores , have been achieved by the investment and roll-out of a digital technology based Workforce Management System. -------------------- ---------- ---------------------------------------------------------------- ------- 12 The Group D Key management is reliant * Key senior and operational management are reliance on the high appropriately incentivised through bonus and share quality and option arrangements to retain talent. ethos of the executive team as well * The composition of the executive team is kept under as strong constant review to ensure that it has the necessary management resources and skills to deliver the Group's plans. and operational teams. There is a risk * The Nomination Committee develops succession plans that a lack for the Board of Directors and key senior operational of succession management resourcing positions. It also reviews the planning wider senior management resourcing needs of the for senior Group. colleagues could impact on the Key Actions in 2019/20: performance * The Group has continued to strengthen the senior overall of management teams of its businesses. This has included the business. (i) the appointment of an International Finance Manager reporting directly to the CFO, to support our French business, (ii) the appointment of a HR Director reporting directly to the CEO, with strategic human resources responsibility in relation to each of our Group businesses. -------------------- ---------- ---------------------------------------------------------------- ------- 13 The ability B Store expansion to identify * Our CEO actively monitors the availability of retail suitably space with the support of internal and external profitable property acquisition consultants. new store locations is key to * The flexibility of the trading format allows us to delivering take advantage of a range of store sizes and our growth locations. plans. Failure to identify suitable * Each new store opening is approved by the CEO locations ensuring that property risks are minimised and that in areas lease lengths are appropriate. targeted for new stores could impact * Where new locations may impact on existing locations, upon store the cannibalisation effects are estimated and then expansion monitored and measured to ensure that there is an plans and overall benefit to the Group. reduce the rate of growth in the business. Key Actions in 2019/20: * The B&M UK business has taken steps, where new store opening opportunities exist in current store locations, to replace older generation stores with better quality sites and premises. That mitigates the potential effects of cannibalisation and also improves the quality and performance of the estate in addition to new store openings in brand new locations for the business. -------------------- ---------- ---------------------------------------------------------------- ------- 14 Ineffective A Stock controls * We have a highly disciplined limited SKU count management over the throughout our product ranges and effective regular management markdowns on slow moving product lines. of stock could impact on the achievement * Our non-seasonal initial stock orders do not exceed of our gross c. 14 weeks of forecast sales and action is margin objectives. undertaken after c. 4 weeks of trading to either Lack of product repeat the order, refresh the product design or availability discontinue the product line. or over-stocking could impact on working * Consistent levels of stock cover by product category capital and are maintained through regular reviews of open-to-buy cash flows. process, supported by the disciplined SKU count. Key Actions in 2019/20: * We have implemented further controls on open-to-buy processes in our French business with weekly stock cover procurement reporting and controls. -------------------- ---------- ---------------------------------------------------------------- -------
Link to strategy key
A Delivering great value to our C Developing our international business customers B Investing in new stores D Investing in people and infrastructure
Risk change key
____ Increased risk No change Decreased risk
This information is provided by RNS, the news service of the London Stock Exchange. RNS is approved by the Financial Conduct Authority to act as a Primary Information Provider in the United Kingdom. Terms and conditions relating to the use and distribution of this information may apply. For further information, please contact rns@lseg.com or visit www.rns.com.
END
ACSKBLBXBQLZBBD
(END) Dow Jones Newswires
July 01, 2020 02:00 ET (06:00 GMT)
1 Year B&m European Value Retail Chart |
1 Month B&m European Value Retail Chart |
It looks like you are not logged in. Click the button below to log in and keep track of your recent history.
Support: +44 (0) 203 8794 460 | support@advfn.com
By accessing the services available at ADVFN you are agreeing to be bound by ADVFN's Terms & Conditions