Annual Report 2018
23 APR 2019
Annual Report 2018
The work we do for clients helps them to grow their businesses, build relationships with their customers and ready themselves for future success
We have been pleased by the backing we have received from investors, clients, partners and our own people for the new strategy
2018 summary
Financial
Billings
£55.8bn
(2017: £55.6bn)Revenue
£15.6bn
(2017: £15.8bn)Revenue less pass-through costs
£12.8bn
(2017: £13.2bn)Headline PBIT margin
16.0%
(2017: 17.2%)Headline diluted EPS
108.0p
(2017: 120.4p)Dividends
60.0p
(2017: 60.0p)
Non-financial
Social investment as a percentage of reported profit before tax
1.20%
(2017: 0.97%)Women in senior management
49%
(2017: 49%)Carbon emissions per person from building energy use (scope 1 and 2)
0.74 tCO2e
(2017: 0.82 tCO2e)
Our new strategy
We describe our new strategy as a radical evolution. It’s radical because we are making tough decisions and taking decisive action – having restructured a large proportion of our revenue base in 2018 – but an evolution because we are changing our business in a way that respects the people and things that make WPP such a great organisation.
WPP has substantial assets, the most important of which is our people. As a talent business we need to transform at the right pace, and bring our people with us on the journey.
Our strategy focuses on growth. The restructuring of our business and associated cost savings will enable increased investment in creativity, technology and talent, so that we are well positioned for top-line growth in the future.
Our offer to clients
WPP’s offer covers four areas: communications, experience, commerce and technology. Each of these areas is critical to success for modern clients. By bringing them together the Company will better serve clients’ needs as they react to the changing marketplace, and expand WPP’s own business in high‑growth sectors.
£6bn of other people’s money: the watertight case for building your brands
By Jeremy Bullmore