| Like-for-like sales | Like-for-like sales represent revenues from centres trading for more than 12 months |  | - Service Revolution
- Store Portfolio
- Digital Future
- Proposition
- Infrastructure
| We are committed to maximising our like-for-like sales opportunities in whatever economic environment we find ourselves. | Although LFL sales declined by 0.1%, total revenues were up 8.6%. This performance reflected operational and market challenges faced by the business. | +3.4% | -0.6% | +6.1% | +7.0% | -0.1% |
| Gross Profit Percentage | Gross Profit expressed as a percentage of Sales | | - Service Revolution
- Store Portfolio
- Digital Future
- Proposition
- Infrastructure
| Gross Profit is an important indicator of the Company's financial performance. Within the business we focus on maximising cash generation. | Gross profit was up on the prior year driven by a reduced reliance on affiliate-driven tyre sales and stronger core Service, MOT and Repair margins. | 66.0% | 66.0% | 65.9% | 63.7% | 64.4% |
| Gross Profit | Gross Profit expressed as actual GBPs | £8.8m
represents c.6 weeks of
Halfords ownership | £65.0m | £73.0m | £80.1m | £88.0m |
| EBITDA | Earnings before Interest, Tax, Depreciation and Amortisation | | - Service Revolution
- Store Portfolio
- Digital Future
- Proposition
- Infrastructure
| The Board considers that this measurement of profitability is a viable alternative to underlying profit and uses this measure to incentivise managements. | EBITDA was down year-on-year because revenue growth was outweighed by operating costs and investments made for future growth. | £0.7m
represents c.6 weeks of
Halfords ownership | £8.3m | £9.0m | £8.8m | £7.5m |
| Number of Centres | The number of Autocentre servicing centres within the UK | | - Store Portfolio
- Proposition
| Our research on the geography and demographics of the £9bn Car Servicing and repair market and of our local catchment sizes shows that there is scope for up to 600 autocentres. | As we expected we opened 23 new sites opened in the year and closed three. There is a healthy pipeline for the future and we expect to open a further 10-15 over the next year. | 224 | 240 | 260 | 283 | 303 |
| Jobs per Productive per Week ("jpppw") | Total jobs undertaken by the Centres divided by the average number of productive technicians and apprentices | | - Service Revolution
- Proposition
| We aim to increase sales in existing centres and make use of spare capacity in our technicians. We believe that we can raise jpppw to c.17, without needing to obtain more fixed cost labour. | We continue to utilise capacity within our centres with additional Service/Mechanical/Repair work as well as growing the tyre mix. | 13.7 | 13.8 | 14.7 | 16.0 | 17.2 |
| Online Bookings | The number of service bookings made via halfordsautocentres.com against those made direct with the Centres | | - Digital Future
- Proposition
- Infrastructure
| Enhancing our online offer and further extending our online presence through both halfords.com and halfordsautocentres.com is a Group investment priority. | We continue to invest in our online presence with a new site launched July 2013 with a much improved customer experience and advice centre. | 111,261 | 138,954 | 199,524 | 216,875 | 248,465 |