Currys Full Year Results 2024/25

Audited Results for the Year Ended 3 May 2025

Performance continues to strengthen

We Help Everyone Enjoy Amazing Technology

Summary

• Group adjusted profit before tax £162m, +37% YoY
• Group free cash flow £149m, +82% YoY
• Group year-end net cash £184m, +£88m YoY, resulting in the strongest balance sheet in over a decade
• Final dividend of 1.5p proposed, in-line with ambition to deliver consistent and growing shareholder returns
• UK&I revenue grew +6% driven by market share gains and strategic initiatives, including recurring Services revenue +12%¹, credit sales +14% to £1.1bn and iD Mobile subscribers +26% to 2.2m
• Nordics profit improving despite tough market and currency headwinds
• Group colleague engagement score +1pt to 82, amongst top 5% of global companies²
• Customer satisfaction rising with UK&I NPS of 55, +6pts Yo2Y, and Nordics NPS of 63

Financial performance

• Group revenue £8,706m, +3% YoY, driven by like-for-like growth of +2%
• UK&I like-for-like revenue +4% and adjusted EBIT £153m, +8% YoY
  • Sales growth in both channels and gross margin expansion more than offset planned and inflationary cost increases
  • Segmental free cashflow £95m, +14% YoY, whilst returning to normal capital expenditure to underpin future growth
• Nordics like-for-like revenue flat and adjusted EBIT £72m, +24% currency neutral growth YoY
  • Gross margin increased +60bps YoY, recovering towards historic highs
  • Segmental free cashflow £69m, more than doubling YoY
• Continuing operations statutory profit before tax of £124m, +£96m YoY
• Period end IAS 19 pension deficit £(103)m, +£68m improvement YoY; triennial review ongoing and expected to complete by the end of calendar 2025

Outlook

• Group trading in early part of the new financial year has been in line with expectations
• Planning confidently for year ahead, comfortable with market consensus³
• Targeting continued growth in higher margin, recurring revenue services, including reaching at least 2.5m iD Mobile subscribers before year end

Alex Baldock, Group Chief Executive

“Currys’ performance continues to strengthen and the business has real momentum. A stronger Currys is good for colleagues, customers, shareholders and society, and we’re doing a better job for all of them.

We’re uniquely placed not just to sell customers amazing technology, but to help them enjoy it to the full. Customers are increasingly adopting our credit, setup, installation, repair and connectivity services, building valuable recurring revenues for Currys. We’re now seen as the home of AI-enabled tech and our investments in new product categories and serving B2B customers are showing early signs of success.

Our brands – Currys in the UK&I and Elkjøp in the Nordics – are stronger than ever. A new generation of customers is discovering Currys, thanks to brilliant social campaigns which have delivered industry-leading levels of engagement.

I’m pleased that thanks to all this hard work we can resume the dividend. We aim to return more of our growing free cash flow to shareholders.

As ever, my heartfelt thanks go to the thousands of capable and committed colleagues who are building an ever-stronger Currys. We’re pleased with our progress, but even more excited about the opportunities ahead of us.”

Performance Summary

Group like-for-like sales growth was +2%, driven by the UK&I which grew +4%. The UK consumer environment was resilient, as cost inflation softened and interest rates started to fall. The Nordics consumer environment, though subdued, slowly improved throughout the year, as interest rates started to fall in most countries.

UK&I adjusted EBIT increased +8% YoY as sales growth and gross margin improvement offset cost increases. Sales were driven by market share gains and through strategic initiatives. Gross margin climbed +20bps due to higher adoption of services and solutions, better monetisation of our improved customer experience, a focus on more profitable sales, and cost savings. Operating costs rose driven by wage growth and other inflationary pressures, an increase in investment spend (which is increasingly expensed rather than capitalised) and deliberate investment in marketing.

Nordics adjusted EBIT increased +18% (+24% currency neutral) YoY. Sales were down (4)% on a 52-week basis, driven by flat like-for-like sales coupled with currency headwinds and store closures. Gross margin climbed +60bps towards historically high levels, while cost savings and efficiencies offset inflationary cost pressures.

Group operating cash flow rose +6% YoY due to the improved profitability. Free cash flow was £149m, +82% YoY as lower cash exceptionals, lower interest costs and working capital inflow more than offset the planned increases in capital expenditure. Net cash inflow was £88m after £50m of scheduled pension contributions.

Outlook and guidance

Current year guidance

The Group is facing into several headwinds this year, including cost increases driven by the UK government’s recent budget, general cost inflation, and the weaker Norwegian Kroner reducing reported profits. To counteract these, the Group is pursuing cost saving measures and is well placed to take advantage of growth opportunities.

In line with usual practice, the Group will update the market on full year profit expectations after the Peak trading period, but at this early stage in the year it is comfortable with market expectations.

Guidance on known and controllable financial items is listed below.

• The Group expects total interest expense of around £65m
• Capital expenditure of around £95m
• Exceptional cash outflow of around £30m
• Pension contributions of £78m, in line with scheduled increase
• Cash dividend payments of £25m across the 2024/25 final and expected 2025/26 interim dividend

Other technical cashflow items:

• Depreciation & amortisation around £265m
• Cash payments of leasing costs around £260m
• Cash tax around £20m
• Cash interest of around £15m
• Share purchases to cover colleague share awards of £15-20m

Longer term guidance

The Group is continuing to target at least 3% adjusted EBIT margin in both the UK&I and the Nordics.

Alongside this, the Group will remain focused on free cash flow generation. The Group expects to keep annual capital expenditure below £100m, for exceptional cash costs to be below £10m by 2026/27, and to keep working capital at least neutral despite continued outflow from the expected growth of the iD Mobile business.

The Group’s cash tax will remain below adjusted P&L tax due to the tax deductions from defined benefit pension scheme contributions and the benefit of brought forward losses in the UK and Nordics.

The Group will aim to distribute consistent and growing cash to shareholders as outlined in the capital allocation framework which is set out below.

Capital allocation

The Group’s continued focus on free cash flow resulted in year-end net cash of £184m and a pension deficit of £(103)m, a net position of £81m. This is the Group’s strongest balance sheet position in over a decade.

On this strong foundation, the Group has a clear capital allocation framework:

1. Maintain a prudent balance sheet – This has historically been defined as meeting banking covenants and our own targets for indebtedness fixed charge cover of >1.5x and indebtedness leverage of <2.5x. Alongside these targets, the Group will look to maintain a year-end net cash balance of at least £100m for the foreseeable future. This level of cash allows us to efficiently manage the working capital cycle of the business and protect the balance sheet in the event of unexpected market downturns.
2. Pay required pension cash contributions – The Group is currently scheduled to pay £78m of contributions per annum from 2025/26 through to a final payment of £43m in 2028/29, a total of £277m. The triennial pension review commenced in March 2025 and is expected to conclude by the end of calendar year 2025. The Group is continuing to work proactively with the scheme trustees to agree a revised forward funding schedule that should allow pensions contributions to reduce over time, reflecting the significant strengthening of the pension position over recent periods.
3. Invest to grow business/profits/cashflow – The Group has set an annual capital expenditure target of less than £100m, which is low by historic levels, but reflects the well-invested nature of the Group’s assets and that an increasing proportion of investment spend is expensed through the P&L. The Group continues to prioritise high returning projects and the efficient use of capital and is comfortable that this level of expenditure provides sufficient bandwidth to achieve our objectives.
4. Pay and grow an ordinary dividend – The Board reconfirms its previous commitment to a progressive dividend policy and to recommence cash dividend payments at a level that represents around 5x adjusted EPS cover, starting with the final dividend of 1.5p (representing 2/3rds of a full year dividend). Future dividends are expected to grow and will be declared in the normal course alongside interim and year-end results. The interim dividend is expected to be set at one-third of the preceding full year dividend.
5. Surplus capital available for share buybacks – The Group is committed to returning excess cash to shareholders through a share buyback programme. The Board recognises that the strength of the balance sheet should allow this to commence sooner rather than later, however, any decision is subject to the conclusion of the current pension triennial review.

^{In the reporting of financial information, the Group uses certain measures that are not required under IFRS. These are presented in accordance with the Guidelines on APMs issued by the European Securities and Markets Authority (‘ESMA’) and are consistent with those used internally by the Group’s Chief Operating Decision Maker to evaluate trends, monitor performance, and forecast results. These APMs may not be directly comparable with other similarly titled measures of ‘adjusted’ or ‘underlying’ revenue or profit measures used by other companies, including those within our industry, and are not intended to be a substitute for, or superior to, IFRS measures. Further information and definitions can be found in the Notes to the Financial Information of this report.}

1. ^{Recurring service revenue is the total of Commission, Support service and Connectivity revenue.}
2. ^{Viva-Glint, April 2025 survey completed by 22,200 colleagues across the Group.}
3. ^{Company compiled consensus for 2025/26 forecasts Group adjusted PBT of £167m. Full forecasts are available on the corporate website: https://www.currysplc.com/investors/consensus-and-analyst-coverage/}

We Help Everyone Enjoy Amazing Technology

Chief Executive’s Review

Over the past year, we have maintained our encouraging momentum. In the UK&I, adjusted EBIT grew +8%, and our market share increased by +50bps to 16.9%. In the Nordics, adjusted EBIT grew +18% (+24% currency neutral), while our market share remained stable at 28.1%. This progress was based on the continued execution of our long-term strategy.

We start from a position of strength. In the Nordics our market share makes us the clear market leader and, even during a difficult last few years, we delivered sales and profits that are significantly better than peers. In the UK&I, our Mobile business has shown another year of growth from a stable base. Reflecting this, we now include Mobile in our stated market share, resulting in an overall market share of 16.9%, +50bps YoY (under our old definition excluding Mobile, market share is 23.5%, +30bps YoY). This reflects the strength we have in our core categories. In such areas as TVs, laundry and refrigeration we have over 30% market share, and in Windows computing we have almost 50% share.  Conversely there are areas where we have much lower share, and many of these represent opportunities to grow. Gaming is a good example of where we have gained share in a growing market, with our UK gaming sales up +65% over the last 5 years.

Our strategy

The strategy we follow is simple. We’re here to help everyone enjoy amazing technology. To do so, we want capable and committed colleagues, delivering an easy to shop customer experience, creating customers for life, and ultimately growing our profits and cashflows.

We prioritise our colleagues because delivering a great customer experience starts with ensuring a great colleague experience. We support colleagues through the training they receive, tools to make their jobs easier, and the reward they earn. We set out to build a winning culture, one that puts customers first, prizes winning together, and where we all take ownership. We measure our progress through colleague engagement surveys, which showed that Group employee satisfaction climbed +1pt to 82, firmly amongst the top 5% of global companies¹ (in the UK&I, our score of 85 puts us in the top 3%). While the score is satisfying, the survey is most useful in helping us identify areas for improvement. In March, over 22,000 colleagues participated in the survey, providing 54,000 comments. Responding to this feedback not only makes our colleagues’ lives easier and more productive but shows that we are really listening and reinforces a world-class culture. This is a competitive advantage that is hard to replicate.

Easy to Shop is about making sure we get right the retail fundamentals of price, range, availability, and an easy customer experience, that we get it right first time for customers; and making the most of an omnichannel model that fits well with how most customers prefer to shop for technology. This year we have invested in our channels to make shopping easier. In UK, we invested in better tools, such as adding electronic shelf edge labelling (ESEL) to 100 stores. This innovation has been successful in the Nordics, creates a better customer experience, allows more nimble pricing and saves colleagues’ time. Given the success of the programme, we now expect to add ESEL to all remaining stores in 2025/26. We also re-engineered 115 stores, to dedicate more space to categories that are faster-selling and more profitable, and to allow more room for expansion into new categories.

Our main websites (currys.co.uk, Elkjøp.no, elgiganten.se, elgiganten.dk and gigantti.fi), receive over 500m visits per year. In the Nordics we in-housed front-end development, and fully migrated to our Next Level platform, saving £2m per year, while increasing site speed and accelerating change processes. Across both markets the continual improvement programme has seen over 200 changes to improve the shopping journey; from easier navigation, searching and filtering, through to an easier checkout with enhanced payment options. This has led to a +25bps increase in conversion in the UK and a +22bps increase in the Nordics, driving growth. We have also improved the order & collect journey, and together with better store processes, this has driven +15% growth in order & collect revenue, which now represents 34% of our Group online revenue, +210bps YoY.

The third leg of our strategy is to create Customers for Life. This starts with good customer data. We want to collect, protect and use data for the benefit of customers, ourselves and third parties. We are making strides in this area with continued growth of the Nordics customer club, now up to 9.6m members, but there is much more to go for. In the UK&I we have significant customer bases in Credit, iD Mobile, Repair plans and Currys Perks, but we are not yet doing a good enough job of getting these bases working in tandem, and our progress here has been slower than we hoped. We have brought in new leadership to go after this opportunity.

Another big driver of Customers for Life is our unique range of services and solutions that help customers afford and enjoy amazing technology to the full.

We aim to sell complete solutions, where we provide customers with everything they need, including products, accessories, and services, rather than just a single product. Over the last two years, our UK&I ‘sold with’ adoption rate has more than doubled to 40% and our Nordic value-added service adoption has almost tripled to 29%. Solution-selling helps customers make the most of their technology while growing our profits.

Services are core to these solutions. We help customers afford (often expensive) tech through credit. Credit is a significant driver of sales, profit and loyalty. Customers who use credit are happier, buy more, and shop more frequently, resulting in lifetime sales that are double those of non-credit customers. We estimate that around 30% of credit sales would not have happened without our credit offer. To reflect the increased flexibility of our credit options, we rebranded our UK credit offer to Currys flexpay during the year. We also invested in tools and processes to make it easier for colleagues and customers to use credit, including introducing it to our online in-store sales. As a result of this, we saw UK&I credit adoption climb +180bps YoY to 21.9%, more than double the adoption of four years ago, and we generated £1.1bn of UK&I sales on credit, making us one of the UK’s leading brokers of retail credit. As well as additional sales, credit makes a direct profit contribution and as credit scales, we can use some of this profit to invest in the customer offer, driving further sales. We are now in that virtuous circle with credit.

We help customers get started, through installation and set-up. We are in the privileged position of being trusted in customers’ homes and our in-home customer satisfaction is amongst the highest of all the activities we carry out. During the year, 31% of UK big box deliveries included installation, a rise of +320bps YoY, and 34% of deliveries included recycling. In the Nordics, 44% of big-box deliveries included installation, an increase of +220bps YoY, and 36% of big box deliveries included recycling, an increase of +190bps YoY.

Once they have the tech, customers want to give it longer life. We are uniquely positioned to support our customers with repair services in Norway, Sweden, and the UK, where we operate one of Europe’s largest technology repair centres. We are the only tech retailer operating our own repair facilities, allowing us to offer customers the protection they want at good value, while giving them the peace of mind that they will only ever be dealing with one organisation. The result of this can been seen in the 11.9m protection plans in place across the Group. During the year, our team of almost 1,500 engineers completed 1.6m customer repair activities, both at our repair centres and in customers' homes.

Repair is an area where we are truly differentiated and in which we will continue to invest. During the year we expanded RepairLive, our award-winning service that allows customers to speak directly to engineers in our repair centre to diagnose and fix product issues. The 320,000 customers served this way last year benefitted from keeping tech working without needing to send it for a physical fix in our operations, or, if a physical fix was needed our engineers having the right parts with them when visiting customers’ homes. In this way customers benefit from having tech working more of the time and we benefit from lower labour and write off costs. We have signed new agreements with suppliers, including being the first third-party authorised to repair Microsoft’s Surface and Xbox. We are developing new AI-backed solutions alongside engineers to diagnose product issues from customer videos, with all the same benefit as RepairLive, but without the need for a real time conversation.

When technology reaches the end of its life, we encourage everyone to bring their old or unwanted tech to our stores for free reuse or recycling, regardless of where they purchased it. If we can’t reuse it, then we can harvest the parts, with 25% of parts needed for repair are now from harvesting; or we can recycle it.

Currys has worked on responsible recycling for many years. We provide free in-store drop off, and collect our customers’ unwanted electrical equipment and small electrical appliances for recycling when we deliver their new technology. In 2024/25, 5.5 million e-waste products were collected for reuse and recycling across the Group.

The circularity of trade-in, protection, repair, refurbishment, reuse and recycling is part of our business model. We are helping customers, the planet and our profits at the same time.

Finally, we help customers get the most out of their tech, with connectivity being the greatest enabler of this.

Mobile remained one of the best performing areas of the business in the last year. iD Mobile, our 100% owned MVNO (Mobile Virtual Network Operator) in the UK, had another very strong year. Subscriber numbers climbed to 2.2m, +26% higher YoY and +70% Yo2Y. Early in the year we launched the iD app, which is now being used by 73% of customers, giving them more control over their plan, and halving queries into our contact centre. We see the long-term value in iD and aim to grow to at least 2.5m subscribers this year.

We intend to continue growing such sources of higher margin, recurring revenue such as credit, repair and connectivity so that over time our business mixes away from single product purchases to the more predictable, recurring and higher margin revenue streams of solution sales. In the last year, the Group revenue derived from these sources grew +9% to £814m.

Delivering a stronger performance

Delivering on our strategy has important measurable benefits: it drives improved customer satisfaction, it grows our sales and market share, and it delivers better gross margins.

Customer satisfaction climbed to new highs. In the UK, our NPS climbed to 55, +6pts Yo2Y as we saw improvement across both channels and at each stage of the customer journey. In the Nordics, we implemented NPS during the year, with an initial reading of 63. It is safe to say that our leadership teams are enjoying the healthy competition on this metric.

Market share was healthy in both markets. In the UK&I, we gained +50bps of share including gains both in-store and online. In the Nordics, market share was flat in a market that declined slightly, as we focused trading on delivering gross margin improvements. We’re pleased that not only are our customers telling us they’re happier (through NPS), they’re showing they are (through higher market share).

Gross margin continued to climb. The UK&I gross margin rose +20bps and is now +240bps higher than four years ago, while the Nordics gross margin rose +60bps to a level higher than four years ago. This has been driven by selling solutions and services, monetising and improving customer experience, not chasing less profitable sales and by cost efficiencies in our supply chain and service operations.

Financial discipline

Alongside improvements in gross profit, we remain focused on controlling operating costs. This has been particularly successful in the Nordics, where costs were broadly flat, offsetting all inflationary headwinds and helping us to drive profit growth. Over the last two years we made notable improvements in our marketing operating model, using our scale and centralising work to save almost £10m in annual costs. We will continue to face cost headwinds in the UK&I in the coming year, including an additional £32m of annual costs from the UK government’s Autumn 2024 budget. To mitigate this impact we are underway with removing central costs, and continuing to automate and offshore activities.

Financial discipline extends to cash. Capital expenditure rose as planned and we have ensured that the spend made has delivered the expected paybacks. Working capital, after three consecutive years of outflow, was positive as improved processes on forecasting and payments have more than offset the £24m working capital headwind from iD Mobile growth.

The result of all this is clear in improved profit and cashflow. Free cash flow rose +82% to £149m, and we finished the year with £184m net cash. Alongside a pension deficit of £(103)m, this £81m net position is £901m better than six years ago.

Levers for growth in the year ahead

The Group is well positioned, as the clear #1 brand in all our markets, with a diversified revenue base and a strategy that is working for colleagues, customers and financially. Together with the strengthened balance sheet, this gives us the confidence and bandwidth to go after opportunities for further growth. There are three areas that are likely to be most important for the year ahead.

The first is computing. Across both PCs and Gaming, we are in an exciting period of growth. In PCs, we are now five years on from the pandemic, and the natural replacement cycle of machines bought during lock-down is likely to start building. This could be further catalysed by Windows 10 going out of support in the Autumn, triggering millions of Windows 10 users in the UK to look at their computing requirements. Then, there is AI. The consumer use cases for AI are developing rapidly, the adoption of them is climbing and the cost of the products is decreasing. Our Group is uniquely placed as we have the scale and supplier relationships that allow us to invest in colleague training, customer marketing and stock to become the go-to retailer for customers in this area. The 75% share we have in Windows AI computing in the UK is testament to this. In Gaming, exciting new products such as the Nintendo Switch 2 and ROG Xbox Ally X will be complemented by new NVIDIA graphics cards and further innovation in gaming accessories. We have done a good job capturing growth in this market over the last few years, but there is still an attractive opportunity ahead of us.

Second, we have an opportunity to grow in new products. This includes categories where we are present but underweight and see opportunities to gain share, such as Health & Beauty; new product categories of tech that we haven’t sold before, such as pet tech; and products that are adjacent to technology, where our infrastructure and capabilities give us the right to play, such as BBQs. Our growing Nordics kitchen business, Epoq, is an exciting such opportunity. In total, new products represent a substantial opportunity while requiring limited investment.

Thirdly, we are increasingly excited about the B2B opportunity with small-to-medium sized businesses (especially those with fewer than 100 employees). We have much of what it takes to serve these customers, by virtue of our core B2C business: suppliers, products, services, channels, supply chain and service operations. On top of this, over the past 18 months we’ve also now established the B2B leadership team, specialist store colleagues and hubs, online presence, account management, and remote service capabilities to go after this opportunity meaningfully in the UK&I. In this we’ve learned from the Nordics, which is further advanced in exploiting this opportunity with B2B enjoying 3x higher share of business than the UK&I. This fact, and a total accessible market that could be as large as the existing B2C market, shows there is much more go for in B2B. We aim to at least double our UK&I B2B sales over the next three years.

Growth in all these areas is further boosted by the increasing traction our brand is getting. Across both traditional and social media, Currys is gaining a bigger, even “cult” status. The level of engagement we are seeing is world class. This is being noticed externally (we have won awards from Channel 4 and at Cannes Lion), by our suppliers who are seeing better ROI on their spend, and most importantly by customers, with our Currys brand preference exiting the year at 26%, +5pts higher than three years ago.

In recent years, our focus has been on driving growth in profits and cash, even at the expense of some market share. We will continue to ensure that any growth we pursue is profitable, and that all investments are closely monitored to generate the targeted returns.

Summary

Our ambition remains unchanged. We aim to engage thousands of capable colleagues, delight millions of customers, and generate increasing amounts of free cash flow, with more of it being returned to our shareholders.

Now, more than ever, I am confident that we are on the right path to fulfilling these ambitions.

¹_{Viva-Glint, April 2025 survey, completed by 22,200 colleagues across the Group.}

Results call

There will be a live presentation followed by Q&A call for investors and analysts at 9:30am BST today.

It will be webcast here: https://brrmedia.news/CURY_FY_2025

Next scheduled announcement

The Group is scheduled to publish a trading update at its AGM on 4 September 2025.

For further information

Information on Currys plc is available at www.currysplc.com
Follow us on LinkedIn and X: @currysplc

About Currys plc

Currys plc is a leading omnichannel retailer of technology products and services, operating online and through 708 stores in 6 countries. We Help Everyone Enjoy Amazing Technology, however they choose to shop with us.

In the UK & Ireland we trade as Currys and in the UK we operate our own mobile virtual network, iD Mobile. In the Nordics we trade under the Elkjøp brand. We’re the market leader in all markets, able to serve all households and employing more than 24,000 capable and committed colleagues.

We help everyone enjoy amazing technology. We believe in the power of technology to improve lives, helping people stay connected, productive, fit, healthy, and entertained. We’re here to help everyone enjoy those benefits and with our scale and expertise, we are uniquely placed to do so.

Our full range of services and support makes it easy for our customers to discover, choose, afford and enjoy the right technology to the full. The Group’s operations include one of Europe’s largest technology repair facilities, a sourcing office in Hong Kong and an extensive distribution network, centred on Newark in the UK and Jönköping in Sweden, enabling fast and efficient delivery to stores and homes.

We’re a leader in giving technology a longer life through repair, recycling and reuse. We’re reducing our impact on the environment in our operations and our wider value chain and we aim to achieve net zero emissions by 2040. We offer customers products that help them save energy, reduce waste and save water, and we partner with charitable organisations to bring the benefits of amazing technology to those who might otherwise be excluded.

^{Certain statements made in this announcement are forward-looking. Such statements are based on current expectations and are subject to a number of risks and uncertainties that could cause actual results to differ materially from any expected future events or results referred to in these forward-looking statements. Unless otherwise required by applicable laws, regulations or accounting standards, we do not undertake any obligation to update or revise any forward-looking statements, whether as a result of new information, future developments or otherwise. Information contained on the Currys plc website or the ‘X’ feed does not form part of this announcement and should not be relied on as such.}

View the announcement in full (PDF)