In the summer of 2014, its board made the decision to appoint a new CEO, which we viewed positively, as the retailer had been underperforming, leading to a series of profit warnings. In addition, in September 2014, the business announced that it had identified an overstatement of profits, principally due to the accelerated recognition of commercial income and delayed accrual of costs. The company’s new management identified three immediate priorities, namely regaining competitiveness in its core UK business, protecting and strengthening the balance sheet and rebuilding trust and transparency with key stakeholders. In the UK, it reset its target margins significantly and embarked on a far-reaching turnaround programme to reverse negative like-for-like sales growth and market share loss. It also initiated extensive restructuring, with large UK property write-downs and the sale of a number of assets, including its South Korean business.