No intangible assets are held as security for external borrowings.

Goodwill is allocated to two groups of cash-generating units (CGUs), being Retail and Car Servicing as follows:

1) Retail

Goodwill of £253.1m arose on the acquisition of Halfords Holdings Limited by the Company on 31 August 2002 and is allocated to the Retail segment. The goodwill relates to a portfolio of sites within the UK which management monitors on an overall basis as a group of cash-generating units being Retail. Goodwill of £10.7m arose on the acquisition of Boardman Bikes Limited and Boardman International Limited on 4 June 2014 which form part of the Retail offering.

Goodwill of £9.5m arose on the acquisition of Tredz Limited and Wheelies Direct Limited on 23 May 2016 and is allocated to the Retail segment. The goodwill relates to the two entities which management monitors on an overall basis as part of the Retail cash-generating unit.

2) Car Servicing

Goodwill of £69.7m arose on the acquisition of Nationwide Autocentres on 17 February 2010 and is allocated to the Car Servicing segment. The goodwill relates to a portfolio of centres within the UK which management monitors on an overall basis as a group of cash-generating units being Car Servicing.

During the current period Autocentres acquired The Universal Tyre Company (Deptford) Limited with goodwill of £2.1m. This acquisition has been allocated to the Car Servicing segment. The goodwill relates to a portfolio of garages and fleet vans within the south of England which management monitors on an overall basis as part of the Car Servicing cash-generating unit.

During the prior period Autocentres acquired McConechy's Tyre Service Limited with goodwill of £6.9m and Tyres on the Drive with goodwill of £0.7m. These acquisitions were allocated to the Car Servicing segment. The goodwill relates to a portfolio of garages within Scotland which management monitors on an overall basis as part of the Car Servicing cash-generating unit.

The goodwill arising on the acquisition of the Nationwide Autocentres is attributable to a) future income to be generated from new retail, fleet customer contracts and related relationships, b) the workforce, c) the value of immaterial other intangible assets, and d) operating synergies. The goodwill on acquisition of the Boardman Bikes is attributable to a) operating synergies and increased control of operations, b) the value of immaterial other intangible assets, and c) future income to be generated from new retail customer contracts and related relationships. The goodwill on acquisition of Tredz and Wheelies is attributable to a) assembled workforce and b) future expansion and growth opportunities.

The Group is required to test, on an annual basis, whether goodwill has suffered any impairment. The recoverable amount of goodwill is determined based on "value-in-use" calculations for each of the two groups of cash-generating units, being Retail and Car Servicing. This is the lowest level within the Group at which the goodwill is monitored for internal management purposes, which is not higher than the Group's operating segments as reported in Note 1.

This requires estimation of the present value of future cash flows expected to arise from the continuing operation of the CGU. Cash flow projections are based on financial budgets approved by management covering a five-year period, which are reviewed by the Board. Budgets are based on both past performance and expectations for future market development, linked to the strategy of the Group as set out in the Strategic Report section in these financial statements.

The five-year plan assumes like for like sales growth to remain at the same level as that applied within the FY22 going concern projections within the Retail Motoring Markets, a small growth on the FY22 going concern projections in the Autocentres (4%) and McConechys (1%) market due to share gains and a stronger growth in the Halfords Mobile Expert (8.8%) market as we scale the number of vans from 143 to at least 200. Retail Cycling has a single digit growth rate assumed as we expect infrastructure investments by the Government suggesting strong growth rate in the market. Forecasts prepared have been risk adjusted to recognise ongoing uncertainty caused by COVID-19.

Cash outflows required to replace leased assets which are essential to the ongoing operation of the CGU were also considered and the estimates informed by the Group's recent lease negotiations. Management has considered other reasonably possible changes in key assumptions that would cause the carrying amounts of goodwill to exceed the value in use for each asset.

The growth rates used to extrapolate cash flows beyond the plan period, as set out in the table below, do not exceed long-term industry averages and reflect the revenue growth and ongoing efficiency initiatives, and the relative maturity of the two CGUs. The growth rates for both the retail and car servicing CGUs have been reviewed and updated as required to reflect the current strategy.

The discount rate is a pre-tax rate that reflects the current market assessment of the time value of money and the risks specific to the cash-generating units. The pre-tax discount rates used to calculate value in use are derived from the Group's post-tax weighted average cost of capital, incorporating the impact of IFRS 16, and adjusted for the specific risks relating to each cash-generating unit as required. The discount rates used are shown below:

Goodwill for the retail CGU was £273.3m (2020: £273.3m) and for the car servicing CGU was £79.4m (2020: £77.3m).

Notes:

1. Pre-tax discount rate applied to the cash flow projections.
2. Growth rate used to extrapolate cash flows beyond the five-year budget period.

Sensitivity analysis over the key assumptions in the value-in-use calculations has been undertaken inclusive of considerations of the ongoing effect of COVID-19. Modelling included looking at the effect of a 1% decrease in terminal growth rate and a 1% increase in the discount rate. Both separately and combined, these showed adequate headroom and due to the maturity of the business it is not deemed reasonable that these would move further. Further stress testing also took place which showed EBIT, and thus sales, would need to move by a significant percentage before an impairment would be triggered. Management did not believe this percentage movement was likely. Results of this sensitivity analysis are shown below:

Further modelling was also undertaken to review the point headroom would be reduced to £nil. For the carrying amount and recoverable amount to be equal within Retail cash generating unit, EBIT (pre-IFRS 16) would need to decrease by 43%, the pre-tax discount rate would need to increase by 3.2% and the long term growth rate would need to decrease by 3% (each sensitivity applied individually). For the carrying amount and recoverable amount to be equal within Car Servicing cash generating unit, EBIT (pre-IFRS 16) would need to decrease by 55%, the pre-tax discount rate would need to increase by 8.6% the long term growth rate would need to decrease by 5.7% (each sensitivity applied individually).

Based on the analysis summarised above the Directors were satisfied that no reasonably possible change in key assumptions would lead to an impairment, the Directors have concluded that the recoverable value of the Group's CGUs exceeded their carrying amount.