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INTERTEK GROUP PLC

(the 'Company')

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20 March 2020

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ANNUAL REPORT AND ACCOUNTS 2019 AND NOTICE OF 2020 ANNUAL GENERAL MEETING

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In accordance with Listing Rule 9.6.1R and Disclosure Guidance and Transparency Rule ('DTR') 4.1.3R, the Company announces that the following documents have been posted to shareholders and submitted to the UK Listing Authority via the National Storage Mechanism:

�� Intertek Group plc 2019 Annual Report and Accounts;

�� Notice of�2020 Annual General Meeting; and

�� Proxy Form�for the 2020 Annual General Meeting.

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The above mentioned documents (except for the Proxy Form) are available on our website at www.intertek.com and will shortly be available for inspection at www.morningstar.co.uk/uk/nsm. The 2020 Annual General Meeting is due to be held on Thursday, 21 May 2020 at 9.00 a.m. in the Marlborough Theatre, No.11 Cavendish Square, London W1G 0AN.

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In compliance with DTR 6.3.5R, the information contained in the Appendix below is extracted from the 2019 Annual Report and Accounts and should be read in conjunction with the Company's 2019�Full Year Results Announcement for the year ended 31 December 2019 issued on 3 March 2020. Both documents are available at www.intertek.com and together constitute the material required by DTR 6.3.5R to be communicated to the media in unedited full text through a Regulatory Information Service. This material is not a substitute for reading the 2019 Annual Report and Accounts in full. Page numbers and cross references in the extracted information refer to page numbers and cross references in the 2019 Annual Report and Accounts.

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Appendix

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1.�� PRINCIPAL RISKS AND UNCERTAINTIES

This section sets out a description of the principal risks and uncertainties that could have a material adverse effect on the Group's strategy, performance, results, financial condition and reputation.

Risk framework

The Board has overall responsibility for the establishment and oversight of the Group's risk management framework. This work is complemented by the Group Risk Committee, whose purpose is to manage, assess and promote the continuous improvement of the Group's risk management, controls and assurance systems.

This risk governance framework is described in more detail in the Directors' report on pages 76 to 80.

The Group Audit Director and the Group General Counsel, who report to the Chief Financial Officer and Chief Executive Officer respectively, have accountability for reporting the key risks that the Group faces, the controls and assurance processes in place and any mitigating actions or controls. Both roles report to the Audit Committee, attend its meetings and meet with individual members each year as required.�

Risks are formally identified and recorded in a risk register which is owned by each of the Group's divisional, regional and functional risk committees. Risk registers are updated throughout the year by these risk committees and are used to plan the Group's internal audit and risk strategy.

In addition to the risk registers, all senior executives and their direct reports are required to complete an annual return to confirm that management controls have been effectively applied during the year. The return covers Sales, Operations, IT, Finance and People.

Principal risks

The Group is affected by a number of risk factors, some of which, including macroeconomic and industry-specific cyclical risks, are outside the Group's control. Some risks are particular to Intertek's operations. The principal risks of which the Group is aware are detailed on pages 51 to 55, including a commentary on how the Group mitigates these risks. These risks and uncertainties do not appear in any particular order of potential materiality or probability of occurrence.

There may be other risks that are currently unknown or regarded as immaterial which could turn out to be material. Any of these risks could have the potential to impact the performance of the Group, its assets, liquidity, capital resources and its reputation.

Changes to principal risks

Our principal risks continue to evolve in response to our changing risk environment. We added Brexit as a risk last year and have retained it because of the continuing political uncertainty. Although we are keeping Brexit developments under review, we do not at this stage perceive any material risk to the Company's viability arising from Brexit.

We have added two risks this year. The first is third-party relationships, which relates to how we manage the way in which we work with third parties (including landlords, suppliers, sub-contractors or agents) optimally from a financial, commercial, risk, governance, security or sustainability perspective. We have added this risk to reflect our increased focus on sustainability, including in our supply chains.

The second is Coronavirus (Covid-19), which relates to the outbreak of coronavirus which started in Wuhan in December 2019 and has been declared a Public Health Emergency of International Concern by the World Health Organisation. It is too early to assess what impact the developing situation in China and other countries will have on our clients' resumption of production activities. We are working closely with our clients to mitigate the risks caused by the virus and maximise business continuity in our and their operations.

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Operational

PRINCIPAL RISK

POSSIBLE IMPACT

MITIGATION

2019 UPDATE

Reputation

Reputation is key to the Group maintaining and growing its business. Reputation risk can occur in a number of ways: directly as the result of the actions of the Group or a Group company itself; indirectly due to the actions of an employee or employees; or through the actions of other parties, such as joint venture partners, suppliers, customers or other industry participants.

� Failure to meet financial performance expectations.

� Exposure to material legal claims, associated costs and wasted management time.

� Destruction of shareholder value.

� Loss of existing or new business.

� Loss of key staff.

� Quality Management Systems; adherence to these is regularly audited and reviewed by external parties, including accreditation bodies.

� Risk Management Framework and associated controls and assurance processes, including contractual review and liability caps where appropriate.

� Code of Ethics which is communicated to all staff, who undergo regular training.

� Zero-tolerance approach with regard to any inappropriate behaviour by any individual employed by the Group, or acting on the Group's behalf.

� Whistle-blowing programme, monitored by the Audit Committee, where staff are encouraged to report, without risk, any fraudulent or other activity likely to adversely affect the reputation of the Group.

� Relationship management and communication with external stakeholders.

This risk remains stable compared with 2018.

The Group continues to invest in staff development, quality systems and standard processes to prevent operational failures.

Customer

Service

A failure to focus on customer needs, to provide customer innovation or to deliver our services in accordance with our customers' expectations and our customer promise.

� May lead to customer dissatisfaction and

customer loss.

� Gradual erosion of market share and reputation if competitors are perceived to have better, more responsive or more consistent service offerings.

� Net Promoter Score ('NPS') customer satisfaction, customer sales trends and turnaround time tracking.

� Global and Local Key Account Management ('GKAM'/'LKAM') initiatives in place.

� Customer feedback meetings.

� Customer claims/complaints reporting.

This risk remains stable compared with 2018.

People Retention

The Group operates in specialised sectors and

needs to attract and retain employees with relevant experience and knowledge in order to take advantage of all growth opportunities.

� Poor management succession.

� Lack of continuity.

� Failure to optimise growth.

� Impact on quality, reputation and customer confidence.

� Loss of talent to competitors and lost market share.

� HR strategy policies and systems.

� Development and reward programme to retain and motivate employees.

� Succession planning to ensure effective continuation of leadership and expertise.

This risk remains stable compared with 2018.

Operational Health,

Safety and

Security

Any health and safety incident arising from our activities. This could result in injury to Intertek's employees, sub-contractors, customers and/or any other stakeholders affected.

� Individual or multiple injuries to employees

and others.

� Litigation or legal/regulatory enforcement action (including prosecution) leading to reputational

damage.

� Loss of accreditation.

� Erosion of customer confidence.

� Quality management and associated controls, including safety training, appropriate PPE (Personal Protective Equipment), Health & Safety policies (including due diligence on sub-contractors), meetings and communication.

� Avoiding fatalities, accidents and hazardous situations is paramount. It is expected that Intertek employees will operate to the highest standards of health and safety at all times and there are controls in place to reduce incidents.

This risk remains stable compared with 2018.

Industry and

Competitive

Landscape

A failure to identify, manage and take advantage of emerging and future risks. Examples include the opportunities provided by new markets and customers, a failure to innovate in terms of service offering and delivery, the challenge of radically new and different business models, and the failure to foresee the impact of, or adequately respond to and comply with, changing or new laws and regulations.

Macroeconomic factors such as a global/market

downturn and contraction/changing requirements in certain sectors.

� Failure to maximise revenue opportunities.

� Failure to take advantage of new opportunities.

� Lack of ability to respond flexibly.

� Erosion of market share.

� Impact on share price.

� Failure to respond to macroeconomic factors.

� Sanctions and fines for non-compliance with new laws, etc.

� GKAM and LKAM initiatives in place.

� Diversification of customer base.

� Focus on new services and acquisitions.

� Tracking new laws and regulations.

� Regular strategic and business line reviews.

� Development of ATIC-selling initiatives.

� NPS customer research to understand customer satisfaction.

This risk remains stable compared with 2018.The Group's results have been impacted by the lower levels of capital expenditure in the energy sector, driven by lower oil prices, but more than offset by the diverse nature of the Group and its ability to grow revenue and manage the cost base.

Third-party Relationships

A failure to optimally manage the way in which we work with

third parties (including

landlords, suppliers, subcontractors or agents) from a

financial, commercial, risk, governance, security or sustainability perspective.

Poorly established and

maintained relationships could increase the chances of poor quality work, ethical issues and

a lack of control over the

services Intertek is providing via third parties.

� Poor quality work.

� Ethical issues.

� Lack of control over services being

provided via third parties.

� Failing to agree optional terms, including pricing with suppliers.

� Contracting with suppliers whose

sustainability, ethical, cyber or other standards cause a risk to Intertek, its reputation or its operations.

� Third-party appointment and due diligence processes.

� Standard third-party contracts.

� Third-party lease reviews.

� Vendor/supplier financial diligence.

� Supplier Code of Conduct.

� Annual reviews of quality and pricing.

� Training on Code of Ethics for key third parties.

� Supply chain risk review as part of compliance with Modern Slavery Act.

This has been added as a new risk for 2019 to capture risks relating to Intertek's relationships

with all third parties.

The mitigating controls in place should address the risks faced and we continue to monitor these relationships on an ongoing basis.

UK Withdrawal from the EU (Brexit)

Flow of goods and services: increased friction at customs points could disrupt our customers' 'just in time' supply chains in the short-term or lead to changes in global supply chains in the mid- to longer-term.

People: restrictions on the free movement of people between the UK and EU could make it more difficult to attract and retain talent in those markets.

Regulatory environment: de-harmonisation relating to product or manufacturing standards could increase the regulatory burden on our customers and have an impact their investment decisions.

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� Reduced work volumes or delays in anticipated

customer orders.

� Longer-term changes in global supply chains could lead to a need to refocus our service offering or delivery locations to align optimally with customer requirements and to remain competitive.

� A failure to attract and retain talent could lead to a failure to optimise growth.

� A failure to identify, understand and align our service offering and delivery with additional or diverging regulatory barriers could lead to a loss of revenue/

profitability/market share.

� Monitoring of legal/regulatory/political developments affecting Group

companies and our ability to operate.

� Engagement with customers to monitor developments, views and feedback.

� Monitoring of media and public statements by customers/regulatory bodies/

other stakeholders.

� Liaising with UK Government departments to gather intelligence and explore opportunities to support.

� Brexit planning to mitigate impacts on Notified Bodies, people and customer service delivery.

� Access to market sector analysis from advisers.

� Prioritised investment in growth/strategic areas.

This risk remains the same as in 2018, and uncertainty remains.

Brexit has a direct impact on our UK Notified Bodies and we have taken steps to relocate these businesses to address that risk.

We continue to monitor developments.

IT Systems and

Data Security

Systems integrity: major IT systems integrity issue, or data security breach, either due to internal or external factors such as deliberate interference or power shortages/cuts etc.

Systems functionality: a failure to define the right IT strategies, maintain existing IT systems or implement new IT systems with the required functionality and which are fit for purpose, in each case to support the Group's growth, innovation and competitive customer offering.

Data security: a failure to adequately protect the Group's confidential information, customer confidential information or the personal data of the Group's employees, customers or other stakeholders.

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� Loss of revenue due to down time.

� Potential loss of sensitive data with associated legal

implications, including regulatory sanctions and

potential fines.

� Potential costs of IT systems' replacement

and repair.

� Loss of customer confidence.

� Damage to reputation.

� Loss of revenue/profitability if we fail to adopt an IT investment strategy which supports the Group's growth, innovation and customer offering.

� Information systems policy and governance structure.

� Regular system maintenance.

� Backup systems in place.

� Disaster recovery plans that are constantly tested and

improved to minimise the impact if a failure does occur.

� Global Information Security policies in place (IT, Data Protection, Cyber Security).

� Adherence to IT finance systems controls (part of Core Mandatory Controls ('CMCs')).

� Adherence to IT general controls.

� Internal and external audit testing.

� Processes to ensure compliance with GDPR.

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We believe this risk has increased in 2019 as cyber-attacks are becoming increasingly sophisticated.

In 2019, we implemented mandatory IT awareness training for all employees.� A key focus of our mitigation activities was on identity and access management to ensure end-user security and data management.

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Coronavirus (COVID-19) The risk caused by the outbreak of coronavirus, which started in Wuhan in December 2019 and has been declared a Public Health Emergency of International Concern by the World Health Organisation. The

virus is a potential risk to: (1) the health and safety of our people; (2) the ability of our and

our customers' businesses to operate normally; and (3) global

supply chains and the flow of goods and services.

� � �� There is a health and safety risk to our people who come into contact with confirmed cases.

� In affected areas, there is a risk that the ability of our people to work as normal is impacted by mandatory

health and safety restrictions, including quarantine and travel

restrictions in certain cases.

� There is a risk that the ability of our people to perform field-based work

(audits and inspections) is further affected by control and prevention measures that we and our clients

are taking.

� In affected areas, there is risk of disruption to our normal operations both as a consequence of the issues

faced by our people and of the impact to our clients' operations and production levels.

�There is a risk that an ongoing situation could disrupt the China

and/or global supply chains, which could lead to a need to refocus our

service offering or delivery locations to align optimally with customer requirements and to remain competitive.

� There is a risk that our 2020 performance will be affected by the temporary disruption to the supply chains of our clients and any impact it may have on global trade activities.

� We are closely monitoring our people's health, safety and security and relevant

regulatory requirements.

� We have implemented extensive hygiene control and prevention measures for our

office and field-based people.

� We have made changes to operational procedures to redirect work to Intertek

facilities in unaffected locations.

� We are engaging closely with our customers to support their needs.

� We have put in place temporary travel restrictions into and out of China and Hong Kong.

� We have working groups at the Group, regional and local levels to monitor the situation and put appropriate mitigation action and continuity plans in place.

This has been added as a new risk for 2019 to capture the risks of this developing situation in China and other countries.

We are working closely with our clients to prioritise the health and safety of our and their people and to maximise business continuity.

Legal and Regulatory

Regulatory and

Political Landscape

A failure to identify and respond appropriately to a change in law and/or regulation, or to a political decision, event or condition which could impact demand for the Group's services or the Group's ability to grow, innovate and/or provide a competitive customer offering in any existing or new industry sector or market.

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� Loss of revenue, profitability and/or market share.

� Increase to costs of operations, reduction in profitability.

� Reduction in the attractiveness of investment in specific

business, sectors or markets and/or adverse change the competitive landscape.

� Monitoring of regulatory environment and political developments.

� Analysis of impact of regulatory and political changes on operational SOPs

and Group policies.

� Membership of relevant associations, e.g. IFIA with related advocacy and

liaison activities.

This risk remains stable compared with 2018.

Business Ethics

Non-compliance with Intertek's Code of Ethics ('Code') and/or related laws such as anti-bribery, anti-money laundering, and fair competition legislation. Non-compliance could be either accidental or deliberate, and committed either by our people or sub-contractors who

must also abide by the Code.

� Litigation, including significant fines and debarment from certain territories/activities.

� Reputational damage.

� Loss of accreditation.

� Erosion of customer confidence.

� Impact on share price.

� Annual Code of Ethics training and sign-off requirement.

� Whistleblowing programme, monitored by the Group Risk Committee, where

staff are encouraged to report, without risk, any fraudulent or other activity likely to adversely affect the reputation of the Group.

� Enhanced processes for engagement with suppliers and third parties.

� Zero-tolerance approach with regard to any inappropriate behaviour by any individual employed by the Group, or acting on the Group's behalf.

� The Group employs local people in each country who are aware of local legal and

regulatory requirements. There are also extensive internal compliance and audit systems to facilitate compliance. Expert advice is taken in areas where

regulations are uncertain.

� The Group continues to dedicate resources to ensure compliance with the UK

Bribery Act and all other anti-bribery legislation, and internal policy.

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This risk remains stable compared with 2018.

Ongoing annual confirmations ensure that staff verify compliance with the Code of Ethics.

Local compliance officers perform due diligence on sub-contractors to check that they have signed the Group's Code.

During 2019, 168 (2018: 158) non-compliance issues were reported through the whistleblowing hotline and other routes. All were investigated, with 40 (2018: 45) substantiated and corrective action taken.

Financial

Financial Risk

Risk of theft, fraud or financial misstatement by employees. On acquisitions or investments, the financial risk or exposure arising from due diligence, integration or performance delivery failures.

� Financial losses with a direct impact on the bottom line.

� Large-scale losses can affect financial results.

� Potential legal proceedings leading to costs and management time.

� Corresponding loss of value and reputation could result in funding being withdrawn or provided at higher interest rates.

� Possible adverse publicity.

� The Group has financial, management and systems controls in place to ensure

that the Group's assets are protected from major financial risks.

� Adherence to Authorities Grid (which sets approval limits for financial transactions).

� Legal, financial and other due diligence on M&A and other investments.

� A detailed system of financial reporting is in place to ensure that monthly financial results are thoroughly reviewed. The Group also operates a rigorous programme of internal audits and management reviews. Independent external auditors review the Group's half-year results and audit the Group's annual financial statements.

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This risk remains stable compared with 2018.

Review and update of core mandatory controls for year-end compliance certification.

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2.�� RELATED PARTIES

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Identity of related parties

The Group has a related party relationship with its key management. Transactions between the Company and its subsidiaries and between subsidiaries have been eliminated on consolidation and are not discussed in note 21.

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Transactions with key management personnel

Key management personnel compensation, including the Group's Directors, is shown in the table below:

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�	2019 �m	2018 �m
Short-term benefits	11.4	10.6
Post-employment benefits	0.9	0.8
Equity-settled transactions	9.7	8.5
Total	22.0	19.8

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More detailed information concerning Directors' remuneration, shareholdings, pension entitlements and other long-term incentive plans is shown in the audited part of the Remuneration report. Apart from the above, no member of key management had a personal interest in any business transactions of the Group.

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3.�� STATEMENT OF DIRECTORS' RESPONSIBILITIES

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Statement of Directors' Responsibilities in respect of the Annual Report and the Financial Statements

The Directors are responsible for preparing the Annual Report and the financial statements in accordance with applicable law and regulation.

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Company law requires the Directors to prepare financial statements for each financial year. Under that law, the Directors have prepared the Group financial statements in accordance with International Financial Reporting Standards ('IFRSs') as adopted by the European Union and Company financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards, comprising FRS 101 'Reduced Disclosure Framework', and applicable law). Under company law, the Directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Group and Company and of the profit or loss of the Group and Company for that period. In preparing the financial statements, the Directors are required to:

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?	select suitable accounting policies and then apply them consistently;
?	state whether applicable IFRSs as adopted by the European Union have been followed for the Group financial statements and United Kingdom Accounting Standards, comprising FRS 101, have been followed for the Company financial statements, subject to any material departures disclosed and explained in the financial statements;
?	make judgements and accounting estimates that are reasonable and prudent; and
?	prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Group and Company will continue in business.

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The Directors are also responsible for safeguarding the assets of the Group and Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

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The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain the Group and Company's transactions and disclose with reasonable accuracy at any time the financial position of the Group and Company and enable them to ensure that the financial statements and the Directors' Remuneration report comply with the Companies Act 2006 and, as regards the Group financial statements, Article 4 of the IAS Regulation.

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The Directors are responsible for the maintenance and integrity of the Company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

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Responsibility Statement of the Directors in respect of the Annual Financial Report

The Directors consider that the Annual Report and Accounts, taken as a whole, is fair, balanced and understandable and provides the information necessary for shareholders to assess the Group and Company's position and performance, business model and strategy.

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Each of the Directors, whose names and functions are listed in the Directors' report confirm that, to the best

of their knowledge:

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the Company financial statements, which have been prepared in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards, comprising FRS 101 'Reduced Disclosure Framework', and applicable law), give a true and fair view of the assets, liabilities, financial position and profit of the Company;

the Group financial statements, which have been prepared in accordance with IFRSs as adopted by the European Union, give a true and fair view of the assets, liabilities, financial position and profit of the Group; and

the Directors' report includes a fair review of the development and performance of the business and the position of the Group and Company, together with a description of the principal risks and uncertainties that it faces.

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The Directors' report comprising pages 58 to 103 and the Group Strategic report comprising pages 1 to 57 have been approved by the Board and signed on its behalf by the Chief Executive Officer.

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The Company's 2019 Annual Report and Accounts will be delivered to the Registrar of Companies in due course and copies of all of these documents may also be obtained from:

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Fiona Evans

Group Company Secretary

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33 Cavendish Square

London

W1G 0PS

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Registered Number: 4267576

Telephone:�� +44 (0)20 7396 3400

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Contacts

For further information, please contact:

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Denis Moreau, Investor Relations

Telephone:�� +44 (0) 20 7396 3415�� [email protected]�

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Jonathon Brill, FTI Consulting

Telephone:�� +44 (0) 20 3727 1000 �� [email protected]

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Intertek is a leading Total Quality Assurance provider to industries worldwide.

Our network of more than 1,000 laboratories and offices and 46,000 people in more than 100 countries, delivers innovative and bespoke Assurance, Testing, Inspection and Certification solutions for our customers' operations and supply chains.

Intertek Total Quality Assurance expertise, delivered consistently, with precision, pace and passion, enabling our customers to power ahead safely.

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1.��� PRINCIPAL RISKS AND UNCERTAINTIES

1.�� PRINCIPAL RISKS AND UNCERTAINTIES