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Suncor EnergyBreville Group LimitedAnnual Report 2022 Acknowledgement of Country
Breville appliances are proudly designed and engineered at the Breville
headquarters in Alexandria, Sydney. This is Gadigal Country and the area
has been used by the Gadigal People as well as the Gamayngal, Bideagal and
Gweagal Peoples for millennia.
Evidence of this deep connection can be found with remains of hunted
Dugong bones dating back 6,000 years, and a campsite at nearby Wolli Creek
which is over 10,000 years old.
We acknowledge and pay respects to the traditional custodians of the land and
waters on which we work, the Gadigal People, and to their food culture that we
seek to support through sharing these works with Australia and the world.
Breville Group Limited annual report 2022
Contents:
Chairperson’s and CEO review
Strategy and brands
Directors’ Report
Corporate Governance Statement
Financial Report
Shareholder Information
Company information
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126
128
Annual general meeting:
Thursday 10th November 2022 at 10am.
Suite 2, 170-180 Bourke Rd,
Alexandria NSW 2015.
Chairperson’s and CEO review
“A solid year for Breville, delivering record sales and
EBIT against a dynamic second half backdrop”.
On behalf of the Board of Directors (“Board”) of
Breville Group Limited (“Breville”) we are pleased to
present the Annual Report for the year ended 30 June
2022 (“FY22”).
FY22 saw Breville deliver record sales of over $1.4bn,
consistent gross margins and a 14.6% growth in EBIT
to $156.4m compared with the pcp.
Having doubled the size of the business in the last
4 years, the breadth of our expanding geographic
portfolio came through in FY22 as the accelerated
growth in the Americas in the 2H partially offset the
slowdown in Europe following the disruption caused
by the Ukraine invasion. EMEA and APAC are now
roughly the same size, and together, they balance the
Americas, meaning a challenge in one region can
often be compensated by strength in another. During
FY22 we entered South Korea and Poland, further
strengthening, and diversifying, our geographic reach.
Our Global Product segment revenue grew by 19.8% in
FY22, or 18.0% in constant currency, with solid growth
across all geographies. On a constant currency basis,
Global Product revenue in the Americas grew by
19.4%, APAC by 18.2%, and EMEA by 15.1%.
We managed margins well, demonstrating the pricing
power of our premium brands and products in the
face of increasing freight and product costs and global
currency fluctuations. Importantly, consistent with our
strategy to deliver long term sustainable value, our
investment in the medium-term growth drivers of the
business also continued as we increased our spend on
Marketing, R&D and Technology Services.
The Group’s net working capital position at 30 June
2022 of $347.8m reflected both the restoration of a
more normal, or equilibrium, working capital level, and
the pull forward of a portion of 1H23 peak inventory to
partially de-risk the beginning of FY23 as supply chain
challenges continue. With this successful pull forward
of inventory, and our NPD pipeline beginning to come
to market, we are well positioned for continued growth
in FY23.
The Board has declared total full year dividends of
30.0 cents, in line with the target payout ratio of
40% of EPS.
Breville’s continued success can only be achieved
through the outstanding contribution of the Breville
team across the globe. We thank the team for their
tenacity and agility in pushing through the tactical
challenges of FY22 and delivering record results while
continuing to promote our longer term strategic plan.
In May of FY22 we were excited to launch of our
Aboriginal Culinary Journey range of products at the
National Museum of Australia in Canberra in May,
where the originals are now on exhibit. We are hopeful
that through this limited-edition range, we, along with
our partners in this project, have set a gold standard
for how corporates can thoughtfully engage with
indigenous cultures to create something spectacular.
This range is the culmination of over four years of
collaborative work and something we are very proud
to have contributed to. We provide more detail on this
initiative, and our overall developing ESG agenda,
goals and achievements in our Directors’ report.
We would like to thank our fellow Directors for
their diligent focus and guidance during these
dynamic times. On behalf of the Board, we would
like to welcome and congratulate Tim Baxter on his
recent appointment to the Board, adding substantial
additional global capability.
Finally, on behalf of the Board we would like to thank
our shareholders, customers, retail partners, and
suppliers for their continued support, and we look
forward to working with you all in FY23 and beyond.
With many thanks,
Tim Antonie
Non-executive Chairperson
Jim Clayton
Managing Director and Chief Executive Officer
1
Corporate social responsibility
Artwork © 2020 Lucy Simpson (Gaawaa Miyay)
Brand Guidelines. Updated August 2022
Brand Guidelines. Updated August 2022
Sustainability
Our ESG strategy – “to create innovative, attractive
and energy efficient kitchen appliances, designed and
sourced in a socially and environmentally responsible
manner that delights our consumers, meets the
expectations of our stakeholders and delivers
sustainable value creation” is embedded in our
business operations, new product development and
risk management processes. Details of our progress
on ESG initiatives is detailed in pages 25 - 40 of the
Directors' report.
Reconciliation Action Plan
The company’s first ‘Reflect’ Reconciliation Action
Plan (RAP) received official endorsement from
Reconciliation Australia in March 2022.
The progress of our RAP is guided by an Advisory
Council of elders and community stakeholders that
provides the Breville RAP Working Group with advice
and information on equity issues facing Aboriginal
and Torres Strait Islander communities as well as
feedback and support around implementation and
monitoring of actions, projects and commitments
identified in the RAP.
More information on these initiatives, and our
Reconciliation Action Plan, can be found on the
Breville Group Corporate website.
Artwork © 2020 Yalti Napangati
an Aboriginal Culinary Journey™
Breville|Sage is donating 100% of our profits from
the sale of the ‘Aboriginal Culinary Journey’ range
to create opportunity for Indigenous Australians. We
expect to raise just over $1,000,000AUD through the
sale of these items globally. Half of the funds will be
used to support the National Indigenous Culinary
Institute’s work to create employment opportunities
for aspiring Aboriginal and Torres Strait Islander
chefs and the ‘Indi-Kindi Program’ by the Moriarty
Foundation to support better childhood nutrition and
sharing Indigenous Food Culture. The other half will
be used for Indigenous scholarships and initiatives
at the University of Technology Sydney to create
pathways for employment in engineering, technology
and design.
Lucy Simpson
(Gaawaa Miyay)
Yalti Napangati
Yukultji (Nolia)
Napangati
Warlimpirrnga
Tjapaltjarri
3
New product launches
Colour
Breville|Sage launched the Black Stainless and
the Red Velvet colourways, expanding the Luxe
Collection beyond Black Truffle, Sea Salt, Damson
Blue, and Smoked Hickory. Breville|Sage’s expanding
colourways allow consumers access to the brands’
innovation and performance benefits on a daily basis
by giving them the ability to coordinate their favourite
appliances more directly with their kitchen aesthetic.
The brand has also included the new colourways
into our existing augmented reality app, which
gives consumers a sneak peek at how the different
appliances and colourways will look in their kitchen
prior to purchase. This has resulted in significant
incremental sales of the brand’s appliances for
consumer kitchens around the world.
Coffee
The Barista Express Impress introduces a new,
innovative assisted tamp system that makes manual
espresso making easier than ever before without
losing that hands-on feel. The Impress Puck System
is a lever tamp system that applies a constant 10kg
impression to your dose, finishing it with a 7° barista
twist for a more polished puck in combination with
an intelligent dosing system that learns on the job,
automatically calculating and adjusting the dose of
freshly ground coffee, as required, based on the last
grind and tamp outcome. 25 Grind Settings with
Integrated Precision Conical Burr Grinder. A built in,
powerful manual steam wand that allows you to hand
texture microfoam milk enhancing flavour, which is
essential for the creation of latté art.
The product has been very well received, and has
won some of the most prestigious awards, including
the Red Dot: Best of the Best in Product Design 2022
award and the Specialty Coffee Association’s 2022
Specialty Coffee Expo Best New Product Award in the
Consumer Coffee parathionion & Serving (Electrical)
category.
Connected cooking
The Joule Oven Air Fryer Pro is the company’s first
smart connected oven and is paired with the Joule
Oven App which features an impressive digital
library of video-guided recipes and content from
world renowned chefs and culinary partners including
New York Times Cooking, America’s Test Kitchen,
Williams Sonoma and Serious Eats.
Each and every recipe in the Joule Oven App has
step-by-step visual instructions paired with just the
right element settings, to provide truly accessible and
interactive cooking experiences. Home cooks can
cook full recipes on Autopilot, as the Joule Oven Air
Fryer Pro automatically switches modes and functions
at different cooking phases for a virtually hands-free
experience.
With the assistance of the Joule Oven, all consumers,
regardless of their skill level, will be confident that
they’ll achieve the fool-proof and professional results
they desire, the first time they use the oven, and every
time thereafter. Consumers now are experiencing
a wide range of perfectly prepared foods, ranging
from basics such as “Easy Bake Bacon” and “Air
Fried French Fries”, to simple recipes such as “Grilled
Cheese Sandwich” and “Levelled-up Air Fried Chicken
Wings”, to more complicated and sophisticated items
such as “Set It and Forget It Rotisserie-style Chicken”
and “Air Fried Steak, Salmon, Teriyaki Chicken and
Brussel Sprouts”.
5
Coffee Solutions
“Coffee Essentials” Bundles
Built on extensive customer research into the
espresso machine buying experience, Breville|Sage
launched “Coffee Essentials” Bundles in December
2021. Carefully engineered to deliver a frictionless
experience that guides consumers to the right
espresso machine for their lifestyle, and pair it with
a coffee subscription delivering freshly roasted
specialty beans from artisan roasters to their doorstep.
To ensure a delightful first-use experience, every
customer receives a complimentary “Barista Tool
Kit” with everything they need to make café-quality
espresso, complete with an online “Masterclasses”
with expert baristas and tutorials.
Beanz.com
Breville|Sage’s focus on providing its customers
the best at-home specialty coffee experience now
includes third wave coffee bean subscription. Beanz.
com is designed to seamlessly complement our
internationally renowned espresso and coffee product
portfolio and provide an easy pathway and better
access to the top tier specialty coffee roasters. The new
platform, first to launch in the US and UK (with other
markets to follow), is designed for consumer-facing
discovery and education. All beanz.com featured
roasters represent a growing group of best-in-class,
renowned, and emerging independent roasters.
myBreville‰ / mySage‰
My Breville|Sage is our consumers personal
dashboard, curated to include everything they need
relating to their products. Once they join, they have
access to all their product information and relevant
tutorials, a link to a 3D interactive onboarding app
relevant to their product, their purchase history,
warranty details, their subscriptions to services such
as beanz.com or cleaning products, masterclasses
past and future, account details and easy links to our
support platform and team.
Experience Hub
Breville|Sage has launched the Experience Hub, that
delivers service and support at every stage in their
journey with Breville|Sage|Beanz, where existing
consumers can access product information, and view
inspiring content such as masterclasses and an ever-
growing library of recipes.
The Experience Hub also includes tutorial videos
covering everything from unboxing to learning latte
art, available on demand and created to support
consumers with their new product and with future
purchase decisions.
7
Tingari Tingari men and the Ancestral Snake at Wilkinkarra
Artwork © 2020 Warlimpirrnga Tjapaltjarri
Strategy and brands
Breville Group’s primary strategy is the design
and development of the world’s best kitchen
appliances together with expanding distribution
and dynamic marketing on a global scale.
The Breville and Sage brands are at the core of this
strategy, representing the majority of the Group’s
revenues and marketing activities. There are, however,
a number of additional company-owned brands and
brand partners in different geographies that assist in
the delivery of the business strategy.
In line with its global strategy, the Group is focused on
the design, development and sale of Breville-branded
and Sage-branded products supplied in currently
81 countries to the premium kitchen segment of the
market (‘Global Product’).
Most recently, on July 1st, 2022, the Group completed
its acquisition of Castegnato, Italy based LELIT.
Founded in 1895, LELIT designs, manufactures, and
markets premium home coffee equipment in Europe
and throughout the world. The acquisition brings
together two of the great coffee cultures of the world:
Italy and Australia. LELIT joins the Group’s previous
year acquisition, Seattle based coffee grinding
company, Baratza LLC. Established in 1999, Baratza
designs and markets premium coffee grinders for
North America and international markets. The
acquisitions are complimentary to the Group’s
existing premium coffee business and all three brands
have a shared passion for using product innovation to
improve the consumer’s coffee experience at home.
The past year also saw the Group successfully launch
beanz.com into the USA and UK markets. Beanz.om is
an online marketplace offering consumers third wave
specialty coffee beans, produced by the best artisanal
roasters, The platform enables consumers to select
from a wide range of specialty beans, which are then
roasted to order and delivered fresh; a subscription
service then ensures that the consumer never runs out
and is always able to make the most of the Group’s
equipment and produce a third wave specialty coffee
at home.
The Distribution segment sells products that are
distributed pursuant to a license or distribution
agreement, or they are sourced directly from
manufacturers. Products in this business unit may
be sold under a brand owned by Breville® (Breville®,
Kambrook®, Aquaport®, Cli-mate®), or Sage® they may
be distributed under a third-party brand (Nespresso®).
Americas
In Americas, the Group distributes its range of
internally designed and developed kitchen products
under the Breville and Baratza brands through
premium channels and its own direct-to-consumer
e-commerce platform. From the second half of the 2018
financial year, the Breville brand included a range of
Breville co-branded Nespresso coffee machines as one
of Nespresso’s machine partners in North America.
North American revenues also include a USA based
culinary division – PolyScience, one of the world’s
market leaders in premier sous vide cooking in both
the commercial and professional markets.
Asia Pacific
In Australia and New Zealand, the Group primarily
trades under its company owned brands, Breville®,
Kambrook®, Aquaport® and Cli-mate®).
The Kambrook brand extends to categories beyond
the kitchen; offering not just a full range of kitchen
appliances, but also irons, vacuums, heating and
cooling products, all at an affordable price point
without any compromise on quality and performance.
In the Asia Pacific region the Group markets its
premium designed and developed kitchen products
under the Breville brand as well as selected products
under the Kambrook brand in parts of Asia.
The Group entered and took direct distribution
responsibility for South Korea. Distribution in the
rest of the regions is managed using local third-party
distributors supplied via the Group’s Hong Kong
office.
Europe, Middle East and Africa
In the United Kingdom and Europe, the Group
markets and distributes its premium designed and
developed global kitchen products under the company
owned brand, Sage® and Baratza. It is also a supplier
for Sage® branded goods to certain distributors located
throughout Europe and the Middle East.
In Europe the Breville brand is not owned or operated
by the Breville Group.
The Group markets its premium designed and
developed kitchen products under the Breville brand
as well as selected products under the Kambrook
brand in parts of Africa.
9
Dhunbarrbil Place of many seeds ready for grinding
Artwork © 2020 Lucy Simpson (Gaawaa Miyay)
Strategy and brands continued
Breville’s ethos of ‘Food Thinking’ and creativity
remains as relevant today as it did then and continues
to gain momentum and win over a new generation
of consumers, driving accelerated innovation and
increased product development. Furthermore, the
Group’s appreciation for food science and culinary
trends has led to the fostering of relationships with
high profile food thinkers, including world renowned
baristas and chefs, some of whom have directly helped
the Group in a product development capacity.
The Consumer at the Core of the
Business
The Group focuses on driving consumer
understanding of, and engagement with, the Group’s
product and proposition. The Group believes that
consumers should be able to produce and enjoy a
perfect result every time, and that they should never
have to settle or compromise just because they are
making it at home. Through “Food Thinking”, the
Group provides consumers with “Mastery in a Box”
- innovative products which simplify and make the
process of creation more of a pleasure, and the end
result more perfect, each and every time.
At the heart of this proposition lies a passionately-
held belief that consumers should feel empowered to
share these results with those who are most important
to them; their family and friends. After all, the
opportunities to make everyday moments an occasion
exist in the tens of thousands, and Breville believes
that use of its products will help consumers “Master
Every Moment” and enjoy life to the fullest extent.
A History of Innovation
90 years ago, on Melbourne Cup day in 1932, two
Australian entrepreneurs, Bill O’Brien and Harry
Norville, combined their surnames together to
form the name ‘Breville’ and founded a company
manufacturing radios out of Sydney.
During the 1960’s, Bill’s son John focused the
organisation on solving common kitchen problems
and founded the Breville small appliance research and
development centre, which led to the invention of the
now iconic Breville toasted sandwich maker.
The toasted sandwich maker kick-started a long list of
award-winning innovative Breville products developed
in Australia and distributed throughout the world.
From the original Kitchen Wizz™ food processor and
High-Wall Wok, to the launch of the world’s first wide
feed chute Juicer, Breville has become synonymous
with ground-breaking innovation in the kitchen.
More recently, the Group has innovated in the world
of third wave specialty coffee, and has created a series
of award winning successes, including the Barista
Express, the Oracle, and more recently, the Barista
Express Impress.
Finally, this year, the connected Joule Oven Air Fryer
Pro was successfully launched in North America, and
joins a previous connected offering, the Joule Sous
Vide Immersion Circulator and expands the Group’s
presence in the world of the connected kitchen.
Growth of the Brand
In 2000, Breville embarked on a project to expand its
design and innovation capabilities, building a much
larger internal team that has today become Australia’s
leading product development team. This investment
culminated in the 2003 launch of its premium
range of products into the United States and other
international markets.
In 2009, Breville combined its design and
development capabilities with a more focused
marketing, recruitment and cultural initiative entitled
“Food Thinking”. As a part of this strategy, internal
teams work closely with professional chefs and
consumers to develop insight and an integrated
approach to product development
• Deeper understanding of food, friction points, and
the challenges consumers face;
•
Innovation to solve these challenges, protectable
as IP; marketed as “Simple Moments of Brilliance”
• Superior quality and engaging design
11
Piruwa Women preparing Piruwa tea at Kiwirrkurra
Artwork © 2020 Yalti Napangati
Strategy and brands continued
Sage®
In the United Kingdom and Europe, the Group
distributes its premium designed and developed
products under the Group owned brand, Sage®. The
brand identity and positioning of Sage® is aligned
closely to the global Breville brand identity, ”Food
Thinking” approach, and “Master Every Moment”
empowerment strategy.
The Sage® distribution strategy is also very similar to
that of Breville in North America, with distribution
limited primarily to premium retailers and its own
direct to consumer e-commerce platform. The Group
continues to invest in engaging marketing activity
for the Sage® brand to drive targeted expansion
and accelerate the brand’s presence in the premium
channel across Europe, the United Kingdom and the
Middle East.
Additionally, since 2017, the Group also works with
distribution partners who have decided to take
advantage of the Group’s investment in the Sage®
brand in their territories. Countries such as Denmark,
Sweden, Norway, Finland, Estonia, Lithuania, Latvia,
Czech Republic and Slovakia, amongst others, were
the first to transition.
Kambrook®
Kambrook® has become known for quality, durable
products at an affordable price point. The ever-
expanding product range encompasses appliances
for the kitchen, living room, laundry and bedroom.
Kambrook® continues to highlight the durability of its
appliances and the rigorous testing process that each
new product undergoes.
Products are subjected to extensive laboratory and
quality testing before receiving the Kambrook® seal of
approval. To help emphasise that aspect of the brand,
a new logo incorporating the “infinity symbol” in
place of the two letter “o”s in the Kambrook® name was
introduced during FY17 and continues to find some
success and recognition in the marketplace as a mark
for quality assurance.
Commercial products
Originally distributed utilising the PolyScience®
(Culinary Division) brand (which the company still
maintains the right to use), the company’s expanded
offering of commercial devices are now distributed
around the world under one the following two names
as locally relevant;
1) Breville | Commercial and 2) Sage | Commercial.
The company’s commerical division now includes
the world’s premier immersion cooking circulators
(for sous vide cooking), as well as various specialty
cooking accessories such as the Smoking Gun™ (for
rapid food smoking), the Control Freak™ (for precision
cooktop applications) vacuum sealers, and vacuum
evaporations systems.
ChefSteps™
In July 2019, the Group completed the acquisition of
ChefSteps™, incorporating both the connected IoT
Joule sous vide immersion circulator, as well as taking
over the ChefSteps.com web property. The Joule
immersion circulator has been fully incorporated into
the Breville brand, and the Joule IoT experience has
been expanded with the recent 2022 launch of the
Joule Oven Air Fryer Pro. Additionally, the website
property has been re-invigorated, and a new editorial
product placed behind a paywall, Studio Pass, was
successfully introduced by the team in 2020.
Baratza™
The Group acquired Baratza LLC in October of
2020. Its line of highly acclaimed home, prosumer
and commercial coffee grinders which include the
entry level conical burr offering, the Encore, to the
commercial flat burr grinder, the Forte, are distributed
globally, and will unlock dynamic revenue synergies
for both businesses through a shared passion for
innovation and an unwavering commitment to
enhancing the consumer experience.
13
Marrapinti Women’s ceremonies at Marrapinti
Artwork © 2020 Yukultji (Nolia) Napangati
Strategy and brands continued
Processes built for the future
With an aligned calendar setting process, within both
Breville itself and its external manufacturing and retail
channel partners, the Group seeks to fully leverage
an increasing number of new product introductions
to continue to drive its business and iconic brands
forward.
By ensuring that the ‘go-to-market’ process is aligned
functionally, regionally and with its external partners,
the Group launches product, with impact, across a
number of markets under the global distribution
footprint in order to ensure that the Group will
reap the full potential of its innovation and design
excellence.
The Group has established this process in the 2019
financial year, and has continued to build off its initial
impact and success.
Innovation and product
development
The core driving the Group’s growth continues
to be investment in product development and a
focus on design and innovation. Breville has further
deepened its understanding of food, and how the
consumer interacts with it, applying this to solving
problems in ways that are both valuable to people, and
differentiated from competitors.
Breville actively protects this customer value through
increased investment in intellectual property
protection and via the development of a portfolio of
patented innovative products for future sustainable
growth.
People – creative food thinkers
Breville enjoys the benefits of highly experienced
talent across all departments and geographies.
Integrated throughout its food thinking culture, the
passion, creativity and insight of staff has helped to
consistently bring world class innovative products
to consumers around the world. The team continues
to be awarded both domestically and internationally,
with multiple design awards, and recognition through
mainstream media.
Breville Group invests in the training and education of
its team, building strong, collaborative links with world
experts in food thinking and technology. The Group
is also involved in several consumer facing and chef
liaison activities.
Strongly committed to its core values of creativity,
simplicity, insight and excellence in all departments,
Breville recruits, trains, assesses and rewards
employees on this basis. With a team anchored
around these common values, the business fosters a
workplace that stimulates idea generation, a passion
for learning, and the continuous search for new and
better solutions.
During the 2022 financial year, the Group continued
to grow its highly talented and experienced team,
bringing on board additional experience and expertise,
particularly in the areas of marketing, product design,
research and development, IT, UI/UX Design and
logistics.
15
Kampurarrpa Kampurarrpa Dreaming at Ngami
Artwork © 2020 Yalti Napangati
Selected Accolades
GOOD DESIGN AWARD WINNER
2022 BES876 Barista Express Impress
2022 BOV950 The Joule Oven Air
Fryer
2021 CSV750/700 Hydro Pro
Immersion Circulator
2021 BMO870/8503 in 1 Combi
Wave/ Smooth Wave
2021 BNE900 the CreatistaTM Pro
2019 BTM700 the Tea Maker Compact
2019 BBL920 the Super Q
2018 BES880 the Barista Touch
2017 BES990 the Oracle Touch
2017 BFS800 the Steam Zone
2016 CMC800 Control Freak Cooker
2016 BEM825 the Bakery Boss
2015 BMO700 Quick Touch
Microwave
2015 BCP600 Citrus Press
2015 BBL405 the Kinetix Twist
2014 BES980 the Oracle Espresso
2013 BSG1974 the Original ‘74
BEST IN CATEGORY - Domestic
Appliances
2022 Indigenous Art Project
2017 BSM600 the Smoking Gun
GOLD WINNER
2021 BJB815 the 3x Bluicer Pro
2019 BBL920 the Super Q
2019 BTM700 the Tea Maker
Compact
2018 BES880 The Barista Touch
2017 BFS800 The Steam Zone
2017 BES990 The Oracle Touch
2016 CMC800 Control Freak Cooker
2016 BEM825 The Bakery Boss
2015 BMO700 Quick Touch
Microwave
2015 BCP600 Citrus Press
2015 BBL405 The Kinetix Twist
2014 BES980 The Oracle Espresso
Machine
2013 BSG1974 the Original ‘74
Red Dot Design Award - Best of the
Best
2022 BES876 Barista Express
Impress
IDSA Design Award – USA
IDEA International Design
Excellence Awards
Silver Award
2019 BES878 the Barista Pro
2017 BNE800 Creatista Plus
2017 BES990 the Oracle Touch
Red Dot Design Award
2022 BOV950 The Joule Oven Air
Fryer
2020 BJB815 the 3x Bluicer Pro
2020 BNE900 the Creatista Pro
2020 CSV750/700 Hydro Pro
Immersion Circulator
2020 BMO870/850 3 in 1 Combi
Wave / Smooth Wave
2019 BES500 the Bambino Plus
2019 BES878 the Barista Pro
Bronze Award
2019 BTM700 the Tea Maker Compact
2019 BOV860the Smart Oven Air Fryer
2017 BES990 the Oracle Touch
2017 BNE800 Creatista Plus
2017 BSM600 the Smoking Gun
2014 BES980 the Oracle Espresso
Finalists
2021 BJB815 the 3x Bluicer Pro
2021 CSV750/700 Hydro Pro
Immersion Circulator
2019 BTM700 the Tea Maker Compact
2021 BMO870/850 3 in 1 Combi Wave /
2019 BBL920 the Super Q
Smooth Wave
2019 BPZ800 the Smart Oven
2019 BPZ800 the Smart Oven Pizzaiolo
Pizzaiolo
2018 BES880 the Barista Touch
2018 BDC450 the Precision Brewer
Thermal
2018 BJE830 the Juice Fountain
Cold XL
2018 BFP820 the Kitchen Wizz Peel
and Dice
2017 BES990 the Oracle Touch
2017 BSG600 the Perfect Press
2017 BFS800 the Steam Zone
2017 BSM600 the Smoking Gun
2017 BOV900 the Smart Oven Air
2017 BTA735 the Toast Select Luxe
2019 BES500 the Bambino Plus
2018 BES880 the Barista Touch
2018 BDC450 the Precision Brewer
Thermal
2018 BJE830 the Juice Fountain Cold XL
2018 BFP820 the Kitchen Wizz Peel and
Dice
2017 BOV900 the Smart Oven Air
2014 BWM640 the Smart Waffle
2014 BTA720/730 the Lift and Look Pro
2013 BFP800 Kitchen Wizz Food
Processor
2013 BBL 605 Kinetix Control Blender
2013 BDC600 You-Brew Drip Coffee
2017 BKE735 the Soft Top Luxe
Machine
2016 CMC800 Control Freak Cooker
2016 BEM825 the Bakery Boss
2016 Thermal Pro Cookware
2016 BPB620 Boss To Go Personal
Blender
2015 BMO700 Quick Touch
Microwave
2015 BCP600 Citrus Press
2014 BES980 the Oracle Espresso
2014 BMO734 the Quick Touch
2014 BTA720/730 the Lift and
Look Pro
2014 BWM640 the Smart Waffle
2013 BEF100 the Thermal Grill Pro
2013 BRC600 the Multi Chef
Good Design Award Chicago Anthenaeum
2021 BMO870/8503 in 1 Combi Wave/
Smooth Wave
2021 BNE900 the Creatista Pro
2019 BOV860the Smart Oven Air Fryer
2019 BES878 the Barista Pro
2019 BTM700 the Tea Maker Compact
2019 BBL920 the Super Q Blender
2019 BPZ800 the Smart Oven Pizzaiolo
17
Breville Group Limited annual report 2022 Directors’ report
The Board of Breville Group Limited (company) has
pleasure in submitting its report in respect of the Group
for the year ended 30 June 2022.
Board of Directors
The names and details of the company’s Directors in
office during the year and until the date of this report are
as below. Unless indicated otherwise, directors were in
office for this entire period.
Timothy Antonie
Non-executive Chairperson : BEcon
Mr Antonie has more than 25 years’ experience in
investment banking, corporate advisory and formerly
held positions of Managing Director from 2004 to 2008
and Senior Advisor in 2009 at UBS Investment Banking,
with particular focus on large scale mergers and
acquisitions and capital raisings in the Australian retail,
consumer, media and entertainment sectors. Mr Antonie
is currently a principal of Stratford Advisory Group
providing independent financial advice to Australian
and international corporations. He holds a Bachelor of
Economics degree from Monash University and qualified
as a Chartered Accountant with Price Waterhouse.
During the last four years he has served as a non-
executive director of the following other listed
companies:
• Netwealth Group Limited # (Chairperson)
• Premier Investments Limited #
• Village Roadshow Limited
# denotes current directorship
Lawrence Myers
Non-executive Deputy Chairperson : B.Acct, CA,
CTA
Mr Myers has over 20 years’ experience as a practising
Chartered Accountant. He is the Managing Director
and founder of MBP Advisory Pty Limited, a high-end
Sydney firm of Chartered Accountants. Mr Myers sits on
numerous private company and not-for-profit Boards,
including the Foundation Board of the Art Gallery of
New South Wales and acts as a trusted advisor and
mentor on business and financial matters. He is a
registered auditor and his specialist areas of practice
include business and corporate advisory as well as
mergers and acquisitions. Mr Myers is Chairperson
of the audit and risk committee (A&RC) and is the
company’s lead independent director.
During the last four years he has served as a director of
the following other listed companies:
• VGI Partners Asian Investments Limited #
• VGI Partners Global Investments Limited #
# denotes current directorship
Jim Clayton
CEO and Managing Director : BBA, JD
Mr Clayton was appointed Managing Director on 18
August 2021 and has been CEO since 1 July 2015.
Mr Clayton has extensive international experience in
consumer electronics, business transformation and
strategy. He joined Breville from LG Electronics Inc.,
where he held a number of senior roles since 2009,
including Executive Vice President, New Business
Division for LG’s Home Entertainment Company. Prior
to this, Mr Clayton worked for Symphony Technology
Group, a Silicon Valley based private equity firm focused
on midmarket enterprise software and technology
enabled service companies, and McKinsey & Company
in the US, Germany and Singapore.
During the last four years he has not served as a
director of any other listed company.
Peter Cowan
Non-executive Director
Mr Cowan has more than 30 years’ experience in
leading and building globally respected organisations
and brands in the FMCG sector. He served as both
Chairperson of the Board and CEO in key developing
markets for Unilever and has held Managing Director
roles at Lion Nathan and New Zealand Dairy Board
(Fonterra). Mr Cowan also held Regional Vice President
positions at Alberto Culver and Johnson & Johnson.
During the last four years he has not served as a
director of any other listed company.
Sally Herman
Non-executive Director : BA, GAICD
Ms Herman is an experienced non-executive Director
sitting on public and private Boards in financial services,
retailing, property and consumer goods. She had a
long career in financial services in both Australia and
the United States, including 16 years with the Westpac
Group, running business units in most operating
divisions of the Group. Ms Herman is actively involved
in the community, with a particular interest in education,
the arts and social justice. She is a member of Chief
Executive Women.
During the last four years she has served as a
non-executive Director of the following other listed
companies:
• E&P Financial Group Limited
•
Irongate Funds Management Limited (the
responsible entity for Irongate Property Fund I and
Irongate Property Fund II)
• Premier Investments Limited #
• Suncorp Group Limited #
# denotes current directorship
Dean Howell
Non-executive Director : FCA, CTA
Mr Howell has had an extensive career in accounting,
spanning over 40 years, and accordingly has a wealth
of commercial and advisory experience. He was the
former senior partner of a Melbourne firm of chartered
accountants and also served on that firm’s national and
international Boards.
During the last four years he has not served as a
Director of any other listed company.
18
Breville Group Limited annual report 2022 Board of directors continued
Reporting currency and rounding
Kate Wright
Non-executive Director : BA
Ms Wright has more than 30 years’ experience in the
consumer industry across Australia, the South Pacific
and the USA. Her career has spanned manufacturing
operations, sales, marketing, human resources and
general management within the consumer sector. Ms
Wright has held the positions of Managing Director,
Australia and South Pacific region at Philip Morris
from 2001 to 2004 and Head of Korn Ferry Australia’s
Consumer and Retail Practice from 2005 to 2016.
Ms Wright holds a Bachelor of Arts degree from the
University of New South Wales. Ms Wright is chair of the
people, performance, remuneration and nominations
committee (PPRNC).
During the last four years she has not served as a
Director of any other listed company.
Tim Baxter
Non-executive Director : BS
Mr Baxter is an accomplished senior executive, with
over 35 years’ experience across the consumer
electronics, retail, technology and telecom industries.
He was previously Chief Executive Officer of Samsung
Electronics North America, having been promoted to the
role from Chief Operating Officer, America. Prior to this,
he held several senior management positions across
sales and marketing at Samsung, Sony Corporation and
AT&T Inc. Mr Baxter serves as a non-executive director
on a number of public and private company boards.
During the last three years, he has served as a non-
executive Director of the following listed companies:
• PAVmed Inc. #
# denotes current directorship
Company secretaries
The names and details of the company secretaries in
office during the year and until the date of this report are
as below.
Sasha Kitto
LLB, FCA
Ms Kitto is a chartered accountant and has over 20
years’ experience as a practising chartered accountant
and in senior finance roles.
Craig Robinson
BA, ACMA
Mr Robinson is a Chartered Management Accountant
with over 25 years’ commercial finance experience. He
has worked in FMCG, Medical Diagnostics and Sales
Service industries in the UK, Australia, Switzerland and
the USA.
This preliminary final report is presented in Australian
dollars and all amounts have been rounded to the
nearest thousand dollars ($’000) unless otherwise
stated under the option available to the company under
ASIC Corporations (Rounding in Financial/Directors
Reports) Instrument 2016/191. The company is an
entity to which the instrument applies.
Performance indicators
Management and the Board monitor the financial
performance of the Group by measuring actual results
against expectations as developed through an annual
business planning and budgeting process and refreshed
through in year reforecasts.
Appropriate key performance indicators (KPI’s) are used
to monitor operating performance and management
effectiveness.
Operating and financial review
The operating and financial review has been designed
to enhance the periodic financial reporting and provide
shareholders and other stakeholders with additional
information regarding the Group’s operations, financial
position, business strategies, risks, and prospects. This
review complements the financial report and has been
prepared in accordance with the guidance set out in
ASIC Regulatory Guide 247.
Company overview and principal activities
The Group’s principal activities, and underlying strategy,
remains the design and development of innovative,
world-class, small electrical kitchen appliances and the
effective marketing of these products across the globe.
In line with this strategy, and to drive sustainable growth
in both revenue and profits, the Group has developed:
• A strong, competitive, and growing product portfolio
with proven international success;
• An innovative, committed and high-quality team;
• A research and development (R&D) culture that
focuses on consumer solutions, sustainability and
emerging food and beverage technologies;
• A strategic marketing capability supporting new
product launches and building brand awareness;
• A corporate IT platform rolling out globally to bring
speed and competitive advantage;
• A proven methodology of successfully expanding
into new geographies;
• A track record of successfully integrating
acquisitions; and,
• A strong balance sheet that provides a platform to
take advantage of future opportunities.
19
Breville Group Limited annual report 2022 Directors’ report
continued
Operating and financial review continued
Company overview and principal activities
continued
With significant headroom to grow, the Group’s
objective is to deliver annual EBIT growth against
a variety of trading backdrops, while reinvesting in
R&D, marketing, technology services and geographic
expansion to drive sustained growth and long-term
shareholder value creation. During FY22 the Group
continued to invest in new product development, to
enhance our digital marketing offense and product
solutions, to roll out the Global IT platform, and to
continue expanding geographically, entering Poland and
South Korea in Q4 2022.
The Group operates a global centralised business
structure with two business segments and three
geographic theatres as described below:
• The Global product segment sells premium
products designed and developed by Breville that
may be sold directly or through third parties and
may be branded Breville®, Sage®, Baratza® or
other Group owned brands.
• The Distribution segment sells products that
are designed and developed by a third party
and are distributed pursuant to a license or
distribution agreement or are sourced directly from
manufacturers. Products in this business unit may
be sold under a brand owned by the Group (e.g.,
Breville®, Kambrook®), or may be distributed under
a third-party brand (e.g., Nespresso®).
The three geographic theatres execute the sales,
distribution, and business development functions
in each geography. The theatres are supported by
centralised functions including product development,
marketing, operations, IT, finance, and HR.
•
•
•
In Asia Pacific (APAC), the Group principally trades
under its company owned brands, Breville®,
Baratza®, Kambrook® and also distributes
products under a machine partnership with
Nespresso®.
In the Americas, the Group markets and distributes
Breville®, Baratza® and Polyscience® branded
products and distributes Nespresso® products,
under a machine partnership.
In Europe, Middle East, and Africa (EMEA), the
Group markets and distributes Breville® designed
products under the company owned brands,
Sage® and Baratza®.
Group operating results
AUDm1
Revenue
FY22
FY21
%
Growth
1,418.4
1,187.7
19.4%
Gross profit
485.9
413.7
17.5%
Gross profit margin (%)
34.3% 34.8%
EBITDA
EBIT
186.8
156.4
163.3
136.4
14.4%
14.6%
EBIT margin (%)
11.0% 11.5%
Dividend per share
(cents)
Franked (%)
Net cash / (debt) ($m)
30.0
100%
(4.1)
26.5
13.2%
100%
129.9
ROE
18.9%
19.7%
1 Minor differences may arise due to rounding.
In FY22 the group achieved record revenue of over $1.4bn with
solid growth (19.4%) following strong growth in FY21. In 2H22,
revenue growth moderated to 13.2% as revenue acceleration
in the Americas partially offset softness in EMEA as consumers
and retailers reacted to the Ukraine invasion.
Gross margins in the Global Product segment were well
managed, with demonstrated pricing power, offsetting an
inflationary backdrop of increased freight and product costs
and a strong USD. Across the full year our growth in gross
profits was again reinvested into the medium-term growth
drivers of R&D, marketing and technology whilst maintaining
our robust EBIT growth. In the 2H spend was aligned to the
revenue trajectory to deliver committed EBIT.
In FY22 EBIT guidance of $156m was given, maintained, and
met, delivering another year of double-digit EBIT growth at
14.6%.
A final dividend of 15.0 cents per share (100% franked) has
been declared bringing total full year dividends to 30.0 cents
per share (100% franked) representing 13.2% growth over the
prior comparative period (pcp) (26.5 cents per share).
As working capital was rebuilt to equilibrium levels from an
artificially low position in FY21, and a portion of 1H23 inventory
was pulled forward to partially de-risk the supply chain in
advance of the peak season, a cash outflow occurred with Net
Debt ending the year at $(4.1)m.
ROE shows continuing robust returns on invested capital.
20
Breville Group Limited annual report 2022 Operating and financial review continued
Segment results
Revenue
Gross Profit
Gross Profit Margin
AUDm1
FY22
FY21 % Growth
Global Product
1,178.5
984.2
19.8%
FY22
428.7
FY21 % Growth
362.9
18.2%
FY22
36.4%
FY21
36.9%
% Growth in
constant currency
Distribution
TOTAL
18.0%
239.9
37.0%
203.5
1,418.4
1,187.7
17.9%
19.4%
57.2
485.9
50.8
413.7
12.5%
17.5%
23.8%
34.3%
25.0%
34.8%
Our strategically key Global Product segment grew by nearly 20%, or 18% in constant currency terms. We
successfully raised price in this premium segment in all geographies to protect our GM% in the face of inflationary
pressures.
In the mass market Distribution segment, we also saw strong revenue growth with Nespresso back in stock, and
solid growth in Breville Local, offsetting lower growth in our mass market Kambrook brand.
Gross margins in this segment were more affected by inflationary pressures given the lower retail value per unit
shipped and higher shelf price sensitivity. Importantly, the Distribution segment was again successfully managed to
fulfill its strategic role of generating profit dollars for re-investment in growing the Global segment.
Global product segment revenue growth – reported and constant currency
AUDm1
Americas
EMEA
APAC
TOTAL
Global Product Segment Revenue
4Yr CAGR
FY22
605.0
295.1
278.4
1,178.5
FY21
493.0
257.0
234.2
984.2
% Growth
% in constant
currency
22.7%
14.8%
18.9%
19.8%
19.4%
15.1%
18.2%
18.0%
19.2%
35.6%
19.8%
22.5%
1 Minor differences may arise due to rounding.
Global Product segment revenue grew by 19.8% to
$1,178.5m (FY21: $984.2m). In constant currency,
revenue grew 18% on top of a strong 37.0% in FY21. In
the four years since FY18 the segment has more than
doubled with a CAGR of 22.5% driven by sustained
investment in product development, digital marketing,
geographic expansion, and a single global technology
platform.
2H22 strength in the Americas partially offset 2H22
softness in EMEA and another solid performance from
APAC.
The Americas, our largest region, was also our fastest
growing region in FY22 at 22.7%. Growth accelerated in
2H as the theatre returned to an in-stock-position, and
consumer sell-out proved resilient with 32% reported
growth or 24% in constant currency terms.
EMEA slowed in the 2H with consumer nervousness
following the Russian invasion of Ukraine, exacerbated
by a general retailer destocking. We did not engage in
the widespread discounting seen in the market in H2
22, and our market share held overall despite a 2H22
revenue decline of (15.9)%.
Conversely APAC delivered a solid performance in
both the first and second half, and we saw good signs
of things to come from the early performance of our
new coffee SKU the Barista ExpressTM Impress in New
Zealand. June 2022 also saw the Group’s first direct
entry into Asia as we launched in South Korea.
Overall, FY22 was another strong example of our
portfolio working for us and delivering a good result
even in volatile times in one region.
Financial Position
The Group’s net working capital position at 30 June
2022 of $347.8m reflects the restoration of a more
normal, or equilibrium, position, and the pull forward of
a portion of 1H23 peak inventory.
The Group’s total working capital position ($160.2m)
at 30 June 2021 was reported as being at least $80m
below equilibrium with insufficient landed inventory
resulting in constrained revenue and unusually low
receivables. During FY22 a more normal inventory and
receivables pattern has been successfully rebuilt.
The group typically builds towards peak inventory in
September, allowing delivery to customers in October
and November, to in turn meet peak seasonal consumer
demand in November and December. Given the current
supply chain risks of manufacturing shut down and/
or transport restrictions the operations team has
successfully landed a portion of peak inventory earlier
than normal.
21
Breville Group Limited annual report 2022 Directors’ report
continued
Operating and financial review continued
Segment results continued
To meet expected 1H23 revenue a significant amount of
stock will still need to be successfully built and landed,
but this pull forward helps partially de-risk our 1H23.
This tactical pull forward has inventory of $445.9m at 30
June 2022.
Average receivable days were well controlled, and
within terms, at 61 days (pcp 59 days). 30 June 2022
receivables of $194.2m reflects a more normal Q422
revenue pattern and the impact of USD translation at
the end of the year. Higher payables at the year-end
largely reflects payables on the brought forward stock
purchases.
Our fixed assets increase reflects a stepped-up
investment in production tools as new products are
readied for release. Our intangibles continue to grow
with the business as we continue to strategically invest
in product development and deliver new products.
The Group’s ROE remains healthy at 18.9%.
Net Cash and Free Cash flow
Reduced net cash reflects a year of free cash outflow
as working capital has been normalised and inventory
pulled forward. This follows a strong cash inflow the
year before when working capital was driven below
equilibrium.
Our assessment of supply chain risks will inform our
approach to inventory holdings in FY23. The negligible
obsolescence risk of our products makes holding stock
an attractive mitigant to current supply chain risks.
Dividends
A final dividend of 15.0 cents per share (100% franked)
has been declared (FY21: 13.5 cents,100% franked)
bringing the total dividends for the year to 30.0 cents
per share, a 13.2% growth over the pcp.
The dividend reflects the target payout ratio of 40% of
EPS on a full year basis.
The final dividend will have a record date of 15
September 2022 and will be paid on 6 October 2022.
Material business risks
The material business risks that may impact the achievement of the Group’s strategy and its financial prospects are
summarised below, together with key actions intended to mitigate these risks.
Risk
Nature of risk
Key actions to mitigate risk
Supply chain
disruption
and input
cost risk
Interruptions to the supply chain
could arise from COVID-19
outbreaks and public health
decisions disrupting production
plants. A shortage of components,
non-availability of shipping,
inadequate port slots to unload
in destination markets may also
disrupt supply. Extreme climate
events also present a risk to supply
continuity. This potentially puts
Group revenue and profitability at
risk.
Inflationary pressures on
manufacturing and transport costs
may arise from high demand for
consumer goods, shipping and
labour combined with general
inflationary pressures and
exchange rate movements. Unless
recoverable by pricing this puts the
profitability of the Group at risk.
Inventory is held in market to provide a buffer against
supply chain interruptions. In the current heightened risk
environment some peak season inventory is being brought
to market early.
Core S&OP process gives long forward visibility to suppliers
to help ensure that required components, labour etc. are
secured.
Breville uses multiple manufacturers where possible to de-
risk dependence on single suppliers and establishes long
term partnerships to manage short term cost fluctuations.
Alternative manufacturing locations are being scoped to
diversify locational risk.
Input cost inflation is monitored and negotiated by product
and supplier in both USD and landed currency.
Pricing power of our premium, innovative products is
leveraged to protect margins where possible on a market-
by-market basis.
Contracted shipping rates are secured where possible.
Exchange rates are hedged 12 months in advance. Both of
these activities provide forward visibility of effective costs for
12 months to allow effective management of margins.
22
Breville Group Limited annual report 2022 Operating and financial review continued
Material business risks continued
Risk
Nature of risk
Key actions to mitigate risk
Demand
pattern risk
There is risk of volatility in the
growth trajectory of the company
arising from COVID-19 pandemic
and general economic or market
shocks e.g., Ukraine war impacting
European consumers.
This can impact revenue and profits
and reputational risk with investors
if expectations are not met.
ESG risk and
sustainability
Product
development
and
innovation
risk
Key
Employee
Risk
Reputational risk with employees,
customers, investors and society,
and subsequent financial impact,
if the Group fails to act adequately
on ESG issues and/or fails to
communicate its strategy and
approach.
Risk to supply continuity from
extreme climate events (see above).
Insufficient or ineffective investment
in product development and
innovation, and inadequate
communication of the innovative
range to customers and consumers
may result in loss of competitive
advantage.
High turnover of key staff may
impact the performance of the
Group if there is inadequate
succession planning in place.
Inadequate career planning
and inadequate comparative
remuneration may heighten turnover
especially given the Group’s recent
strong performance and the global
“war for talent”.
The increasingly balanced global revenue footprint of the
Group diversifies risk and mitigates the impact of disruption
in a specific region on the Group results.
Weekly sell-out is monitored by product and customer. This
forward visibility allows informed adjustments in terms of
market activity in a timely manner to optimise revenue and
margin.
Rolling forecasting of annual CM$ delivery allows
contraction, and expansion, of expenses as needed to
protect profit delivery within a specific year. The Group has
a strong track record of delivering EBIT growth against a
variety of backdrops.
The premium, innovative nature of the product range
historically provides some resilience of demand to short term
economic conditions.
The Group is committed to tactically buying inventory to
serve upside forecasts and thus avoid lost revenue in the
case of volatile demand. This approach is supported by
adequate working capital debt facilities to call on as needed.
As inventory is neither seasonal, nor perishable, the risk of
stock obsolescence is limited.
Approach to ESG issues and risks is detailed in the ESG
report section of the Directors report page 25 to 40 which
covers the Group’s approach to climate emissions and ESG
responsibilities more generally.
Group commitment to a sustainable business and business
model is guided by the Board Sustainability committee.
Securing of proven, world class leadership for product
development, technology services, marketing and solutions
functions.
Strategic annual reallocation of funds to increase investment
in product development, technology and solutions as well as
marketing and communications.
The Group retains the target of sustainably increasing
investment in these key growth functions. The prioritisation
of investment in these growth drivers is communicated as
a core part of Group strategy in investor engagements and
results presentations.
Annual high potential and succession planning identifies
successors for key roles and individual development plans
for key individuals.
Key roles are benchmarked to market domestically and
internationally, to ensure that they are competitive. In FY22
an enhanced CEO package was implemented to help retain
a high performing, global CEO.
Retention is encouraged through the use of LTI plans and
fixed deferred remuneration share rights.
23
Breville Group Limited annual report 2022 Directors’ report
continued
Operating and financial review continued
Material business risks continued
Risk
Nature of risk
Key actions to mitigate risk
Cyber
security risk
Health and
safety risk
Breaches of cyber security is a
growing global risk as the volume
and sophistication of threats has
increased, partially from the broad-
based working from home reality.
Risks include:
• Unauthorised access to
data/information leading to
reputational damage and/or risk
of litigation.
• Malicious attacks that result
in outages and service and
revenue disruption.
• Ransom demands with direct
financial consequence to the
business.
• Failure to comply with regulatory
standards risks financial fines
or restrictions to conduct
business.
• Business interruption and
availability of systems following
a breach.
Poor WHS and well-being practices
can impact both the motivation
and engagement of employees
resulting in an impact on business
performance as well as exposing
the Group to reputational and
financial risk via litigation and fines.
Inherent in producing and selling
kitchen appliances is also the risk
of poor-quality products harming
consumers with a safety and
reputational impact as well as
financial risk from lost revenue and
damages.
The technology services team has further strengthened
our cyber security and privacy programs in FY22 within an
overall security and privacy framework. Including:
• Deployment of modern IT infrastructure with latest
security defences.
• Penetration testing and vulnerability assessments.
• PCI Audits and external reviews of some of our key
cloud operating environments.
• Selection of a privacy and data mapping platform
to facilitate compliance with multiple global privacy
obligations.
• Staff mandatory multi-factor authentication and annual
cyber security and phishing training.
• Breville has a cyber insurance policy in place.
The Board receives and reviews OHS statistics and incidents
on a monthly basis to ensure top-down ownership of this
risk. A dedicated OHS officer ensures accurate monitoring
and timely action on any issue.
Breville has an outsourced business model for manufacturing
and distribution.
In terms of COVID-19 risk management for a primarily office-
based Group, a comprehensive work from home approach,
supported by OHS guidelines was established on a territory-
by-territory basis.
Technological enhancements were made by providing all
staff with necessary IT equipment and implementing the
use of Zoom, Teams, Slack and e-mails to ensure work
would continue without disruption in the work from home
environment.
In recognition of the strain that lockdowns and sustained
working from home can place on our employees’ mental and
physical wellbeing, we implemented a range of activities and
support programs to support employees.
Breville has extensive compliance processes in place
to ensure its products are safe and exceed regulatory
standards in our various markets. Rigorous safety
standards are a critical element in our approach to product
development. Post design the Group maintains a zero-
tolerance Pre-Shipment Inspection (PSI) program for all
products before they leave the factory.
Protocols are in place for rapid reaction to any reported
in-use consumer event including product recalls. Breville has
not had to issue a product recall since 7 November 2016.
24
Breville Group Limited annual report 2022 Operating and financial review continued
ESG report
Group strategic acceleration program
update
During FY22, the Group has continued to progress its
acceleration program, the impacts of which have helped
drive the FY22 operational and financial performance.
Through FY17-20 the Group moved from specific new
product development innovation, or Food Thinking,
to the commercialisation of a range within a category
or Category Thinking. During FY21, the Group started
to move up the curve to Solution Thinking. Solution
Thinking seeks to provide not only a product, but
whatever other components (product, software, or
service) are required to enable consumers to achieve
the end results they are seeking.
The JouleTM Sous Vide, acquired as part of the
ChefSteps acquisition, was the Group’s first integrated
solution offering. The JouleTM Oven Air Fryer Pro was
launched in FY22 - leveraging the outstanding content
development capabilities acquired with ChefSteps, as
well as existing Breville content. The development of our
BeanzTM marketplace linking consumers to roasters was
further rolled out in FY22.
Our innovative product range is supported by increased
investment in Go-To-Market initiatives and specifically
our digital offense including PR, brand communications,
website enhancements and the creation of world class
digital assets and content.
In terms of geographic expansion, we entered Poland
at the end of FY22, and our entry into South Korea
in June 2022 was our first direct entry into Asia. Our
increasingly diversified geographic portfolio, with EMEA
and APAC of similar size and together equivalent to the
Americas, proved a strength in FY22 as Americas and
APAC compensated for a slower 2H22 revenue growth
in EMEA.
The Group completed the roll out of its centralised,
scalable global IT platform in FY22 to support
accelerated growth. The platform is live in all key
territories including Australia and Korea which were
the last two to go live. The platform includes sales
and operational planning; a product information
management (PIM) system; a CRM system; an ERP;
customer EDI interfaces; and a point-of-sale information
module as well as various analytical capabilities. It
allows efficient and effective management of the current
business and critically facilitates rapid growth whether
it be via organic development, new country entry, or by
the successful absorption of acquisitions.
An incremental $36m was invested in tech services,
R&D, solutions, and marketing in FY22 representing
over 50% of the increase in gross profits for the year.
Our commitment to sustainability
The Breville Group is committed to ethical, responsible,
and sustainable conduct across and throughout its
business, reinforced through our culture, process,
structure, and policy. Our ESG priorities and strategy are
a central part of our overall business strategy and are a
fundamental part of the way we now work.
Our ESG strategy – “to create innovative, attractive
and energy efficient kitchen appliances, designed and
sourced in a socially and environmentally responsible
manner that delights our consumers, meets the
expectations of our stakeholders and delivers
sustainable value creation” is embedded in our business
operations, and risk management process.
As a consumer facing company, that operates in
the heart of our consumers’ homes, the kitchen, our
reputation, and ability to meet ethical and behavioural
expectations, is core to our sustained sales, business
health and value creation. Our ESG strategy and
priorities are shaped by an on-going engagement and
dialogue with our stakeholders – our employees, our
consumers, our shareholders, our suppliers, regulators,
local communities, and specific interest groups. For
some priorities, our approach is further informed by
scientific analysis and measurement such as detailed
life cycle analysis (LCA) which ensures that we prioritise
initiatives that empirically have the biggest impact on
reducing carbon emissions.
Engagement with employees takes place via open
membership of various sustainability committees (e.g.,
the Diversity and Inclusion Committee), staff surveys
and townhall meetings. Consumer feedback comes in
the form of analysis of product reviews, focus panels
and direct feedback. Engagement with investors is
ongoing through both group and one-on-one meetings
where ESG is inter-twined with business performance
discussions. With suppliers, ESG forms a standing
part of our regular business review agendas and is
monitored during site visits. We keep informed of
developing regulation via our company sustainability
committees, general legal counsel, corporate secretarial
function and through briefings with our professional
advisors. Community activities are ongoing, and we
seek to understand first by listening, for example
through the establishment of RAP Advisory Council,
and second by learning, for example through our Black
America History week run each year in the Americas.
We also engage with key issue interest groups such as
IAST (Investors against Slavery and Trafficking) to keep
abreast of best practice and opportunities.
Our strategy is set, but we strive to constantly improve
and adapt our execution each year. In this ESG report
we outline the key priorities that we have focused on in
FY22. We have made good progress on each issue, but
there is clearly more to be done.
25
Breville Group Limited annual report 2022 Directors’ report
continued
Operating and financial review continued
ESG report continued
In terms of disclosure, we welcome the initiative of
the ISSB (International Sustainability Standard Board)
in moving towards a standard and industry specific
framework for ESG disclosure. As the current exposure
drafts develop, we fully expect to migrate towards
this approach to disclosure and reporting to meet
stakeholder expectations. We also acknowledge and
work with the 17 UN sustainable development goals in
shaping our priorities.
For FY22 we have largely followed our FY21 disclosure
approach - identifying key priority areas and presenting
progress on each as well as sharing our Task Force
on Climate-related Financial Disclosures (TCFD) risk
analysis approach.
Key Priorities
Environmental
Social
Governance
1. Climate Change & Action
2. Product quality and safety
6. Corporate Governance
1.1 Climate risks & opportunities
(TCFD) approach
1.2 Carbon emissions -
measurement and target
reductions
1.3 Energy efficiency
1.4 Sustainable design, repairability
& end of life
1.5 Sustainable packaging
1.6 Waste diversion
3. Ethical Sourcing: Human rights
& modern slavery
6.1 Board independence & diversity
6.2 Internal ESG reporting
mechanisms
4. Community Relations
4.1 Community engagement
4.2 Reconciliation action plan
5. Employee Wellbeing
5.1 Diversity & inclusion
5.2 Health & safety
7. Corporate Behaviour
7.1 Anti-bribery & corruption and
whistle blowing
7.2 Cyber security & data privacy
7.3 Tax transparency and
governance
7.4 Policy availability
Environmental
1. Climate Change & Action
1.1 Climate risks and opportunities (TCFD)
We are signed up as a supporter of TCFD and are
steadily implementing the recommendations of the
TCFD in terms of how we analyse and report climate
risk. This approach helps us identify our exposure to
climate-related risks and identify appropriate actions to
mitigate these risks. In taking this risk-based approach
we seek to understand both what impact Breville is
having on the climate, as well as how climate change
can impact the sustainability of our business with a
specific focus on;
i. How climate risks and opportunities impact the type
of products we design and produce
ii. How consumer and society expectations present
both risks and opportunities to our business growth
iii. How the impact of living with climate change
impacts our business
TCFD Goal: Disclose the actual and potential
impacts of climate-related risks and
opportunities on the organisation’s businesses,
strategy, and financial planning where such
information is material.
Breville’s primary strategy is the design and
development of the world’s best small kitchen
appliances and the distribution of these on a global
scale. The type of products we choose to design
and distribute is undeniably impacted by climate
change considerations – both empirically based and
those influenced by opinions of our consumers and
stakeholders.
One of the biggest potential risks and opportunities
presented by climate change relates to stakeholder
expectations, especially consumers, who will
increasingly purchase products based on a specific
product’s credentials or a company’s or brand’s
environmental and ESG credentials. We believe that
these informed choices will increasingly and materially
impact the revenue and profitability of the Group. This
therefore strategically impacts the type of products we
develop, how they are packaged, how energy efficient
they are as well as how we communicate this to
consumers.
This risk analysis informs our new product development
(NPD) which is a core part of our growth strategy.
We have already made good progress in designing,
engineering, and providing our customers with more
energy efficient options (see ThermoJet on page
31). Furthermore, our design and engineering teams
increasingly look to optimise the strength and weight of
the materials we use to reduce material consumption,
identify alternative recyclable materials and engineer
repairability into products to delay and reduce the end-
of-life impact of appliances. Climate related risks and
opportunities are inter-twined with our strategic product
development cycle.
TCFD Goal: Disclose how the organisation
identifies, assesses, and manages climate-
related risks.
26
Breville Group Limited annual report 2022 Operating and financial review continued
ESG report continued
Breville has an enterprise-wide risk mapping and
mitigation process led by the Audit and Risk committee
that includes climate risks. Given their importance
climate risks are treated as enterprise level risks. Risks
are identified through a granular bottom-up process
via each territory and function and are then prioritised
through a top-down review by the CEO, CFO and
Board. Climate change is an amplifier for several of our
other material business risks. As such, we recognise
the potential impacts of climate change as both
environmentally and financially material.
The key risks, impact, mitigants and opportunities
are categorised in alignment with the TCFD
recommendations below:
Type of risk
Description of risk
Risk mitigation measures
Opportunities
TCFD category:
Transition –
reputation risk
Internal
assessment:
High
Business area:
Strategic
Timeframe:
Ongoing
ESG - Initiatives and
communication
There is a risk that Breville
will not meet consumer,
employee, and investor
expectations for increased
climate responsibility and
disclosure
Potential financial impact
• Reduced sales arising
from reputational impact
• Reduced employee
attraction and retention
• Reduction in capital
availability
TCFD category:
Transition – market
risk
Internal
assessment:
Medium risk
Business area:
Strategic
Timeframe:
Ongoing
Innovation and
technological advantage
From a technology
perspective in the transition
to a low carbon economy
there is a risk / opportunity
that new materials, power
sources or designs emerge
that gives a technological or
cost advantage to, or, over
competitors
Potential financial impact
• Reduced revenue from
losing our premium
product differentiation
• Cost disadvantage if
cheaper new materials
are not adopted
• Expensive research
and development (R&D)
expenditures required
to catch up if left behind
on new and alternative
technologies
Increase our brand’s
attractiveness to consumers
and the Group to employees
and investors
Potential financial impact
• Sustained or increased
revenue
• Benefits to employee
satisfaction resulting in
lower turnover and higher
productivity
•
Increased access to
capital due to higher ESG
investor ratings
Clear opportunity to
innovate and develop new
low-emission products to
improve our competitive
position and capitalise
on shifting consumer and
producer preferences
Existing examples include
our ThermoJet heater
technology
Potential financial impact
•
Increased demand for
goods and services due
to shift in consumer
preferences and cost
advantage from early
adoption of new
materials
Increase our level of emission
reduction activity including
Product Design – materials
Product Design – repairability
Product Design – energy
efficiency
Product Design – recyclable
packaging
Accurate, complete
and reliable emissions
measurement and target
setting. Scope 1 and scope
2 followed by scope 3
Communicate effectively to
our consumers, investors
and other stakeholders
Upgrading our disclosure
to better reflect our existing
progress including TCFD
disclosure and future
adoption of ISSB framework
R&D spending and quality
– As a primary risk mitigant
the quantum of investment
in R&D has been increased
year-on-year over the
last five years to create a
sustainable business model
likely to deliver the required
rate of innovation. Focus
on emerging sustainable
materials continues e.g.,
compressed cardboard vs
EPS. This is supported by
attracting the best talent in
Australia product innovation
Innovation pipeline –
The Breville new product
development (NPD) process
uses an innovation funnel
to progress projects. Use of
sustainable materials and
repairability increasingly
informs revenue estimates
and the commercial
assessments of potential
projects
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Breville Group Limited annual report 2022 Directors’ report
continued
Operating and financial review continued
ESG report continued
1.1 Climate risks and opportunities (TCFD) continued
Type of risk
Description of risk
Risk mitigation measures
Opportunities
TCFD category:
Physical – chronic
risk
Internal
assessment:
Medium risk
Business area:
Operational
Timeframe:
Ongoing
TCFD category:
Physical – acute
risk
Internal
assessment:
Medium risk
Business area:
Operational
Timeframe:
Ongoing
Supply risks
Chronic climate risks like
drought or repeated flooding
heightens risk of availability
of parts and materials to the
supply chain or interrupted
production
Potential financial impact
• Reduced revenues from
lower revenue/output
•
Increased insurance
premiums and potential
for reduced availability of
insurance on assets in
“high-risk” locations
Business interruption
After a disruptive event
such as climate-amplified
extreme weather events (fire,
flood/water damage, major
earthquake), which may
result in structural collapse of
buildings, etc
In some regions inventory
is held in a single location,
heightening the potential
disruption of an event
Potential financial impact
• Reduced revenue from
decreased production
capacity or lost stock
•
Increased capital costs
(e.g., damage to facilities)
Operations and logistics
- (Including S&OP, Inventory
planners etc.) teams are
working to give forward
demand visibility to suppliers
to secure parts and materials
well in advance to protect
against interruptions
Alternative Supply -
Qualifying suppliers in
alternative geographies is
a slow but effective way to
mitigate this risk
Globally Diverse
operations - Wide
geographic spread provides
a hedge against unexpected
disruption in one territory.
Dual warehouses in bigger
markets
Supply planning - We hold
inventory in country and our
retail partners hold stock,
providing some buffer against
disruption to supply
Business interruption
insurance
Physical Diligence
- Sprinkler and fire
extinguishers / blankets
at our sites are regularly
inspected and maintained.
Supplier sites are reviewed
as part of supplier audit
program
Potential financial impact
•
Increased reliability of
supply chain and ability
to operate under various
conditions
Low obsolescence risk
associated with Breville
products due to long life
cycle allows extra inventory
to be held as a cost-effective
buffer against this risk of
disruption due to an acute
climate event
Potential financial impact
•
Increased market
valuation through
demonstrated supply
chain resilience
TCFD Goal: Disclose the organisation’s
governance around climate-related risks and
opportunities.
The Board’s Audit & Risk Committee formally oversees
all risks and opportunities facing the Group, and climate
change was explicitly added to Breville’s material risks
register in FY20 and has been developed every year
since.
Given the importance of the sustainability agenda the
Board established a Board Sustainability Committee in
FY21 directly responsible for leading and co-ordinating
current and emerging ESG risks and opportunities. The
committee is chaired by Peter Cowan, independent
non-executive Director and ex-country Chairman of
FMCG multinational, Unilever – a leader in sustainable
business practices. Kate Wright, Sally Herman, and
Dean Howell are the other members of the committee.
The Board Sustainability Committee is responsible
for overseeing and monitoring the appropriateness
and effectiveness of the company’s sustainability
initiatives. Within the group these are co-ordinated
by the Sustainability Committee, the Diversity, and
Inclusion Committee and the Reconciliation Action Plan
(RAP) Committee. Leadership of key initiatives with
the agenda are taken by individual functions including
quality, operations, design, engineering, tech services,
HR, finance, corporate secretarial, legal and WHS.
28
Breville Group Limited annual report 2022 Operating and financial review continued
ESG report continued
1.1 Climate risks and opportunities (TCFD) continued
The Group CFO and General Legal counsel are standing
invitees to the Board Sustainability Committee and all
Directors have an open invitation to attend.
TCFD Goal: Disclose the metrics and targets
used to assess and manage relevant climate-
related risks and opportunities where such
information is material.
Breville is committed to accurately and comprehensively
measuring and reducing its carbon footprint across
scope 1, 2 and 3 emissions including in-use energy
consumption.
Reduction in the total metric tonnes of carbon emitted
with a net zero target for scope 1 and scope 2 by 2025
and an ongoing reduction in scope 3 will be our primary
measure of progress.
Scope 3 measurement and targeting is complex,
but undoubtedly it is where the biggest impact can
be made. The majority of scope 3 emissions arise
from consumer usage of the appliances as well as
materials used in construction, both of which needs
to be modelled on a product-by-product basis using
LCA. This process is progressing well but is not
complete for all products. Once we are confident on the
comprehensive and robust measurement of scope 3
emissions, we will be able to publish actuals alongside
time bound reduction targets. Notwithstanding this
we are progressing key emission reduction programs
and are measuring their progress across our range as
we are confident that they will drive down our overall
emissions (e.g., the use of ThermoJet energy efficient
espresso heaters).
Breville Lead and Lag Emissions Metrics and
Targets
Key Areas Metric
Target
MT C02 eq
Net Zero by 2025
Scope 1 &
Scope 2
emissions
Scope 3
emissions
MT C02 eq
Drive key
reduction initiatives
and progress
comprehensive
measurement.
75% of machines
sold in the year by
2028
Over 60% to be
recycled by 2026
Energy
Efficiency
Waste
Generation
% of espresso
machines using
ThermoJet
or equivalent
technology
KG waste
produced and
% recycled
1.2 Carbon Emissions – Measurement and target
reductions
Breville is committed to markedly reducing its total
carbon footprint wherever it occurs in the business
or across the product lifecycle. This starts with
comprehensive measurement of our cradle-to-grave
footprint, namely scope1, scope 2 and scope 3
emissions including in-use emissions.
We have implemented and are populating Sphera®
carbon footprint software to measure and track
enterprise-wide emissions allowing credible and
trackable targets to be set. The package also supports
the modelling of MT C02 eq reductions from proposed
initiatives to allow impact-based prioritisation to occur.
Scope 1 and 2 emissions
Scope 1 and 2 emissions for all Breville sites including
electricity, gas and water usage, fleet cars etc is now
captured at a granular level aggregated and reported.
Three years of history are shown below allowing a
credible baseline for targeting to be laid down. Based
on current emissions, and actions in play, we are now
committing to reach Net Zero Emissions for Scope
1 and 2 in our sites and operations by 2025. Although
scope 1 and 2 emissions make up a small amount
of our total impact, it is important that we commit to
rapidly driving these emissions to net zero.
Scope 1 and 2 emissions
q
e
2
O
C
g
K
T
M
1600
1550
1500
1450
1400
1350
1300
1250
1200
FY20
FY21
FY22
Key initiatives to drive emission reductions include;
• Electrification and use of renewable electricity
including use of solar in key locations
• Energy efficiency initiatives including optimised light
sensors
• Defining an offset strategy for unavoidable emissions
Scope 3 emissions
The majority of our emissions footprint is produced from
activities not owned, or directly controlled by Breville,
such as third-party manufacturing, third-party logistics
as well as the electricity consumed by our products in
consumers’ hands (“in-use” emissions) and the impact
of materials used in constructing our appliances.
Packaging % Recyclable
100% by 2025
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Breville Group Limited annual report 2022
Directors’ report
continued
Operating and financial review continued
ESG report continued
1.2 Carbon Emissions – Measurement and target
reductions continued
These scope 3 emissions are also being captured and
measured in our carbon footprint software by;
• Aggregating emissions data from manufacturing and
logistics partners
• Capturing transportation volumes and resultant
emissions impact
• Using LCA of key products to model energy in-use
emissions by unit by year
• Using LCA and bill of materials (BOM) to model the
impact of materials used in our appliances and the
end-of-life impact by unit
This modelling will use an average expected impact
per product. For example, the actual in “use-phase”
emissions of a product will vary with both the frequency
of use and the electricity source in the country where
the product is operated. Here we model an average
expected life span, frequency of usage and average
electricity source then apply this to the number of units
sold to calculate the scope 3 impact of in use power.
To ensure as much objectivity, and accuracy, as
possible in this estimation process Breville engaged the
Sustainable Manufacturing and Life Cycle Engineering
Research Group at UNSW to conduct a LCA on one
of our best-selling coffee machines, the Breville Barista
Touch (BES880). This involved a detailed assessment
of the emissions profile of the materials used in its
production, the manufacturing process, transport,
household usage and end-of-life disposal. UNSW
conducted a cradle-to-grave assessment (not just
cradle-to-gate), to provide us with a comprehensive
emissions profile over the full life of the product.
The findings of this study are now being flexed, for
the different technical specifications and BOMs of our
other key products and will be loaded into our carbon
footprint software to allow us to quantify our current
carbon footprint per product sold and to measure the
forecast change in our carbon footprint as mix and
volumes change and as we implement new materials or
energy efficient components.
This process is involved and complex and once we are
confident that it is both comprehensive and robust, we
will publish actuals alongside annual reduction targets.
Key Scope 3 Emissions Reduction Opportunities
The UNSW LCA identified that the majority of our scope
3 emissions impact arises firstly, from the materials used
in production and secondly, through “use-phase” power
usage as highlighted in the graphic below.
The LCA assessment showed that, based on typical
usage scenarios;
•
the product’s materials contribute 45 percent of its
climate change impact (of which 6% is packaging),
• energy in usage by the consumer “use-phase”
emissions contributes 38 percent,
•
•
•
the production process contributes 13 percent,
the product’s end-of-life disposal contributes 4
percent; and,
transport from factory to market contributes less
than 1% of the climate impact.
Informed by the results of the LCA, and in advance
of comprehensive Scope 3 measurement, we have
focussed on reducing emissions by;
1. Improving energy efficiency of our products
2. Applying sustainable design principles to our NPD
process
3. Accelerating sustainable packaging adoption
Transport 1
EOL 7
Process 22
Electricity 66
Materials 78
i
.
v
u
q
e
2
O
C
g
K
180
160
140
120
100
80
60
40
20
0
Source: University of New South Wales
1.3 Energy Efficiency
Enhancing energy efficiency in the “use-phase’ is a key
ESG opportunity.
We assess our current energy efficiency performance
through the use of Swiss Energy Ratings label across
our key appliances to monitor the relative energy
efficiency of our range. Breville also voluntarily tests
its products against the European Union’s Ecodesign
Directive (Directive 2009/125/EC), which sets ecological
requirements for energy use. We use this testing regime
globally as a substitute for the ‘star rating’ for energy
efficiency which is only available for large appliances
e.g., fridges and washing machines. All Breville products
are also designed to comply with the Energy using
Products (EuP) requirements set by the European
Union. This means that products without a screen must
use half a watt or less in stand-by mode. Products with
a screen must use one watt or less in stand-by mode
and switch off before a maximum of 30 minutes.
30
Breville Group Limited annual report 2022
Operating and financial review continued
ESG report continued
1.3 Energy Efficiency continued
ThermoJet – a significant innovative impact on
reducing C02 emissions
In terms of key energy saving initiatives, Breville is
proud to have jointly pioneered the ThermoJet heating
system in its espresso machines addressing the major
energy usage in a typical espresso machine – delivery
of hot water and steam. Traditional espresso machines
are one of the highest energy consuming products in
the small kitchen appliances world due to the need
to heat up and keep a body of water at temperature,
traditionally done using metal boilers. The alternative to
boilers, thermocoils, still require the heating of blocks of
aluminium to transfer energy, a process that consumes
significant amounts of energy.
It was with this in mind that Breville helped pioneer a
printed thick film heater for coffee makers (ThermoJets)
that heats up instantly and delivers precise temperature
control using a fraction of the energy of traditional
methods. We believe that this is one of the more
significant climate-friendly innovations in small kitchen
appliances in the last decade and it forms a key part
of our path to reduce our in-use energy consumption.
The technology scores an A++ rating in Swiss Energy
Ratings for energy savings compared to a B or C rating
for thermocoils and a D rating for boilers.
Key Facts
Breville espresso machines fitted with a ThermoJet
heater;
• Use approximately 2.5 times less total energy during
normal use than a thermocoil machine and 6.6
times less energy than a typical machine using a
boiler*.
• Save between 50-to-200-Kilowatt hour annually
(KWA) per coffee machine vs. a thermocoil or
traditional boiler machine respectively*.
Breville has embraced this energy efficient technology;
• More than doubling sales of machines using a
ThermoJet from FY20 to FY22.
•
Increasing the percentage of Breville coffee
machines using a ThermoJet to 52% in FY22 from
43% in FY20.
• Saving approximately 618 million kilowatt hours
(KWH) of lifetime electricity used against an
equivalent range of thermocoil machines or 2.46
billion kilowatt hours (KWH) against a range of
traditional boiler machines. Both estimates are
based on typical annual consumer usage, a 7-year
lifecycle and the total Breville units sold in FY20-22*.
• The carbon footprint of electricity generation varies
greatly from country to country but assuming that
0.386 kgs of Co2 was generated per KWH (sourced
from US Energy Information Administration) Breville’s
transition to ThermoJets over FY20-22 is calculated
to have saved between 238,000 and 950,000
metric tonnes of Co2 over the lifetime of the
machines sold.
• A significant and innovative contribution to our
energy efficiency and emissions reduction journey.
• Looking forward Breville has multiple new coffee
machine products under development, and we
target to have at least 75% of our coffee machines
sold in the year using ThermoJet or equivalent
technology by 2028.
* as estimated by the Swiss Energy certification
labs, an independent body set up to test and report
on appliance energy consumption.
1.4 Sustainable design, repairability and end of life
Our LCA also highlights an emissions opportunity from
reducing key material usage, notably plastics and
metals, in the design and construction of our products.
Our design and engineering teams are working to
optimise the strength and weight of materials used
in our key machines as a way to reduce material
consumption whilst maintaining desired quality, using
Finite Element Analysis (FEA), Computational Fluid
Dynamics (CFD), Design for Manufacturing studies
(DFM), as well as Failure Mode and Affect Analysis tools
(FMEA).
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Breville Group Limited annual report 2022 Directors’ report
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Operating and financial review continued
ESG report continued
1.4 Sustainable design, repairability and end of life
continued
Material usage can also be reduced by extending
the lifecycle of our products. Breville already sells key
spare parts, filters, and cleaners for our most popular
appliances to help extend their lifecycle. Baratza goes
further, with its grinders, explicitly designed to be user
repairable. The ‘don’t dump it, fix it’ program has a
wide range of spare parts available for purchase and
instructional videos on YouTube to support repair at
home and even rebuilds. This approach is mirrored in
the newly acquired LELIT business with repairability a
key part of the brand identity and driver of consumer
choice. In core Breville ranges a ‘serviceability
index,’ has been introduced, to track and encourage
repairability as a design criterion in new products.
1.5 Sustainable packaging
Packaging materials constitute an estimated 6 percent
of our materials climate change impact. It is an
important area to our employees, our consumers and
other stakeholders and an area in which we are making
good progress. We are a decade-long member of the
Australian Packaging Covenant Organisation (APCO)
and as such have entered into a voluntary agreement to
reduce the impact of packaging on the environment. In
FY22 our comprehensive packaging audit was extended
to include all new products to support the rapid roll out
of key developments in recyclable packaging across all
existing as well as new products as soon as they are
available.
Key sustainable packaging commitments include:
• All packaging to be reusable, recyclable or
compostable by 2025 (aligned to APCO target);
• Removal of expanded polystyrene (EPS) from
consumer packaging by July 2025 (a target set by
the National Plastics Plan);
• Removal of non-essential packaging (on going
target) for example the combination of shipper and
inner display box.
Baratza has led the way with the release of a ‘one box’
design or “beautiful brown box” combining retail and
shipping boxes in the launch of the Vario+ and Vario
W+ all while making sure the grinder arrives safe and
undamaged.
1.6 Waste diversion
All recyclable waste streams generated at our Sydney
headquarters and global R&D centre (except general
waste) are diverted from landfill. This means that our
co-mingled recycling, organic, paper and cardboard,
e-waste, and expanded polystyrene (EPS) waste is
being disposed of in a sustainable way. Soft plastics
remains an area of challenge and one where we
continue to look for a recycling partner.
During FY22, Breville produced a total of 45.5 tonnes
of waste, 23.7 tonnes of which was recycled (a waste
diversion rate of 52.1 percent). As we slowly transition
back into the office, we expected the amount of waste
to increase from FY21, where a total of 28.1 tonnes
of waste was produced and 13.4 tonnes recycled (a
diversion rate of 47.8 percent). We are however pleased
to report that our diversion rate has increased from
47.8% in FY21 to 52.1% in FY22.
Total waste produced at Alexandria, Sydney head office, engineering and design centre
32
Breville Group Limited annual report 2022 Operating and financial review continued
ESG report continued
If later investigations show that treatment did not result
from product failure, we contact the ACCC, and the
report is rescinded.
Social
2. Product quality and safety including product
recall
Breville’s reputation with consumers for innovative,
durable, high quality and safe products underpins our
sustainable growth. To protect this hard-earned asset
Breville adheres to rigorous quality standards during
design and production and has clear and consumer
focussed protocols for Product recalls.
Breville has a comprehensive quality regime to ensure
that its products are safe and compliant with all labelling
requirements. In addition to fulfilling all compliance and
regulatory standards on product safety in our various
markets, we implement additional safety requirements
that exceed our legislative obligations. This means our
products are safer than the average small domestic
kitchen appliance.
Rigorous safety standards are a critical marker of
our approach to product development. For example,
in approving all new products we use the European
Union’s Rapid Exchange of Information System (RAPEX)
analysis to estimate ‘severity of harm’ and the related
‘probability of occurrence of harm’ for any particular
failure point of a product. This allows us to better
understand the impact of potential product failures on
our customer base and how to rectify/design these out
of the product before they occur.
The Group also maintains a rigorous Quality Assurance
and Control program for our products. This includes
Pre-Shipment Inspection (PSI) of products before they
leave the factory, as well as System and Process audits.
A zero-tolerance approach to quality and safety within
the Quality Assurance and Control programs gives us
a high degree of confidence that the products shipped
and sold to customers are free from safety-related
defects. Our quality team is in our partner factories on
a daily basis qualifying manufacturing processes and
products before shipment. During FY22 we completed
38 manufacturing process audits at our partner
factories.
Our General Manager Quality also monitors all returns
and warranty claims, as well as any specific customer
complaints, to identify and rectify any quality issues and
identify any trends in quality. These are reported to the
CEO and CFO on a monthly basis or immediately in the
case of a serious issue.
Customer safety is a non-negotiable core
responsibility of the Group
For any alleged or actual injury to a consumer sustained
through the use of one of our products, we follow the
ACCC guidelines for mandatory reporting, as well as
equivalent bodies in our other markets. If our customer
care team receives a claim that a product has caused
an injury requiring third party medical treatment, we
lodge it with the ACCC within two days of notification.
Product failures caused by the manufacturing process
or components are treated on a case-by-case basis. If a
pattern is identified, we contact the regulator that issued
the approval certificate or the ACCC to discuss further.
Product recall
If potential for harm, arising from a Breville product, is
identified, then a recall protocol is triggered and recall
procedures appropriate in each territory are started.
These are accompanied by a vigorous all channel
consumer communications approach.
As a result of our quality and safety standards and
reassurance regime Breville has not had to trigger a
recall a product for over 5 years. The last product recall
was on 7 November 2016.
All historic product recalls remain online on key websites
and can be viewed at:
• https://kambrook.com.au/pages/recall
• https://www.breville.com/au/en/support/recall
• https://www.productsafety.gov.au/recalls
3. Ethical sourcing – Human rights and modern
slavery
Ethical procurement
The Group conducts its business in a socially
responsible manner. This includes upholding
consistently high ethical standards in our procurement
decisions and processes. The consumer facing nature
of Breville, and the importance of this issue to our
stakeholders including in maintaining our reputation, and
therefore sustainable sales, ensures that this is a high
focus issue within our operations. Our Ethical Sourcing
Policy sets out our requirements for our manufacturing
partners and sub-contractors including compliance with
the protection of human rights, all local and international
labour and employment laws, and generally ensuring a
safe and fair work environment.
All of our suppliers sign and are held accountable to
adherence with our Ethical Sourcing Policy. Ensuring
compliance with the policy, and the highest ethical
standards, is the responsibility of our Chief Operating
Officer, who also owns the overall commercial
relationship with suppliers, supported by our General
Manager Quality who has frequent touch points and
interaction with the suppliers via their QA team and
procedures.
The Group’s products are largely manufactured in
the Shenzhen area of southern China, with long term
manufacturing partners, many of whom we have
partnered with for well over 20 years. Our long-term
relationships with our partners are collaborative in terms
of bringing innovation projects to commercialisation
which fosters a close understanding of each other’s
businesses. We represent a significant part of our
manufacturing partners’ business, giving us influence
over expected standards.
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Breville Group Limited annual report 2022 Directors’ report
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Operating and financial review continued
ESG report continued
The nature of our manufacturing, requiring high end,
well trained and skilled assembly, rather than low skilled
transitory labour, reduces the likelihood of any serious
non-adherence including no tolerance violations such
as forced or child labour issues. There is however no
complacency on this risk. Our frequent onsite visits give
us visible reassurance that standards are being adhered
to in practice which we then systematically confirm by
independent audits.
We regularly visit our partners’ plants and get visible
reassurance of how the plants are run. Our engineering
teams make frequent visits to the plants during the
commercialisation phase on innovation projects. Our
Chief Operating Officer and teams normally make plant
visits 3-4 times per annum to review operational plans
and, critically, our quality assurance teams make plant
visits on a weekly basis to quality assess and release
production batches. During the COVID lockdowns
in China it has been more difficult for our COO and
engineering teams to visit plants, but our weekly QA
visits have continued uninterrupted.
To support our regular internal observations Breville
commissions Sedex Member Ethical Trade Audits
(SMETA) conducted by Affiliate Audit Companies
(AAC) which comprehensively cover four pillars: labour
standards, health and safety, the environment and
business ethics. In 2018, we set a target to increase the
number of audits performed annually from 5 to 10. In
FY21, we audited 12 suppliers, in FY22 we increased
this to 20 audits covering over 67% of our annual
purchases. Sedex membership also gives us access to
any audit performed by the organisation, whether we
commissioned it or not. Out of our 95 current suppliers,
70 representing 95 percent of our supplier spend are
connected to the Sedex platform and have performed
a self-assessment during the last year which we can
access.
Detailed audit reports and findings are received and
reviewed by our General Manager Quality and COO.
The severity of any non- compliance, and hence rating
of the vendor is completed, and any that do not meet
our internal ‘baseline’ standard are placed into a ‘below
standard’ category and actively monitored until the non-
compliance is addressed. A single zero-tolerance matter
such as modern slavery would result in us severing the
relationship immediately.
In FY22 although there were specific areas for
improvement no supplier rated ‘below standard’ and
there were no zero tolerance violations.
Human rights & modern slavery
Breville respects and upholds the Universal Declaration
of Human Rights through its sound business activities.
Our suppliers, bound by our Ethical Sourcing Policy, are
required to do likewise in order to partner with us. This
includes upholding the following human rights in their
operations:
•
•
•
•
•
freedom from discrimination
freedom from slavery or servitude
freedom of movement
freedom of expression
freedom of thought
The Group’s Code of Conduct (for employees) is
animated by the same principles. In addition, Breville
is bound by the requirements of the Australian Modern
Slavery Act 2018 (Cth), the United Kingdom’s Modern
Slavery Act (2015) and the California Transparency
in Supply Chain Act 2010. Our Modern Slavery Act
Statement, is published on our website and the
government platform. The actions we are taking to
identify and address modern slavery and human
trafficking risks in our operations and supply chains
described above in the way we enforce our Ethical
sourcing policy.
4. Community relations
4.1 Community engagement
Breville recognises that the health and wellbeing of
the communities we serve is directly correlated to our
ongoing viability and success as a business. In FY22,
we partnered with various not-for-profit organisations on
a range of initiatives designed to make our communities
fairer, kinder, and stronger. Projects included:
• STEPtember Program – a month long global
program which encouraged employees to exercise
each day, with proceeds going to the Cerebral
Palsy Alliance (Breville matched donations made by
employees).
• Heritage Awareness Months (US & Canada) –
information shared with employees each month
to celebrate and acknowledge the contribution of
various ethnic and traditionally marginalised groups
in US and Canadian history.
•
International Women’s Day – an online global
event was held across all time zones to recognise
and celebrate the achievements of women and to
discuss what more can be done to promote gender
equality.
• National Aboriginal and Islander Day Observance
Committee (NAIDOC) - to mark NAIDOC Week,
Breville partnered with the National Indigenous
Culinary Institute in running a home cooking
experience for staff.
• RAP (Reconciliation Action Plan) Activities – a large
mural in the Breville HO Courtyard was pained
by indigenous Australian artists in support of our
ongoing RAP commitment
• Clean Up Australia Day – in conjunction with people
across Australia, Breville employees volunteered
their time to cleaning up the Corporate Park within
which Breville is located.
Breville’s engagement with its community explicitly
excludes affiliation to any political cause and Breville
does not make any political donations.
34
Breville Group Limited annual report 2022 Operating and financial review continued
ESG report continued
4.2 Reconciliation action plan (RAP) and
Aboriginal culinary journey (ACJ)
In FY22 particular focus was placed on reconciliation
and engagement with the Aboriginal and Torres Strait
Islander communities within Australia via our first RAP
and the launch of the ACJ.
Breville’s first ‘Reflect’ Reconciliation Action Plan
received official endorsement from Reconciliation
Australia in March 2022 and now guides our
reconciliation initiatives. Our progress is guided by an
Advisory Council of elders and community stakeholders
that provides the Breville RAP Working Group with
advice and information on equity issues facing
Aboriginal and Torres Strait Islander communities.
More information on these initiatives, and our
Reconciliation Action Plan, can be found on the Breville
Group Corporate website.
An Aboriginal Culinary Journey collection (ACJ)
On the 26 May 2022 we launched a world first
partnership between First Nations People and the
National Museum of Australia to create products for
the heart of the home that celebrate contemporary
design and reflect 65,000 years of ongoing Australian
Indigenous culture. A decade in the making, an
Aboriginal Culinary Journey combines ancient stories
with the best of contemporary design, with Breville’s
profits from the sale of the range donated to three key
charity partners to create opportunities for Indigenous
Australians.
Donation of 100% of Profits to support Indigenous
Australians
We expect to raise just over A$1,000,000 through
the sale of the products globally. Half of the funds will
be used to support the National Indigenous Culinary
Institute’s work to create employment opportunities
for aspiring Aboriginal and Torres Strait Islander chefs
and the ‘Indi-Kidi Program’ by the Moriarty Foundation
to support better childhood nutrition and sharing
Indigenous Food Culture. The other half will be used
for scholarships at the University of Technology Sydney
to create pathways for employment in engineering,
technology and design. The profits earned will
be donated in quarterly increments commencing
September 2022 and Breville will absorb all other
overhead costs associated with advertising, marketing,
and administration relating to the sale of the products.
For further information on our how profits are calculated
or to learn more about our charity partners please visit
our website.
Visual Storytelling
Breathing art, ritual and stories into our homes and
everyday lives, the inaugural limited series of six Breville
products feature works by esteemed Western Desert
artists, and members of the original Pintupi Nine, Yalti
Napangati, Yukultji Napangati, Warlimpirrnga Tjapaltjarri
and Sydney-based artist and Yuwaalaraay woman, Lucy
Simpson.
The curator of the series is Alison Page, a Wadi Wadi
and Walbanga woman of the Yuin nation. Page is
currently Adjunct Associate Professor in Design at
the University of Technology Sydney, founder of the
National Aboriginal Design Agency and member of
several cultural Boards including the National Australia
Day Council, The Art Gallery of South Australia and
the National Australian Maritime Museum. In 2006,
Page approached Richard Hoare, Breville’s Design
and Innovation Director, to begin a conversation about
bringing Indigenous art to life on products that then
speak to people in their homes through the narrative
power of visual storytelling, Indigenous beliefs and
practices through art on kitchen objects.
Creating a Blueprint
To ensure the project had the highest cultural and
legal integrity, Breville partnered with Dr Terri Janke, a
Wuthathi/Meriam woman and an international authority
on Indigenous Cultural and Intellectual Property, known
for innovating pathways between the non- Indigenous
business sector and Indigenous people in business.
The legal framework produced by Dr Janke benefited
the artists because it controlled the use of their
artwork, knowledge, and stories, whilst protecting their
commercial rights. Each artist owns the copyright for
their work, exclusively licenced to Breville, and receives
a guaranteed royalty for each product produced with
license payments made quarterly. Widely heralded as
a triumph by media outlets including the Australian
Financial Review, cultural institutions, and community
elders alike, the high-profile collection is now considered
a precedent for large companies who want to engage
Indigenous culture in their work and as a blueprint to
the expectations and standards around commercial
collaborations between non-Indigenous businesses and
Indigenous artists, designers, and consultants.
35
Breville Group Limited annual report 2022 Directors’ report
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Operating and financial review continued
ESG report continued
4.2 Reconciliation action plan (RAP) and Aboriginal
culinary journey (ACJ) continued
Collection Launch
The collection, which is limited to 10,000 pieces
globally, first released in Australia and was warmly
embraced by Australian consumers who connected
with the principals of the project and its charitable
component. In the first six weeks over 500 units had
already been sold and a waiting list was created to meet
the demand of a number of pieces in the range.
The National Museum of Australia featured the limited
series in an exhibition, an Aboriginal Culinary Journey:
Designed for Living, focusing on the continuity of
cultural mark-making associated with Indigenous food
culture by pairing First Nations traditional tools for living
alongside the six modern kitchen objects also richly
marked with signs of Country and culture.
5. Employee wellbeing
Working to ensuring that our workplace is a safe,
inclusive, and encouraging environment for all
employees is core to our growth and sustainability as an
organisation.
5.1 Diversity and inclusion (D&I)
Breville’s approach to D&I is informed by its Diversity &
Inclusion Charter published on our corporate website.
The Charter was drafted under the guidance of our
Diversity & Inclusion Committee, incorporating over
60 employees as active members, which showcases
diversity in all of its forms. This includes, but is not
limited to, diversity of gender, age, origin, race, cultural
heritage, language, sexual orientation, and location.
We recognise the moral imperative of supporting a
diverse and inclusive workforce, and promote diversity
of attributes including:
•
religion, creed, race, ethnicity, national origin,
ancestry, cultural background, language, and
citizenship status
• gender and sexuality
• marital status
• age
• psychological and physical capability or disability
• education and experience level
• socio-economic status
•
family situation and background
• military or veteran status
• political belief and worldview
We maintain that diversity includes differences in
perspectives, thoughts, interests, and ideas; and that
inclusion means ensuring that all employees are valued,
heard, recognised, engaged, and involved at work, and
have opportunities to collaborate, contribute, and grow
professionally in line with our business needs. Diversity
and inclusion are the result of respect, valuing others
and caring about the lives we touch through the people
we employ, the customers who enjoy our products, and
the societies in which we operate.
We are confident that superior business performance
results from a business culture that is open-minded,
accepting, and conscientious about protecting and
promoting these interests. For example, diversity and
inclusion can lead to better outcomes for customers,
wherein we are able to deliver improved value to the
populations we serve; greater innovation and valuation
resulting from eclectic ideation; and a more attractive,
enriching, and supportive environment for employees.
Our Diversity & Inclusion program provides continual
recognition and activities in order to promote our ideals.
Recent initiatives have included:
• Unconscious Bias training
• Establishment of specific employee-led interest
groups (e.g., RainbowBlend a community group for
LGBTQI+ people and their allies to explore how our
workplaces can be more welcoming and inclusive)
“An object lesson in innovative design and cross-cultural
collaboration with First Nations decision making at its
heart” AFR May 25th, 2022.
Global Tour
Following the successful Australian launch, we will
embark on a global tour with the National Museum of
Australia in partnership with the Department of Foreign
Affairs and Trade to showcase the collection in cultural
institutions around the world including the British
Museum and the Humboldt Museum in Berlin as well
as Australian High Commissions and Consulates in
London, Paris, Berlin, New York, and Washington.
65,000 Years of Design
As an Australian company, we are proud to share these
stories belonging to the world’s oldest living culture
and weave them together with our own 90 years of
innovation. More than just a collection of products,
an Aboriginal Culinary Journey is an invitation to
immerse yourself in a deep and vibrant culture, and
we’re honoured to provide a platform to bring these art
objects into the homes of our consumers around the
world.
36
Breville Group Limited annual report 2022 • Mental Health sessions – covered key topics like
resilience, managing remote working and men’s
and women’s health issues. Separate discussions
coincided with RUOK Day in Australia. Training of
mental health first aiders.
• Employee Counselling Support – offered via
Benestar, our global employee assistance provider.
This support was extended to cover all Breville
markets in FY21.
• Social activities – online drinks and live music
sessions, trivia competitions and online cooking,
cocktail, healthy eating, and herb gardening classes
for employees.
In terms of supporting an employee focussed
management of work life balance Breville offers:
• Flexible Work Policy – allowing employees a greater
choice around work locations and hours including
numerous part time roles
• Technology – which is leveraged to support a choice
of work locations and to protect personal time with
meeting recordings and do not disturb periods
• Paid Parental Leave – Breville introduced 12 week
paid parental leave in countries where this is not
provided by the state.
In FY22, Breville employees worked a total of 1,922,322
hours and there were three recordable injuries in that
time, all of which occurred in Australia. One was a cut
finger occurring in our model shop, another a sprained
ankle, another a strained back. The cut finger resulted
in refreshed safety training and a modification of
procedures in the model shop. None of the incidents
were lost time accidents so our FY22 LTIFR is zero.
Safety performance in terms of LTIR and RIFR are
reported and reviewed with the Board on a monthly
basis.
* Reportable Injuries per million hours worked
Operating and financial review continued
ESG report continued
5.1 Diversity and inclusion (D&I) continued
•
•
team-building athletic and social activities enabling
employees to interface with each other across the
globe and disparate time zones (e.g., STEPtember
& 15-minute exercise challenge)
featured speakers, and events and communications
oriented toward recognition and learning
opportunities with respect to significant cultural
milestones (e.g., International Women’s’ day,
NAIDOC week and Pride week)
Breville complies with the (Australian) Workplace Gender
Equality Act, which requires the submission of an annual
report on gender diversity practices and metrics. At the
end of the year, our Board was 25 percent female and
the percentage of women across the organisation was
45 percent. The percentage of women in managerial
roles was 36 percent, with senior and executive roles at
34 percent.
While we do not maintain specific quotas for individual
facets of diversity, we continue to apply principles of
equity and social justice to achieve equal employment
opportunities for talented individuals of all backgrounds
and cultures. We celebrate achievements and we
endeavour to enable continued improvement.
Our approach to Board diversity is detailed in Section
6.1 below.
5.2 Health & safety
Ensuring a healthy and safe workplace is foundational
to our ongoing success as a growing business, and we
strive for continuous improvement and consistency in
our wellbeing and safety practices.
A Group Health, Safety and Environment (HSE) Manager
oversees our global HSE systems, procedures, and
compliance. In addition, a Workplace Health & Safety
Committee (WHSC) routinely reviews the Group’s health
and safety standards, rules, and procedures, providing
updates as needed. The Board receives monthly
updates on key incidents and safety initiatives as well as
safety KPIs.
To protect our people, the majority of Breville’s global
offices closed at various times in FY22 in response
to COVID-19 outbreaks. In recognition of the strain
that lockdowns placed on our employees’ mental and
physical wellbeing, we introduced a range of activities
to ensure the team could remain engaged with the
business and their colleagues. Most of these activities
were undertaken globally. They included:
• Fitness – 15-minute challenge and STEPtember.
• Online classes – over 20 sessions of yoga,
meditation and mindfulness were scheduled
throughout the work week.
37
Breville Group Limited annual report 2022 Directors’ report
continued
Operating and financial review continued
ESG report continued
6. Corporate Governance
Breville is committed to the highest standards of
Corporate Governance and delivers this through culture,
demonstrated behaviours and policy.
6.1 Board independence & diversity
Breville maintains a majority independent Board and
is steadily evolving its Board composition to benefit
from diversity in all its forms including gender, skill set,
experience, ethnicity, and geographic location.
As previously announced the Group was committed to
adding another independent Director in FY22. Given
that 80% of the Group’s revenue in FY22 was outside of
Australia, with 52% in North America, priority was given
to adding a highly credentialed, non-Australian based,
Director.
In August 2021, the CEO Jim Clayton joined the Board
as Managing Director. In June 2022 Mr Tim Baxter
joined the Board bringing specific experience of leading
a consumer products business on a global scale and
geographic and nationality diversity to the Board.
Mr Baxter is the first non-Australian based Director
the group has appointed. Along with Mr Clayton, Mr
Baxter’s appointment increases the number of North
Americans on the Board to two, or 25%.
For the majority of FY22, 29% of the Board were
women (Sally Herman and Kate Wright). This
percentage reduced to 25% when Tim Baxter joined the
Board in June 2022.
Breville will continue to look for opportunities to promote
an effective, diverse and inclusive Board and senior
leadership team, including with respect to gender,
background, ethnicity, professional experience, and
geographic location. A further independent Director may
be appointed in FY23 to further increase the Board skill
set and enhance Diversity.
For an outline of the relevant skills, experience and
expertise held by each Director in office at the time of
writing, please refer to pages 18-19 of the Directors’
report.
Our Chairperson Tim Antonie is non-independent due to
his affiliation with a major shareholder. Lawrence Myers
was appointed Deputy Chairperson in August 2021; he
is the lead independent Director and chairs the Audit &
Risk Committee. The Remuneration and Nominations
committee and the Audit and Risk committee Members
are 100% independent non executive Directors.
Dean Howell is considered an independent Director by
the Group, despite his fourteen-year Board tenure. In
Breville’s view, Mr Howell’s tenure is mitigated by the
fact that the current management team has been in
place for approximately seven years, which is seven
years after Mr Howell took up his Board role, and Mr
Howell’s track-record of independent and impartial
decision-making.
6.2 Internal ESG reporting mechanisms
Given the importance of the sustainability agenda, the
Board established a Board Sustainability committee in
FY21 to enhance oversight and focus on sustainability
strategies, policies and programs throughout the Group.
The committee is chaired by Peter Cowan, independent
non-executive Director, and ex-country Chairman of
FMCG multinational, Unilever – a leader in sustainable
business practices. Sally Herman, Kate Wright, and
Dean Howell also sit on the committee. The Group CFO
and General Legal Counsel and all Board Members are
standing invitees to committee meetings. The agenda
and minutes of the sustainability are presented to and
reviewed at subsequent Board meetings.
The Board Sustainability committee itself receives
periodic updates from the company Sustainability
Committee, the Diversity and Inclusion Committee, the
Reconciliation Action Plan (RAP) Committee as well
as from business functions including quality, design,
engineering, HR, and WHS.
Companywide safety targets and performance are
reported to, and reviewed by, the Board on a monthly
basis.
The Board’s Audit & Risk Committee formally oversees
all risks and opportunities facing the Group, and climate
change was explicitly added to Breville’s material risks
register in FY20 and has been developed every year
since.
7. Corporate Behaviour
A key focus of the Breville Board is to instil and
encourage a positive corporate culture across the
Group that values honesty, openness, and integrity.
This is reinforced through policies, a demonstrated
risk appetite including zero tolerance issues and visible
leadership on key issues.
7.1 Anti-bribery, corruption, and whistleblowing
Honesty, integrity, and trust are considered integral
to the Group ethos, its products, and its brands. The
standards of behaviour expected across the Group are
laid out in the Corporate Conduct Policy.
Conduct associated with bribery and corruption is
a ‘zero tolerance’ issue and unacceptable under all
circumstances. The Group has an anti-bribery policy
which, in conjunction with the code of conduct and
whistleblowing policy, sets out the responsibilities of
all the Group’s employees (including contractors) and
Directors regarding dealing with outside parties.
These policies prohibit all personnel, in all jurisdictions in
which the company operates or conducts commercial
activities, from engaging in any activity that constitutes
bribery or corruption and other improper inducements
and/or payments.
To ensure that these values and the policy are properly
adhered to, the Group has appointed an Anti-Bribery
Compliance Officer who is responsible for monitoring
the application of this policy.
38
Breville Group Limited annual report 2022 Operating and financial review continued
ESG report continued
Our whistleblowing procedure and policy ensures the
safety and appropriate protection from recrimination for
any employee or contractor reporting a breach of the
corporate conduct policies.
7.2 Cyber security & data privacy
The mass adoption and continuation of working from
home has enhanced prospects for cyber criminals,
who have enjoyed more potential vulnerabilities to
exploit. With cyber-crime for profit at an all-time high,
Breville has responded by ramping up investment in its
cybersecurity capabilities and strengthening the team
further to protect and support both staff, contractors
and key assets of the organisation.
The Technology Services team has strengthened our
cyber security and privacy programs culminating in the
formal adoption of a security & privacy framework in the
second half of FY22 for the organisation to align to.
On the security front, a large number of operational
activities were completed throughout FY22 including
rounds of penetration testing, vulnerability assessments,
PCI Audits, and external reviews of some of our key
cloud operating environments to highlight any risks
that required remediation to ensure the continued safe
operation of these environments.
Additional to this all Breville staff have completed
mandatory annual cybersecurity awareness training with
specific security training for our software development
teams globally. Multi-factor authentication was enabled
for all staff globally providing better baseline security of
their corporate identities along with enhanced visibility
of activity to provide continuous protection against
cyber-crime. The team continues to test overall security
awareness via planned phishing campaigns which
assist us to identify weaknesses / reinforce training and
behaviours.
With respect to personal data, we completed the
selection of a privacy and data mapping platform to
facilitate an efficient capture and processing of data,
and to reduce the compliance burden associated with
meeting multiple privacy obligations around the world.
The implementation of the core modules has been
completed with additional capabilities to be added in
the future.
Breville has cyber insurance in place.
7.3 Tax transparency and governance
Breville takes a low risk, high compliance, high
transparency approach to its global tax affairs,
contributing significantly to the communities in which it
operates. During FY22, Breville paid A$161m in taxes
globally comprising a significant amount of indirect
taxation as well as corporate income tax.
The Board has oversight over the tax risk management
framework and sets the Group’s tax risk tolerance and
level of justification required for tax positions. Tax risks
are monitored by the Board, with assistance from the
Audit & Risk Committee (A&RC). The global tax function
oversees our tax approach across all territories ensuring
a uniform approach and compliance with the framework
in line with the Board’s agreed tax risk appetite.
In 2020, the ATO finalised its Top 1000 Streamlined
Assurance Review of the Breville Group Limited
Australian tax consolidated group and Breville achieved
a “High” overall level of assurance, reflecting our above
stance.
Effective Tax Rate
29.0%
28.5%
28.0%
27.5%
27.0%
26.5%
26.0%
25.5%
25.0%
28.6% 28.6% 28.6% 28.5%
2019
2020
2021
2022
With IP largely generated and housed in Australia,
and long-established variable license and service fee
agreements in place between countries, the majority of
the group’s profits are repatriated and taxed in Australia,
resulting in a group effective corporate tax rate of
28.5%, well above the global minimum tax rate of 15%
under the OECD Pillar Two model rules.
7.4 Policy availability
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Breville Group Limited annual report 2022 Directors’ report
continued
Operating and financial review continued
ESG report continued
Significant changes in the state of
affairs
There were no significant changes in the state of affairs
of the consolidated entity that occurred during the year
that have not otherwise been disclosed in this report or
the consolidated financial statements.
Annual general meeting (AGM) and
Director nominations
The Group currently plans to hold its Annual General
Meeting (AGM) in person on 10 November 2022.
In accordance with our constitution and ASX
requirements, the closing date for the receipt of Director
Nominations from persons wishing to be considered for
election is 15 September 2022 (40 business days prior
to AGM).
Should the nomination of a person for election be
made by a Director the closing date for the receipt of
nomination is 21 October 2022 (15 business days prior
to AGM).
Directors’ interests
As at the date of this report, the interests of the
Directors in the shares or other instruments of Breville
Group Limited were:
T. Antonie
L. Myers
J. Clayton
P. Cowan
S. Herman
D. Howell
K. Wright
T. Baxter
Ordinary
shares
43,791
133,000
231,616
10,968
42,484
140,000
21,859
-
Breville’s suite of policies on both governance and
behaviours are reviewed, and refreshed, on a rolling
annual basis.
The policies are publicly available in the corporate
governance section of the company’s website (www.
brevillegroup.com)
• Board Charter
• Audit & Risk Committee Charter
• People, Performance, Remuneration and
Nominations Committee Charter
• Sustainability Committee charter
• Anti-Bribery & Corruption Policy
• Diversity & Inclusion charter
• Share Trading Policy
• Corporate Code of Conduct
• Continuous Disclosure Policy
• Selection and Appointment of Directors
• Criteria for Assessing Independence of Directors
• Shareholder Communications Policy
• Workplace Gender Equality Agency Report
• Ethical Sourcing Policy
• Modern Slavery Act Statement
• Sustainability Policy
• Whistle-blower Protection Policy
• Diversity and Inclusion Charter
• Reconciliation Action Plan
Risk management
The company’s risk management approach is discussed
in the corporate governance statement on page 64.
Dividends
The following dividends have been paid, declared, or
recommended since the end of the preceding year.
Cents per
ordinary
share
$’000
Final FY22 dividend
recommended:
Dividends paid in the year:
Interim FY22 dividend paid
Final FY21 dividend paid
15.0
21,369
15.0
13.5
20,903
18,814
40
Breville Group Limited annual report 2022 Remuneration report (audited)
1. Introduction and overview
The Directors are pleased to present the Group’s remuneration report for the financial year ended 30 June 2022,
which has been prepared in accordance with section 300A of the Corporations Act 2001 and has been audited by
PricewaterhouseCoopers as required by section 308(3c) of the Corporations Act 2001.
Breville, led by Jim Clayton and his Executive team, has delivered sustained multi-year performance doubling the size
of the business in the last 4 years and delivering outstanding shareholder value.
On a 4-year CAGR (compound average growth) basis revenues have grown by 21.4% pa, EBIT by 15.8% pa.
Despite recent market declines, total shareholder returns over the last 4 years have exceeded 65.1%, and by share
price appreciation of 54.8%.
In FY22 Breville delivered another strong performance, against a backdrop of economic uncertainty and disrupted
global supply chains. Breville gave, and met, EBIT guidance despite the turbulent backdrop delivering another year of
double-digit revenue and profit growth.
FY22 Performance Highlights
Group revenue increase to A$1.4 bn
Group EBIT increased to A$156.4m
Group EPS increase to 75.9c
Share price declined to A$17.99 on June 30th 2022
* Share price change shown as absolute growth over 4 years
CEO Remuneration Package
1 Year
+19.4%
+14.6%
+15.3%
(39.8)%
4-year CAGR*
+21.4%
+15.8%
+13.9%
+54.8%*
Jim Clayton joined Breville as CEO in July 2015 and joined the Board as Managing Director on 18th August 2021.
Mr Clayton is a proven, high performing CEO who has transformed the Group over the last seven years, successfully
expanding internationally and accelerating product development whilst delivering sustained growth in profit and
shareholder returns. He has set, and is executing, a winning strategy for the Group against a range of global
competitors.
During 2021 the Board negotiated a new package with Mr Clayton to secure his on-going leadership of the Group
for the benefit of all shareholders. This was finalised, signed, and announced on 5th October 2021. The impact of the
new package is reflected in table 6 showing total remuneration in FY22 of A$5.6m with 46% fixed remuneration (both
cash salary and fixed deferred remuneration rights) and 54% incentive based at risk remuneration (combination of STI
and LTI).
In designing the new package, the Board sought to maximise alignment with shareholders’ interests, through
the extensive use of share-based payments in both fixed pay and incentives. The Board also sought to make it
unattractive for a competing group to poach Mr Clayton by lengthening his notice period to 12 months and securing
a non-compete of 12 months as well as rewarding Mr Clayton for outstanding performance.
In negotiating a competitive package an external benchmarking study was commissioned against three groups of
peers:
Group 1. ASX 80-130
Group 2. ASX companies with a high proportion of revenue from outside of ANZ
Group 3. A selection of international peers from the Household appliance Industry
The Board gave particular weight to the comparative remuneration of CEOs in group 3 given that over 75% of
Breville’s revenue comes from outside of ANZ, the fact that Mr Clayton is a US citizen, and that he has a proven track
record of success in the household appliance vertical.
As a number of the international peers in group 3 are larger in terms of market cap than Breville, consideration was
also given to COO roles, as well as CEO roles, in shaping Mr Clayton’s package.
Mr Clayton’s revised total package was pegged at the bottom 25th percentile of the international peer group which
equated to a level about half of the average of the international peer set CEO. This positioning reflects the larger
market cap scale of the comparators and therefore included COO roles.
The negotiated package is at the low end of the range of this international peer set, lying in the bottom 25th percentile.
It is relatively higher placed against ASX peers where, against the ASX 80-130, the total package is in the top 25th
percentile. This is considered appropriate given Mr Clayton’s tenure and track record of delivery.
The benchmarking study allowed the Board to propose a wholistic package, each element of which was then
negotiated and agreed with Mr Clayton before being signed on 5th Oct 2021.
41
Breville Group Limited annual report 2022 Directors’ report
continued
Remuneration report (audited) continued
1. Introduction and overview continued
In terms of potential reward, paid or granted each year, rounded to nearest percent,
• 32% is fixed cash remuneration
• 14% is fixed deferred remuneration rights
• 30% is at risk STI
• 24% is at risk LTI performance rights
54% is at risk or performance related pay; 46% is fixed base pay.
Fixed deferred remuneration rights were chosen to deliver a portion of fixed pay to increase the retention incentives
for Mr Clayton and to further align the package with shareholder interests in terms of share price appreciation. Rights
are granted up to 5 years in advance of the service period, thus most existing rights were granted at an effective price
of $28.98. Given the recent share price softening Mr Clayton has taken an effective fixed pay cut unless he can lead
the business to an increased share price over the coming years.
During October 2021, the Board undertook extensive shareholder consultation, talking with approximately 75% of
the register by value, to discuss the new package, the process undertaken and its rationale. Shareholders expressed
overwhelming support for Mr Clayton’s leadership and strong support for securing his services through the enhanced
package.
The package was comprehensively described in the explanatory memorandum to the 2021 AGM, explicitly in
resolution 5 “Participation of the MD and CEO in the Breville Equity Incentive Plan” and resolution 6 “Approval of
potential termination benefits”. These resolutions received an 83.0% and an 87.3% FOR vote at the 2021 AGM.
The Remuneration report also received 89.7% support.
The Board view the appointment of Mr Clayton in July 2015, and incentivising his ongoing tenure, as critical to
continuing the delivery of strong business performance and enhanced shareholder value and is delighted to have
secured Mr Clayton for the next stage of the Group’s growth journey. It is grateful for the shareholder support
demonstrated at the AGM and in one-on-one discussions.
As of 30 June 2022, Mr Clayton held 435,797 unvested share rights, subject to various performance and service
criteria that may vest in his favour in the future with potential value of $7,839,988 (based on 30 June 2022 share price
of $17.99). Any proposed new performance or deferred remuneration rights to be issued to Mr Clayton in FY23 will
be issued subject to shareholder approval at the AGM in November 2022.
No increase to Mr Clayton’s package, other than that detailed in the explanatory memorandum for the AGM in
November 2021, was made in FY22 nor is proposed for FY23.
Other Executives: KMPs
The strong performance of the Group over the last 4 years has been led by both Mr Clayton and his executive team.
In FY22 the relativity of CEO and KMP packages was partially addressed.
No fixed cash remuneration increases were awarded to KMPs in FY22, however overall package increases of
approximately 8% were approved and delivered in the form of fixed deferred remuneration rights.
This intent was pre-announced in the FY21 remuneration report, and the scheme follows similar principles to the
CEO scheme.
The scheme is designed to reward, but importantly also to encourage retention, amongst this high performing team
by increasing the weight of share-based remuneration within their packages.
The tranches of rights were issued with service periods for vesting ranging from one to five years. The total number
of fixed deferred remuneration rights issued to each KMP equated to one year’s total annual remuneration spread
over the next 5 service years, based at a 20-day VWAP prior to 30 June 2021 of $28.98. This further aligns KMPs’
interests with shareholders in driving performance to improve the share price. The actual monetary value received as
base pay by each KMP in each year will depend on the share price at time of vesting.
The vesting of total rights issued was back weighted as follows-
• 8% of rights vesting in August 2022
• 11% of rights vesting in August 2023
• 17% of rights vesting in August 2024
• 26% of rights vesting in August 2025
• 38% of rights vesting in August 2026
42
Breville Group Limited annual report 2022 Remuneration report (audited) continued
1. Introduction and overview continued
Although the total rights represent a potential annual package increase of 20% to the KMP (100% spread over 5
years), the effective increase in FY22 was an increase in 8% over the KMP FY21 packages.
This issuing of fixed deferred remuneration rights partially addresses the relativity of KMP packages to the CEO
package.
Following the grant of these fixed deferred remuneration rights the KMP packages are split ~63% fixed and ~37% at
risk (~56% and ~44% in prior year) and ~35% of remuneration is compensated via share-based remuneration.
Following a full benchmarking study, KMP packages will be further reviewed in FY23.
LTI Performance Metrics
The performance metrics applied to the Group’s LTI performance rights have evolved steadily over the last 4 years
against a very changeable and uncertain backdrop. Each year the Board has looked to find the best metrics to
incentivise management to perform in the interests of long-term shareholder value creation.
FY20 and earlier: Historically the Board adopted relative TSR as the key LTI metric. Using a peer group of 60 ASX
companies, in the consumer and industrial index, 100% vesting was awarded for achieving above 75th percentile
relative TSR, 50% vesting for 50th percentile and 0% below that. Straight line pro-rating was used between 50th and
75th percentile. This neatly aligned management reward with shareholder returns and peer group performance.
FY21: At the height of COVID-19 asset price correction in June 2020, with expected “COVID-19 winners and losers”
experiencing very different share price outcomes it was difficult to judge if everyone was starting the year from a
level playing field. The Board moved the FY21 scheme to an absolute TSR basis, with minimum and maximum
TSR targets and straight-line pro-rating between these two. In this environment it was difficult to call an appropriate
absolute TSR target so the need for potential Board discretion in deciding appropriate vesting was explicitly flagged
for this tranche of rights. Recent market price reductions means that all rights under this tranche are likely to be
forfeited without Board intervention. The TSR targets, actual achievement, and vesting, as well as relative TSR (for
information) will be reported in the FY23 remuneration report.
FY22: With heightened share price volatility in June 2021 the LTI metrics were moved to two internal targets – EBIT
3-year CAGR and revenue 3-year CAGR. A minimum EBIT CAGR needs to be achieved for any rights to vest. If this
threshold is met, then 50% vesting is achieved. To achieve higher than 50% vesting a revenue 3-year CAGR must
exceed a minimum target, to achieve 100% vesting a maximum target must be achieved with a sliding scale set
between these 2 points. In addition to solid EBIT growth, it was judged that driving revenue growth would be in the
best long-term interests of the group. The revenue and EBIT CAGR targets, achievement, and any vesting will be
reported in the FY24 Remuneration report.
FY23: With even higher asset price uncertainty the Board considered it too early to return to the Group’s preferred
relative TSR targeting. In FY22 the Group’s share price halved from maximum to minimum point, and then partially
recovered, during a year when EBIT guidance was given, maintained, and met. A point-to-point share price measure
currently appears to be too disconnected with management performance to be useful as an incentive metric. At the
same time, the prospect of recession over the next three years, makes revenue an unreliable measure of success
with the emerging demand line being very uncertain. The Board believes that management’s success in delivering
for shareholders, over the coming testing period, will be best measured by their delivery of sustained EBIT growth
against whatever economic backdrop and demand line arises. 100% vesting will arise on exceeding a maximum
3-year EBIT CAGR and zero below a minimum floor. Between these two points, it is intended that the Board
retrospectively judge the quality of performance against the actual economic backdrop in which the EBIT growth was
achieved. This judgement will determine the vesting percentage to be awarded.
The EBIT CAGR targets, actual achievement, and vesting percentage awarded will be reported in the FY25
Remuneration report.
Although the same metric is employed for STI, the LTI scheme rewards sustained multi-period growth rather than a
single year, peak performance.
Shareholder approval to grant rights to Mr Clayton under the above scheme will be sought at the November 2022
AGM.
Non-Executive Directors
To attract and retain Directors of a high calibre to a growing international company, a Directors’ fee increase was
implemented in January 2021. Total aggregate remuneration for FY21 and FY22 remained below the shareholder
approved limit of $1,400,000 previously agreed at the AGM in November 2016.
An increase in the aggregate remuneration limit to $1,800,000 was proposed and approved by shareholders at the
AGM in November 2021. This provides for future flexibility to attract high calibre, international Directors.
Tim Baxter, the Group’s first non-Australian based Director joined the Board in June 2022.
43
Breville Group Limited annual report 2022 Directors’ report
continued
Remuneration report (audited) continued
2. Key management personnel
KMPs are the persons with authority and responsibility for planning, directing, and controlling the activities of the
Group and comprise the Directors of the Group and the Executives listed below.
Table 1: Key management personnel (KMP)
Name
Position
Term as KMP
Non-Executive Directors
Tim Antonie
Non-Executive Chairperson
Lawrence Myers
Non-Executive Deputy Chairperson (a),(d)
Full Year/Appointed Chairperson 11th
November 2021
Full Year/Appointed Deputy Chairperson
18th August 2021
Peter Cowan
Sally Herman
Dean Howell
Kate Wright
Tim Baxter
Non-Executive Director (e)
Non-Executive Director (f)
Non-Executive Director (b),(d).(f)
Non-Executive Director (c),(b),(f)
Full Year
Full Year
Full Year
Full Year
Non-Executive Director
Appointed 1st June 2022
Steven Fisher
Non-Executive Chairperson
Retired 11th November 2021
Managing Director & Group Chief Executive
Officer
Full Year /Appointed Managing Director
18th August 2021
Executive Directors
Jim Clayton
Executives
Scott Brady
Global Product Officer
Martin Nicholas
Group Chief Financial Officer
Mark Payne
Cliff Torng
Chief Operating Officer
Global Go-to-Market Officer
Full Year
Full Year
Full Year
Full Year
(a) Chair of Audit and Risk Committee
(b) Member of Audit and Risk Committee
(c) Chairperson, People Performance Remuneration and Nominations Committee (PPRNC)
(d) Member of PPRNC
e) Chair of Sustainability Committee
(f) Member of Sustainability Committee
3. Remuneration framework
The People, Performance, Remuneration and Nominations Committee (PPRNC) reviews and recommends executive
and employee remuneration arrangements each year within a framework designed to support the achievement of
strategic goals, sustainable financial performance, and sustained growth in shareholder value.
From time to time the committee may engage external remuneration consultants to assist with this review. None
were engaged in FY22. However, consultants provided a benchmarking study used when developing the FY22 CEO
package.
Key principles that guide the remuneration framework include:
Fair and competitive
Provide appropriate rewards to attract and retain high calibre employees for an
international and growing business. Market benchmarks are used, and include domestic
and international peers, depending on the role being evaluated.
Simple
Clear, visible, and calculable reward linked to sustained company performance and
shareholder value creation. Wherever possible executives will be aware of the status of
their incentive achievement mid- period.
Aligned to strategy
Reward linked to achievement of strategic goals and sustainable performance of the
company.
Shareholder aligned
Reward explicitly linked to short and long-term shareholder value creation.
Sustained delivery
Reward balanced to optimise long, medium, and short term, performance.
44
Breville Group Limited annual report 2022 Remuneration report (audited) continued
3. Remuneration framework continued
In implementing its remuneration framework and ensuring proper oversight, the committee:
• Sets compensation to motivate and retain a high performing global team in line with shareholder interests,
• Encourages an increasing level of executive shareholdings, in excess of minimum shareholding guidelines,
• Aligns interest of shareholders and executives via increasing share-based payments,
• Retrospectively discloses all performance hurdles and calculation of award and payments made to ensure
transparency,
• Encourages increased variability of pay linked to short and long-term performance,
• Rewards sustained long-term performance, not just single year peak performance,
• Utilises measurable and shareholder relevant targets, and
• Retains Board discretion over the level of any award.
In establishing the remuneration arrangements each year, the Board and PPRNC specifically reviews the proportion of
the fixed compensation and variable compensation (potential short-term and long-term incentives) that the executives
are achieving. The Board aims to ensure the appropriate mix of fixed to variable remuneration, and specifically share-
based and longer-term performance related, remuneration.
The actual remuneration mix for FY22 and FY21 is shown in table 2 below. The percentages achieved reflect both
the CEO’s new package described above and the introduction of a fixed deferred remuneration rights scheme for key
executives.
Table 2: Actual Remuneration Mix of CEO and other KMPs for FY22 compared to FY21
CEO FY22
CEO FY21
Other Execs FY22
Other Execs FY21
32%
28%
14%
18%
30%
30%
48%
56%
15%
0%
17%
27%
24%
24%
20%
17%
0%
10% 20% 30% 40% 50% 60% 70% 80% 90%
100%
Fixed Cash Remuneration
(guaranteed)
Fixed Deferred Remuneration
Rights (Value at risk)
Cash Bonus
(STI at risk)
Performance
Rights (LTI at risk)
• Contracts – Employment contracts are entered with executives designed to attract and retain the employees
whilst safeguarding the Group’s interests. None of the KMPs have fixed-term contracts.
• Termination Provisions – contracts include notice periods ranging from 3 months for KMPs to 12 months
for the CEO. Amounts payable on termination vary from statutory entitlements to 12 months of fixed pay plus
accrued leave balances. Any LTI performance rights not vested at the date of termination are forfeited and will
lapse unless otherwise determined by the Board. Rights under the fixed deferred remuneration scheme will lapse
on resignation but will be pro-rated for time served in the case of termination without cause. Specific termination
arrangements, as part of the CEO’s package, were proposed and approved by shareholders at the November
2021 AGM.
• Hedging prohibited – The Group has a policy that prohibits KMPs and their closely related parties from entering
into an arrangement that has the effect of limiting the exposure to risk relating to an element of that member’s
compensation. The policy complies with the requirements of s.206J of the Corporations Act 2001.
• Measurement – The PPRNC is responsible for assessing performance against KPIs and recommending
the STI and LTI to be awarded each year to the Board. To assist in this assessment, the committee receives
detailed reports on performance from management which are based on independently verifiable, and in most
cases, audited data. An external specialist is always used to calculate and report on actual and relative TSR
performance for use in LTI evaluation. In the event of fraudulent or dishonest misconduct, the Board reserves the
right to deem any unvested rights to have lapsed.
45
Breville Group Limited annual report 2022 Directors’ report
continued
Remuneration report (audited) continued
4. Linking remuneration to performance
The Group’s remuneration principles and framework aims to align executive remuneration to the Group’s strategic
and business objectives, sustained business performance and the creation of sustainable shareholder value.
The key measures that are used in Executive KMP incentive plans – EBIT, revenue growth and TSR – are measurable,
verifiable, and well aligned to shareholder value creation.
• Group Revenue - A measure of the Group’s success at growing the scale and scope of our operations. An
auditable IFRS measure of marketplace success.
• EBIT - Earnings before interest and tax is a well-recognised measure of the Group’s performance and ability to
generate cash to fund growth and distribute dividends. It is well defined and measurable. EBIT is preferred to
EBITDA given the strategic importance of investment in new product development and associated amortisation
costs.
• TSR - Total Shareholder Return is a measure of share price appreciation, and dividends paid, expressed as a
percentage of the opening share price. The Group measures both its own absolute TSR and its relative TSR
which compares the company against an index of approximately 60 peers within the S&P/ASX200 Consumer
Staples, Consumer Discretionary and Industrials indices.
Table 3 below shows the Group’s revenue, profit and TSR performance over the last 5 years.
The measures shown are consistent with the measures used in determining the variable amounts of remuneration to
be awarded to executives. There is a strong alignment between executive reward and shareholder return as seen in
the below table.
Table 3: Five Year Group Performance ($m)
Year ended
Group Revenue
Revenue Growth
Revenue CAGR (4 Year)
Group EBIT
EBIT Growth
EBIT Growth CAGR (4 Year)
NPAT
Earnings per share (cents)
EPS Growth
Total dividends per share (cents)
Share price at 30 June ($)
Share Price Change
4 Year share price change
One Year TSR
4 Year TSR
30 June
2018
30 June
2019
30 June
2020
652.3
7.7%
86.9
10.0%
58.5
45.0
8.7%
33.0
11.62
11.2%
760.0
17.5%
97.3
12.0%
67.4
51.8
15.2%
37.0
16.36
40.8%
952.2
25.3%
97.7
0.4%
63.9
48.8
(5.8)%
41.0
22.76
39.3%
30 June
2021
1,187.7
24.7%
136.4
39.6%
91.0
65.8
34.8%
26.5
29.87
31.2%
14.2%
43.8%
41.5%
32.6%
Average STI as % Maximum Opportunity
78.0%
76.0%
0%1
100%
30 June
2022
1,418.4
19.4%
21.4%
156.4
14.6%
15.8%
105.7
75.9
15.3%
30.0
17.99
(39.8)%
54.8%
(38.8)%
65.1%
100%
Percentage of Executive LTI performance
rights that vested/will vest related to schemes
maturing in the year
Performance against Targets
STI
100%
100%
100%
100%
91.9%
• The Group FY22 STI paid out at 100% based on achieving an audited EBIT of $156.4m (14.6% growth), having
funded 100% STI, against a target for FY22 of $156m set in June 2021. The target was based on 15% growth
against the then forecast for FY21 EBIT. $156m was given as guidance at the AGM, and then confirmed on 3rd
May 2022, despite tougher trading conditions.
46
Breville Group Limited annual report 2022 Remuneration report (audited) continued
4. Linking remuneration to performance continued
• The Group’s annual FY23 STI plan has a stretch financial EBIT target based on a targeted EBIT growth for
FY23. This target and actual will be retrospectively disclosed as a part of the FY23 remuneration report. No STI
is awarded until this target is met. Once it is met the STI pool is funded, until full, at which point reported EBIT
would be further increased. The EBIT target has to be delivered before a single dollar of STI is awarded.
LTI
Two tranches of LTI were tested as of 30 June 2022 and will vest in August 2022.
• Tranche 3 of FY19 scheme was measured with a 4-year TSR of 70% putting the Group at 5th out of 53 peers
and thus at the 92nd percentile of relative TSR. Being above the 75th percentile this tranche vested at 100%.
• Tranche 2 of the FY20 scheme was measured with a 3 -year TSR of 15% putting the Group at 20th out of 59
peers and thus at the 67th percentile of relative TSR. Being between 50th percentile and 75th this tranche vested
at 83.8%
• Average vesting across the two tranches measured was 91.9%
• TSR of the group, and peers, was calculated by an independently commissioned expert.
5. Executive remuneration - detailed elements
There are four key components in executive remuneration
i) Fixed Cash Remuneration
ii) Fixed Deferred Remuneration Rights
iii) Short Term Performance Incentive (STI)
iv) Long Term Performance rights (LTI)
i) Fixed Cash Remuneration
Executives receive their fixed cash remuneration in the form of cash, car allowance, health insurance, annual leave
benefits, long service leave benefits and superannuation. Fixed cash remuneration is reviewed annually by the
PPRNC, and in the case of the CEO the Board, or in the event of role change. The committee considers company
and individual performance, relevant comparative market compensation and internal relativities. Breville increasingly
competes in a global market for talent and employs both Australian and international executives. The Group regularly
benchmarks both domestically, and internationally, when reviewing suitability of remuneration.
Details of fixed cash remuneration by KMPs is shown in the remuneration tables 6 and 7.
Remuneration
component
Fixed Cash
remuneration
Purpose & execution
FY22 outcomes
Aims to provide competitive salary, including
superannuation and non-monetary benefits, to
attract and retain a high performing team.
Fixed cash remuneration is reviewed annually, with
outside assistance where needed, and set with
reference to:
• CEO Fixed Cash remuneration was
increased to $A1.7m as detailed in the
explanatory memorandum in the November
2021 AGM.
• There was no fixed cash salary increase for
any other Executive KMP in FY22.
• Size and complexity of role.
• Market benchmarks (domestic & international).
• Experience, skills and competencies.
Annual leave and long service leave benefits shown in table 6 and 7 reflect the movement in accrued benefit owing
to the individual in accordance with accounting standards. If leave balances increase, as during the COVID-19
pandemic when less leave was taken, or if base salary increases are implemented, then accrued benefits increase.
ii) Fixed Deferred Remuneration Rights
The scheme is a core part of fixed remuneration, rather than an incentive program, but the Board and KMPs regard it
as an attractive alternative to a straight cash reward for delivering base remuneration. The number of rights that vest
in a year is based on completion of a service period, just like base pay. The number of rights granted is calculated
as the deferred salary amount divided by the share price at the time that the grant is agreed. Executives, like
shareholders, benefit from any share price appreciation.
47
Breville Group Limited annual report 2022 Directors’ report
continued
Remuneration report (audited) continued
5. Executive remuneration - detailed elements continued
The scheme increases the weight of share-based remuneration within executive packages whilst maintaining the
same potential fixed remuneration value and supports the retention and incentivisation of high performing executives.
The fixed deferred remuneration scheme implemented for the CEO in FY20 was extended in FY22 to KMPs, and
other key executives, as flagged in the FY21 remuneration report.
The accounting value of fixed deferred remuneration rights grants for which compensation is included in the
remuneration tables 4, 6 and 7 is shown in table 11. Under AASB 2 accounting, although the rights relate to future
specific periods of employment, part of the cost is recognised in the current period.
Remuneration
component
Fixed Deferred
remuneration
rights
Purpose & execution
FY22 outcomes
CEO Fixed Deferred Remuneration
New tranches of CEO rights were issued after
approval by shareholders at the 11th November
2021 AGM.
• Top up rights were issued to increase Mr
Clayton’s deferred remuneration element of
pay to $850,000 p.a. for FY23 onward (an
increase of $350,000 on pre-existing rights)
in line with total new package.
• A new grant equivalent to $850,000 was
issued vesting on completion of service
through to 25 August 2026.
• The issue of these rights was approved by
shareholders at the 2021 AGM.
•
In FY22 65,561 of fixed deferred
remuneration rights were granted to the
CEO.
Delivers fixed remuneration to the executive in the form of
an annual grant of deferred rights.
Supports the retention of high performing international
executives over sustained periods and may prove
particularly effective as an incentive and retention tool in
times of increased share price volatility.
Conditions
• Upon completion of a specific period of employment
service (the service condition) the rights will vest and
convert into fully paid ordinary shares in the company.
• No consideration is payable by the executive on
granting or exercise of the share rights as the rights
satisfy part of the executive’s base remuneration.
• The rights automatically lapse if the executive resigns
before the vesting date, or is terminated with cause,
and vest, on a pro-rata basis, if the executive is
terminated without cause.
• No disposal restrictions apply to the shares received
when the rights have vested.
CEO Fixed Deferred Remuneration
CEO rights are granted annually to ensure that 5 years
of rights are ahead of the CEO at any time. Each tranche
vests once the specified period of service has been
completed.
The number of rights granted in each tranche is calculated
as a deferred remuneration amount divided by the VWAP
at the time that the grant is agreed. From FY23 forward the
annual deferred remuneration value is $850,000. A tranche
of rights vesting in FY27 will be proposed for shareholder
approval at the November 2022 AGM.
KMP Fixed Deferred Remuneration
KMP Fixed Deferred Remuneration
The total number of rights granted in FY22, covering five
years of future service, was based on one year’s total
remuneration divided by the relevant share price at the time
that the grant was agreed. The five years’ worth of grants
were back weighted to encourage continuing tenure with
the Group.
• KMPs were issued five tranches of rights
equivalent in total to one year’s total
remuneration, but spread over 5 vesting
years and back weighted, so that the
FY22 tranche value is equivalent to an 8%
package increase.
Rights enjoy the same conditions as the CEO scheme
vesting occurring once the required period of service has
been delivered. Weighting of rights to the service period
required is described below:
• 1 Year – 8%
• 2 Year – 11%
• 3 Year – 17%
• 4 Year – 26%
• 5 Year – 38%
•
In FY22 155,755 fixed deferred
remuneration rights were issued to the
KMP’s.
For accounting purposes, a fair value is
determined on the rights of these shares and
expensed over the full vesting period so part of
the costs for future periods are recognised in the
current period.
48
Breville Group Limited annual report 2022 Remuneration report (audited) continued
5. Executive remuneration - detailed elements continued
Table 4: Fixed Deferred Remuneration included in Remuneration tables 6 and 7
Fixed Deferred
Remuneration –
share rights year
of issue
FY20
Conditions
•
Issued for nil consideration
• Exercise price is $0.
•
Issue price of $16.70
• Participant (Jim Clayton) must complete the
service period between:
26 August 2019 – 25 August 2020
26 August 2020 – 25 August 2021
26 August 2021 – 25 August 2022
26 August 2022 – 25 August 2023
26 August 2023 – 25 August 2024
• 34% vested as at 30 June 2022
•
Issued for nil consideration
• Exercise price is $0.
•
Issue price of $22.41
Fair value
right at
Grant date
$
Number
outstanding
30 June
2022
Number
outstanding
30 June
2021
$16.70
$16.70
$16.70
$16.70
$16.70
-
-
29,940
29,940
29,940
-
29,940
29,940
29,940
29,940
FY21
• Participant (Jim Clayton) must complete the
service period between:
26 August 2020 – 25 August 2025
$19.60
22,311
22,311
FY22
• 0% vested at 30 June 2022
•
Issued for nil consideration
• Exercise price is $0.
•
Issue price of $28.98
Jim Clayton must complete the service period
between:
26 August 2022 – 25 August 2023
26 August 2023 – 25 August 2024
26 August 2024 – 25 August 2025
26 August 2025 – 25 August 2026
• 0% vested as at 30 June 2022
Executive KMPs must complete the service
period between
26 August 2021 – 25 August 2022
26 August 2022 – 25 August 2023
26 August 2023 – 25 August 2024
26 August 2024 – 25 August 2025
26 August 2025 – 25 August 2026
• 0% vested as at 30 June 2022
$29.28
$28.91
$28.54
$28.17
$27.21
$26.87
$26.52
$26.18
$25.85
12,077
12,077
12,077
29,330
11,810
17,717
26,574
39,861
59,793
-
-
-
-
-
-
-
-
-
49
Breville Group Limited annual report 2022 Directors’ report
continued
Remuneration report (audited) continued
5. Executive remuneration - detailed elements continued
iii. Short term performance incentives (STI)
The Group operates an annual STI program available to executives and other employees and awards a cash bonus
subject to the attainment of clearly defined business targets.
Remuneration
component
Short term
incentives (STI)
Purpose & execution
FY22 outcomes
•
In June 2021 a FY22 pre STI EBIT target of
$156m was set.
• $156m EBIT guidance was also given as
guidance at the AGM in November 2021
and maintained throughout 2H22 despite a
deterioration in trading conditions.
• The Group achieved EBIT of $156.4m
having funded 100% of the STI pool.
Aims to reward and incentivise executives and
employees for achieving in-year company targets
and is paid in cash.
A pre-STI EBIT target is set by the Board in advance
of the financial year. Until this pre-STI EBIT is
exceeded no STI is awarded.
If pre-STI EBIT exceeds the pre-STI target, the STI
pool is funded until the maximum pool is reached.
Shareholders are rewarded before any STI is
awarded.
The maximum pool is calculated as the sum of
maximum STI dollar opportunities for each eligible
participant.
The CEO has a maximum STI opportunity of 100%
of Fixed cash remuneration, other KMPs 35% and
other staff are in a range of 5-35%.
Once a pool is awarded it is distributed based on
each individual’s achievement of their individual
targets.
• The CEO and KMPs are targeted on Group EBIT
• Regional Presidents and teams have Group EBIT
and Regional EBIT targets
• Product Development team teams have Group
EBIT and GM$ from new-to-market product
targets
•
Functional Teams have Group EBIT and specific
deliverables e.g., ERP on time implementation
targets, or HSE targets
Following finalisation of the annual audit, the PPRNC
recommends the amount of STI to be paid to the
Group CEO for Board approval. The PPRNC seeks
and approves recommendations on other individual
pay outs from the Group CEO.
The level of STI pay out always remains at the
discretion of the Board. The Board suspended
the STI program at the end of FY20 due to a very
uncertain economic outlook, on a discretionary basis
50% of potential was paid out during 1H21. STI was
reintroduced in FY21 when greater medium term
performance certainty was reached.
iv) Long term performance incentives (LTI)
The Group operates an annual LTI program available to executives, and other employees, that grants performance
rights that fully, or partially, vest into shares on the achievement of clearly defined medium term targets.
LTI grants to participants (excluding the CEO) are recommended by the CEO to the PPRNC. This recommendation,
together with a recommendation by the PPRNC of an LTI grant to the CEO, is then put to the Board for approval.
Performance conditions for the 3 years ahead are agreed at the same time taking into account what the Board
considers to be the most effective means of incentivising management to deliver sustained enhancement of
shareholder value in the context of the existing environment.
Under AASB 2 accounting, although the share rights relate to future specific periods of employment, part of the cost
is recognised in the current period.
50
Breville Group Limited annual report 2022 Remuneration report (audited) continued
5. Executive remuneration - detailed elements continued
Remuneration
component
Long term
incentives (LTI)
Purpose & execution
Aims to reward and incentivise executives to deliver
sustained shareholder value over multiple periods.
Annual performance right grants are made to the CEO,
KMPs and other managers based on a percentage of their
fixed cash remuneration ranging from 10% for employees
to 65% for KMPs and 125% for the CEO.
The number of rights issued is based on the value of
shares in the company using a 20-trading day trailing
volume weighted average price (VWAP) up to date of
financial year end.
The number of rights vesting in favour of the individual
depends on the delivery of set performance metrics agreed
each year.
Conditions
• Upon satisfaction of the performance hurdles, the
performance rights will vest into fully paid ordinary
shares in the company.
• All unvested performance rights automatically lapse
upon a participant ceasing employment unless
otherwise determined by the Board.
• Participants do not receive distributions or dividends
on unvested performance rights.
• The number of rights vesting is guided by the
achievement of performance metrics, but the Board
retains absolute discretion on the number of rights that
vest.
• To make the scheme globally tax efficient (reflecting
different timing of taxation) there are no disposal
restrictions after vesting, notwithstanding that any
trading in shares is, at all times, subject to the
company’s share trading policy.
•
In the event of a takeover bid where the bidder and
its associates become entitled to at least 50% of the
voting shares of the company, any performance rights
granted will vest where the Board, in its absolute
discretion, is satisfied that performance is in line
with any performance condition applicable to those
performance rights. Any performance rights which
do not vest will immediately lapse, unless otherwise
determined by the Board.
Performance Metrics
Performance metrics are agreed and set each year to
govern the potential vesting of the performance rights.
For tranches of grants where relative TSR is not a
performance hurdle the Board will measure and report
relative TSR alongside the specific performance metric for
information.
FY22 outcomes
In Year grants
•
In FY22 the CEO received an LTI
performance rights grant of 125% of Fixed
Cash Remuneration or equivalent to 73,326
performance rights. The issue of these
rights was approved at the AGM 11th
November 2021
• Other KMP’s received a grant of 65% of
fixed cash remuneration or equivalent to
50,621 performance rights.
In Year LTI Vesting
During FY22 100,800 rights vested in the CEO’s
favour under the schemes below, and 77,900
rights vested in favour of the other KMPs.
FY18 Performance rights
• 31,700 shares vested to the CEO and
16,500 to other KMPs as part of the third
tranche of the FY18 performance-based
grant. 100% of the potential rights in the
tranche vested based on 4-year positive
TSR of 194% which was above the 75th
percentile of the peer Group.
FY19 Performance rights
• 34,100 shares vested to the CEO and
31,800 to other KMPs as part of the second
tranche of the FY19 performance-based
grant. 100% of the potential rights in the
tranche vested based on 3-year positive
TSR of 165% which was above the 75th
percentile of the peer Group.
FY20 Performance rights
• 35,000 shares vested to the CEO and
29,600 to other KMPs as part of the first
tranche of the FY20 performance-based
grant. 100% of the potential rights in the
tranche vested based on 2-year positive
TSR of 79% which was above the 75th
percentile of the peer Group.
FY23 Vesting
In FY23 it is expected that in August 2022:
- 100% of FY19 performance rights will vest
based on a 4- year positive TSR of 70%, putting
the Group at the 92nd percentile on relative
TSR.
- 83.8% of FY20 performance rights will vest
based on a 3- year positive TSR of 15%, putting
the Group at the 67th percentile of relative TSR.
51
Breville Group Limited annual report 2022 Directors’ report
continued
Remuneration report (audited) continued
5. Executive remuneration - detailed elements continued
Table 5: LTI plans for which compensation is included in the remuneration tables 6 & 7
LTI Plan for
the year
ended
FY18
Performance
based LTI
rights
FY19
Performance
based LTI
rights
FY20
Performance
based LTI
rights
Performance hurdles/conditions
Issued for nil consideration.
- Exercise price is $0.
- Term of two to four years with vesting as follows, each
representing 33% of the total number of performance rights:
(a) Total shareholder return (TSR) from 30 June 2017 to
30 June 2019 applying both an Absolute Test and a
Relative Test.
(b) Total shareholder return (TSR) from 30 June 2017 to
30 June 2020 applying both an Absolute Test and a
Relative Test.
(c) Total shareholder return (TSR) from 30 June 2017 to
30 June 2021 applying both an Absolute Test and a
Relative Test.
100% vested (144,900 shares) as at 30 June 2022 (nil lapsed).
Issued for nil consideration.
- Exercise price is $0.
- Term of two to four years with vesting as follows, each
representing 33% of the total number of performance rights:
(a) Total shareholder return (TSR) from 30 June 2018 to
30 June 2020 applying both an Absolute Test and a
Relative Test.
(b) Total shareholder return (TSR) from 30 June 2018 to
30 June 2021 applying both an Absolute Test and a
Relative Test.
(c) Total shareholder return (TSR) from 30 June 2018 to
30 June 2022 applying both an Absolute Test and a
Relative Test.
67% vested (132,000 shares) as at 30 June 2022 (nil lapsed).
Issued for nil consideration.
- Exercise price is $0.
-
Term of two to four years with vesting as follows, each
representing 33% of the total number of performance rights:
(a) Total shareholder return (TSR) from 30 June 2019 to
30 June 2021 applying both an Absolute Test and a
Relative Test.
(b) Total shareholder return (TSR) from 30 June 2019 to
30 June 2022 applying both an Absolute Test and a
Relative Test.
(c) Total shareholder return (TSR) from 30 June 2019 to
30 June 2023 applying both an Absolute Test and a
Relative Test.
33% vested (64,600 shares) as at 30 June 2022 (nil lapsed)
Fair value per
performance
right at Grant
date $
Number
outstanding
30 June 2022
Number
outstanding
30 June 2021
-
48,200
$7.05
$6.81
$6.68
$7.07
$6.81
$6.58
$6.51
$6.81
$7.06
65,700
131,600
128,900
193,500
FY21
Performance
based LTI
rights
Issued for nil consideration.
- Exercise price is $0.
-
Term of three years with vesting applying Absolute Test of
total shareholder return (TSR) from 30 June 2020 to 30 June
2023.
- minimum 0% and maximum 100% TSR targets set with
$14.69
straight line pro-rating between these two.
- potential Board discretion in deciding appropriate vesting
was explicitly flagged given volatile environment in which
original TSR targets were set
0% vested as at 30 June 2022 (nil lapsed).
147,632
147,632
52
Breville Group Limited annual report 2022 Remuneration report (audited) continued
5. Executive Remuneration - detailed elements continued
Table 5: LTI plans for which compensation is included in the remuneration tables 6 & 7 continued
Fair value per
performance
right at Grant
date $
Number
outstanding
30 June 2022
Number
outstanding
30 June 2021
123,947
-
$25.96
$28.91
LTI Plan for
the year
ended
FY22
Performance
based LTI
rights
Performance hurdles/conditions
Issued for nil consideration.
- Exercise price is $0.
- Term of three years with vesting based on meeting a
minimum EBIT CAGR growth target and Sales CAGR
If threshold EBIT CAGR is met then 50% vesting is achieved.
-
- To achieve higher than 50% vesting a Sales 3-year CAGR
must exceed a minimum target
- To achieve 100% vesting a maximum target must be
achieved - sliding scale set between these 2 points.
- KMPs (Grant Date 6th October 2021)
- Jim Clayton (Grant Date 11th November 2021 post
shareholder approval)
0% vested as at 30 June 2022 (nil lapsed).
6. Non-executive Director remuneration
In accordance with best practice corporate governance, the structure of non-executive Director and executive
remuneration is separate and distinct. The Board seeks to set non-executive Director remuneration at a suitable level
to attract and retain high calibre Directors whilst being commensurate with growing international companies of a
similar size and type.
The remuneration of non-executive Directors is reviewed annually. Each Director receives a fee for being a Director
of the company. An additional fee is also paid to each Director who also acts as Chairperson of a Board committee
recognising the additional time commitment required by the Director to facilitate the running of the committee.
The Group’s constitution and the ASX Listing Rules specify that the aggregate remuneration of non-executive
Directors shall be determined from time to time by general meeting. The aggregate remuneration of $1,800,000 per
year was approved by shareholders at the annual general meeting held in November 2021.
The remuneration of non-executive Directors for the year ended 30 June 2022 is detailed in Table 6 on page 54 with
the total fees paid of $1,272,452 representing 70% of this approved aggregate remuneration.
Remuneration
component
Non-executive
Director fees
Purpose & execution
FY22 outcomes
Aims to attract, reward, and retain
high calibre Directors suitable
for a fast-growing international
business.
Each Director receives a fee or
base remuneration as a Director
of the Group with an additional
fee for acting as Chairperson or
Chairperson of a Board committee
recognising the additional time
commitment required.
• Non-Executive Director
remuneration is reviewed
annually within the aggregate
remuneration pool of
$1,800,000 approved by the
AGM held in November 2021.
The aggregate remuneration pool was approved at the November 2021
AGM to $1,800,000 to allow the Group to attract high calibre international
Directors.
• Main Board Chairperson Fee: equivalent to $350,000 p.a. inclusive of
superannuation.
•
Lawrence Myers was appointed Deputy Chairperson during FY22
and receives an additional $40,000 pa inclusive of superannuation in
this role.
• Main Board Member Fee: equivalent to $145,000 p.a. inclusive of
superannuation.
• Board Committee Chair Fee: equivalent to $30,000 p.a. inclusive
of superannuation. Board subcommittees included the Audit and
Risk Committee (ARC), the People Performance Remuneration and
Nominations Committee (PPRNC) and the Sustainability Committee.
•
Lawrence Myers chairs the ARC; Kate Wright chairs the PPRNC;
Peter Cowan Chairs the Sustainability committee.
• Tim Baxter was appointed as a non-executive board Director
effective 1st June 2022.
• The total fees paid in FY22 of $1,272,452 represents 70% of the
shareholder approved aggregate remuneration of $1,800,000.
53
Breville Group Limited annual report 2022 Directors’ report
continued
Remuneration report (audited) continued
7. Statutory Remuneration Tables
Table 6: KMP remuneration for the year ended 30 June 2022 (FY22)
The following tables 6 and 7 set out the statutory KMP remuneration disclosures, prepared in accordance with the
Corporations Act 2001 and Australian Accounting Standards. No termination benefits were paid in FY22.
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54
Breville Group Limited annual report 2022
Remuneration report (audited) continued
7. Statutory Remuneration Tables continued
Table 7: KMP Remuneration for the year ended 30 June 2021
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55
Breville Group Limited annual report 2022
Directors’ report
continued
Remuneration report (audited) continued
7. Statutory Remuneration Tables continued
Table 8: KMP STI cash bonuses awards in FY22 and FY21 and LTI performance rights vesting in FY22
Name
J. Clayton
S. Brady
M. Nicholas
M. Payne
C. Torng
STI Cash bonuses
Financial Year
% Earned % Forfeited
Share-based LTI performance base
compensation vesting in FY22
Financial Year
Granted
% Vested % Forfeited
2022
2021
2022
2021
2022
2021
2022
2021
2022
2021
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
2020
2019
2018
2020
2019
2018
2020
2019
2020
2019
2018
2020
2019
2018
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
Table 9: KMP shareholdings
Ordinary shares held* in Breville Group Limited (number)
30 June 2022
Balance at
1 July 2021
On exercise of
rights
Net change other (a)
Balance at
30 June 2022
Directors
T. Antonie
L. Myers
P. Cowan
S. Herman
D. Howell
K. Wright
T. Baxter
S. Fisher
Executive Director
J. Clayton
Other KMP
S. Brady
M. Nicholas
M. Payne
C. Torng
Total (b)
43,791
100,000
10,968
42,484
140,000
21,764
-
130,000
-
-
-
-
-
-
-
-
-
33,000
-
-
-
95
-
(130,000)
43,791
133,000
10,968
42,484
140,000
21,859
-
-
180,443
130,740
(79,567)
231,616
171,716
41,185
61,345
119,785
1,063,481
66,800
15,800
20,500
19,800
253,640
(133,516)
(32,835)
(20,530)
(25,500)
(388,853)
105,000
24,150
61,315
114,085
928,268
* Held directly, indirectly or beneficially.
(a) All equity transactions with key management personnel have been entered into under terms and conditions no more favourable
than those the Group would have adopted if dealing at arm’s length.
(b) ~0.6%% of total share capital is owned by KMPs (~0.6% in FY21)
56
Breville Group Limited annual report 2022 Remuneration report (audited) continued
7. Statutory Remuneration Tables continued
Table 9: KMP shareholdings continued
Ordinary shares held* in Breville Group Limited (number)
30 June 2021
Balance at
1 July 2020
On exercise of
rights
Net change other (a)
Balance at
30 June 2021
Directors
S. Fisher
P. Cowan
T. Antonie
S. Herman
D. Howell
L. Myers
K. Wright
Other KMP
J. Clayton
S. Brady
M. Nicholas
M. Payne
C. Torng
Total (b)
127,764
10,968
43,791
42,484
139,264
100,000
21,764
335,264
326,351
32,835
50,015
120,800
1,351,300
-
-
-
-
-
-
-
173,467
21,900
8,300
21,800
20,400
245,867
2,236
-
-
-
736
-
-
(328,288)
(176,535)
50
(10,470)
(21,415)
130,000
10,968
43,791
42,484
140,000
100,000
21,764
180,443
171,716
41,185
61,345
119,785
(533,686)
1,063,481
* Held directly, indirectly or beneficially.
(a) All equity transactions with key management personnel have been entered into under terms and conditions no more favourable
than those the Group would have adopted if dealing at arm’s length.
Table 10: KMP Performance rights granted
The terms and conditions of each grant of performance rights affecting remuneration of key management personnel
in this financial year or future reporting years are as follows:
FY18 Performance based
FY18 Performance based
FY18 Performance based
FY19 Performance based
FY19 Performance based
FY19 Performance based
FY20 Performance based
FY20 Performance based
FY20 Performance based
FY21 Performance based
FY22 Performance based
FY22 Performance based
Grant Date
13 Nov 17 (a)*
13 Nov 17 (a)*
13 Nov 17 (a)*
11 Sep 18 (b)*
11 Sep 18 (b)*
11 Sep 18 (b)*
11 Oct 19 (c)*
11 Oct 19 (c)*
11 Oct 19 (c)*
7 Sep 20 (d)*
6 Oct 21 (e)*
11 Nov 21 (e)*
Expiry
Date
Exercise
price
Fair value per performance
right at grant date ($) (Note 18)
Vested and exer-
cised 30 June 2022
Number of
Rights
1 Oct 19
1 Oct 20
1 Oct 21
1 Oct 20
1 Oct 21
3 Oct 22
1 Oct 21
3 Oct 22
2 Oct 23
1 Oct 23
1 Oct 24
1 Oct 24
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
7.05
6.81
6.68
7.07
6.81
6.58
6.51
6.81
7.06
14.69
25.96
28.91
Yes
Yes
Yes
Yes
Yes
-
Yes
-
-
-
-
-
48,500
48,200
48,200
66,100
65,900
65,700
64,600
64,450
64,450
147,632
50,621
73,326
57
Breville Group Limited annual report 2022 Directors’ report
continued
Remuneration report (audited) continued
7. Statutory Remuneration Tables continued
Table 10: KMP Performance rights granted continued
* In addition to the TSR performance hurdle, the participant must be employed by the company on the vesting date.
(a) There are three equal tranches to be tested at 30 June 2019, 30 June 2020 and 30 June 2021 all with a total shareholder return
hurdle (TSR) applying an absolute test and a relative test. Two tranches remain to be tested at 30 June 2020 and 30 June 2021
respectively.
(b) There are three equal tranches to be tested at 30 June 2020, 30 June 2021 and 30 June 2022 all with a total shareholder return
hurdle (TSR) applying an absolute test and a relative test.
(c) There are three equal tranches to be tested at 30 June 2021, 30 June 2022 and 30 June 2023 all with a total shareholder return
hurdle (TSR) applying an absolute test and a relative test.
(d) One tranche with an absolute total shareholder return hurdle (TSR) applying an absolute test.
(e) One tranche with an EBIT CAGR gate and max and min revenue CAGR target.
Table 11: Fixed deferred remuneration share rights holding of KMPs
The terms and conditions of each grant of rights issues as deferred remuneration affecting remuneration of KMPs in
this financial year or future reporting years are as follows:
Grant Date
Expiry
Date
Exercise
price
Fair value per performance
right at grant date ($) (Note 18)
Vested and exer-
cised 30 June 2022
Number of
Rights
Jim Clayton
Jim Clayton
Jim Clayton
Jim Clayton
Jim Clayton
Other KMPs
Other KMPs
Other KMPs
Other KMPs
Other KMPs
Jim Clayton
Jim Clayton
Jim Clayton
Jim Clayton
29 Jan 20
1 Oct 21
29 Jan 20
3 Oct 22
29 Jan 20
2 Oct 23
29 Jan 20
1 Oct 24
7 Sep 20
3 Oct 25
5 Oct 21
25 Aug 22
5 Oct 21
25 Aug 23
5 Oct 21
25 Aug 24
5 Oct 21
25 Aug 25
5 Oct 21
25 Aug 26
11 Nov 21
25 Aug 23
11 Nov 21
25 Aug 24
11 Nov 21
25 Aug 25
11 Nov 21
25 Aug 26
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
16.70
16.70
16.70
16.70
19.60
27.21
26.87
26.52
26.18
25.85
29.28
28.91
28.54
28.17
Yes
-
-
-
-
-
-
-
-
-
-
-
-
-
29,940
29,940
29,940
29,940
22,311
11,810
17,717
26,574
39,861
59,793
12,077
12,077
12,077
29,330
58
Breville Group Limited annual report 2022 Remuneration report (audited) continued
7. Statutory Remuneration Tables continued
Table 12: Unvested Performance and Fixed Deferred Remuneration Rights holdings of KMPs
30 June 2022
Other key
management
personnel
J. Clayton
S. Brady
M. Nicholas
M. Payne
C. Torng
Balance
30 June 2021
Granted as
remuneration (a)
Vested and
exercised
Other (b)
Balance
30 June 2022
427,650
63,403
55,578
58,874
57,498
663,003
138,887
54,866
52,580
48,180
50,750
345,263
(130,740)
(21,800)
(15,800)
(20,500)
(19,800)
(208,640)
-
-
-
-
-
-
435,797
96,469
92,358
86,554
88,448
799,626
(a) Performance rights granted during the year are subject to performance hurdles and remaining in employment until date of vesting.
(b) Includes forfeitures and lapses.
30 June 2021
Other key
management
personnel
J. Clayton
S. Brady
M. Nicholas
M. Payne
C. Torng
Balance
30 June 2020
Granted as
remuneration (a)
Vested and
exercised
Other (b)
Balance
30 June 2021
466,827
67,900
47,200
64,100
61,800
707,827
103,190
17,403
16,678
16,574
16,098
169,943
(142,367)
(21,900)
(8,300)
(21,800)
(20,400)
(214,767)
-
-
-
-
-
-
427,650
63,403
55,578
58,874
57,498
663,003
(a) Performance rights granted during the year are subject to performance hurdles and/or remaining in employment until date of
vesting.
(b) Includes forfeitures and lapses.
59
Breville Group Limited annual report 2022 Directors’ report
continued
Remuneration report (audited) continued
8. LTI Relative TSR Peer group appendix
Table 13: Bloomberg ASX200 Consumer Staples, Consumer Discretionary and Industrials Peer Group used
for Relative TSR Measurement
Code Company
Sector
Code Company
Sector
A2M The a2 Milk Company
Consumer Staples
NWH NRW Holdings Limited
Industrials
ALG Ardent leisure grp ltd
Consumer Discretionary
ALL
Aristocrat Leisure
Consumer Discretionary
ALQ Als Limited
Atlas Arteria
Industrials
Industrials
ALX
ARB
ASB
AZJ
BAP
BGA
BKL
ARB Corporation
Consumer Discretionary
Austal Limited
Industrials
Aurizon Holdings Limited
Industrials
Bapcor Limited
Consumer Discretionary
Bega Cheese Limited
Consumer Staples
Blackmores Limited
Consumer Staples
BRG Breville Group Limited
Consumer Discretionary
BXB
Brambles Limited
Industrials
CGC Costa Group Holdings
Consumer Staples
COL
CTD
Coles Group
Consumer Staples
Corp Travel Limited
Consumer Discretionary
CWY Cleanaway Waste Limited Industrials
DMP Domino PIZZA Enterpr
Consumer Discretionary
DOW Downer Edi Limited
Emeco Holdings
Industrials
Industrials
Elders Limited
Consumer Staples
Flight Centre Travel
Consumer Discretionary
EHL
ELD
FLT
NWS News Corp Class B Voting
Common Stock-Cdi
Communication Services
OML Ooh!Media Limited
Consumer Discretionary
PMV
Premier Investments
Consumer Discretionary
QAN Qantas Airways
Industrials
QUB QUBE Holdings Limited
Industrials
RWC Reliance Worldwide
Industrials
SEK
Seek Limited
Communication Services
SGR The Star Ent Group
Consumer Discretionary
SIQ
Smartgrp Corporation
Industrials
SKC Skycity Ent Group
Limited Foreign Exempt
NZX
Consumer Discretionary
SSM Service Stream
Industrials
SUL
Super Ret Rep Limited
Consumer Discretionary
SVW Seven Group Holdings
Industrials
SWM Seven West Media
Limited
Consumer Discretionary
SXL
TAH
TCL
TGR
TWE
STHN Cross Media
Consumer Discretionary
Tabcorp Holdings Limited Consumer Discretionary
Transurban Group
Industrials
Tassal Group Limited
Consumer Staples
Treasury Wine Estate
Consumer Staples
GEM G8 Education Limited
Consumer Discretionary
WEB Webjet Limited
Consumer Discretionary
GNC Graincorp Limited Class A Consumer Staples
WES Wesfarmers Limited
Consumer Discretionary
WOW Woolworths Group
Limited
Consumer Staples
GUD G.U.D. Holdings
Consumer Discretionary
GWA GWA Group Limited
Industrials
HVN Harvey Norman
Consumer Discretionary
IEL
ING
IPH
IVC
Idp Education Limited
Consumer Discretionary
Inghams Group
Consumer Staples
IPH Limited
Industrials
Invocare Limited
Consumer Discretionary
JBH
JB Hi-Fi Limited
Consumer Discretionary
MMS McMillan Shakespeare
Industrials
MND Monadelphous Group
Industrials
MTS Metcash Limited
Consumer Staples
NEA
Nearmap Limited
Industrials
NEC Nine Entertainment
Communication Services
60
Breville Group Limited annual report 2022 Directors’ meetings
The number of meetings of Directors (including
meetings of committees of Directors) held during the
year and the number of Board meetings attended by
each Director or by each committee member, in the
case of the audit and risk committee (A&RC) and the
people, performance, remuneration and nominations
committee (PPRNC), was as follows:
Full board
Audit & risk
(A&RC)
People, performance, remuneration &
nominations (PPRNC)
Sustainability
Committee
Number of meetings
T. Antonie
L. Myers
J Clayton (c)
P. Cowan
S. Herman
D. Howell
K. Wright
T. Baxter (d)
S. Fisher
16
16 (b)
16
14
15
16
16
16
2
5
5
5
5 (b)
4
5
5
5 (a)
5 (a)
1
2
4
4
4 (a)
3
4
4
4 (a)
4 (b)
1
1
Notes
(a) A member of the relevant committee. All board members are invited to attend the committee meetings.
(b) Designates the current chairperson of the Board or committee.
(c) Jim Clayton appointed Managing Director on 18th August 2021.
(d) Tim Baxter appointed Director on 1st June 2022 – 100% attendance after appointment.
2
0
0
0
2 (b)
2 (a)
0
2 (a)
0
0
Committee membership
As of the date of this report, the company had an audit
and risk committee (A&RC) and a people, performance,
remuneration and nominations committee (PPRNC) and
a Sustainability committee. The details of the functions
and memberships of the committees are presented in
the corporate governance statement.
• The current members, as at the date of this report,
of the A&RC are L. Myers (Chairperson), D. Howell
and K. Wright.
• The current members, as at the date of this report,
of the PPRNC are K. Wright (Chairperson), D.
Howell and L. Myers.
• The current members, as at the date of this report,
of the Sustainability committee are P. Cowan
(Chairperson), K. Wright, S. Herman and D. Howell.
All Chairs and members of the A&RC and PPRNC are
independent.
All Board Members may attend A&RC and PPRNC
and Sustainability committee meetings by standing
invitation.
61
Breville Group Limited annual report 2022 Directors’ report
continued
Indemnification of directors and
officers
The Directors and officers of the company are
indemnified by the company against losses or liabilities
that they may sustain or incur as an officer of the
company in the proper performance of their duties.
During the financial year, the company paid premiums
in respect of contracts to insure the Directors and
officers of the company against a liability to the extent
permitted by the Corporations Act 2001. The contract
of insurance prohibits disclosure of the nature of liability
and the amount of the premiums.
Likely future developments and
expected results
Disclosure of information as to likely future
developments in the operations of the consolidated
entity and expected results of those operations would
be prejudicial to the interests of the consolidated entity.
Accordingly, such information has not been included in
this report.
Environmental regulations and
performance
The consolidated entity is not involved in any activities
that have a marked influence on the environment
within its area of operation. The Group’s commitment
to sustainability including environmental initiatives is
outlined in pages 25 - 40 of the Directors’ Report.
Corporate governance
In recognising the need for the highest standards of
corporate behaviour and accountability, the Directors
support the principles of good corporate governance.
The company’s corporate governance statement is on
page 64.
Performance rights
Unissued shares
As of the date of this report there were 1,687,103
potential unissued shares under the performance rights
and fixed deferred remuneration share rights schemes
(2021: 1,388,145) . Refer to note 19 of the financial
report for further details of the performance rights
outstanding and fixed deferred remuneration share
rights. Neither performance rights holders, nor fixed
deferred remuneration share rights holders, have any
right, by virtue of the performance right, to participate in
any share issue of the company.
Lapse of unvested performance rights
During the year 101,606 unvested performance rights
lapsed following the cessation of employment of
employees or executives and no unvested performance
rights lapsed as a result of performance hurdles not
being met. (2021: 1,954 unvested performance rights
lapsed following the cessation of employment of
employees or executives and no unvested performance
rights lapsed as a result of performance hurdles not
being met).
Auditor’s declaration of independence
Attached on page 119 is a copy of the auditor’s
declaration provided under section 307C of the
Corporations Act 2001 in relation to the audit for the
year ended 30 June 2022. This auditor’s declaration
forms part of this Directors’ report.
Non-audit services
During the financial year ended 30 June 2022 the
company’s auditor, PricewaterhouseCoopers,
provided non-audit services to Breville Group
entities. Details of the amounts paid to the auditor
PricewaterhouseCoopers for the provision of non-audit
services during the year ended 30 June 2022 are set
out in note 21 on page 115. These services primarily
relate to tax compliance and advisory services.
For FY22, the ratio between audit and non-audit fees is
1.4 to 1.0.
A portion of the non-audit fees associated with taxation
and accounting advisory services in FY22 are non-
recurring in nature relating to VAT consulting in Europe
and immigration and visa support. The group moved its
US tax compliance work in FY22.
In accordance with the recommendation from the A&RC
of the company, the Directors are satisfied that the
provision of the non- audit services during the year is
compatible with the general standard of independence
imposed by the Corporations Act. Also, in accordance
with the recommendation from the A&RC, the Directors
are satisfied that the nature and scope of each type
of non- audit service provided means that auditor
independence was not compromised. The auditors
have also provided the audit and risk committee with a
report confirming that, in their professional judgement,
they have maintained their independence in accordance
with the firm’s requirements, the provisions of APES 110
Code of Ethics for Professional Accountants and the
applicable provisions of the Corporations Act.
62
Breville Group Limited annual report 2022 Significant events after year end
On 1st July 2022 Breville Group Limited acquired 100%
of the issued shares in LELIT, an Italian based speciality
coffee group, for consideration of approximately
$140m. As a rapidly growing disruptor in the premium
Italian-made espresso machine and grinder market, the
acquisition of LELIT strategically complements Breville’s
award-winning coffee portfolio and brings together
two iconic companies in the design and distribution
of preeminent home coffee equipment. The financial
effects of this transaction have not been recognised at
30 June 2022. The operating results and assets and
liabilities of the acquired company will be consolidated
from 1 July 2022.
At the time the financial statements were authorised for
issue, the group had not yet completed the accounting
for the acquisition of LELIT. In particular, the fair
values of the assets disclosed above have only been
determined provisionally as the independent valuations
have not been finalised. It is also not yet possible
to provide detailed information about each class of
acquired receivables and any contingent liabilities of the
acquired entity.
No other matters or circumstances have arisen since
the end of the year that significantly affected or may
affect the operations of the consolidated entity.
Signed in accordance with a resolution of Directors.
Timothy Antonie
Non-executive Chairperson
Sydney
23 August 2022
63
Breville Group Limited annual report 2022 Corporate governance statement
The Board of Directors is responsible for the
corporate governance practices of the company and
is committed to adhering to the Australian Securities
Exchange (‘ASX’) Corporate Governance Council
(‘council’) ‘Corporate Governance Principles and
Recommendations (4th Edition)’.
The ASX principles that have been adopted are outlined
below.
The company’s corporate governance practices
throughout the year ended 30 June 2022 were
compliant with the council’s principles and
recommendations, except for those differences
disclosed and explained in this statement.
The following documents are available in the corporate
governance section of the company’s website
brevillegroup.com
• Board charter
• Audit and risk committee charter
• People, performance, remuneration and nomination
committee charter
• Sustainability committee charter
• Code of conduct
• Anti-bribery and corruption
• Whistleblower Protection Policy
• Ethical sourcing policy
• Modern Slavery statement
• Diversity & inclusion policy
• Share trading policy
• Continuous disclosure policy
• Selection and appointment of Directors
• Criteria for assessing independence of Directors
• Shareholder communications policy
• Minimum shareholding guideline policy
• Workplace gender equality agency report
• Sustainability Policy
The skills, diversity, and term in office of the current Directors as of the date of this report are as follows:
Director
Appointed Term in office
Qualifications Non-executive Independent Last elected
Timothy Antonie
(Chairperson)
Jim Clayton
Peter Cowan
Sally Herman
Dean Howell
Lawrence Myers
Kate Wright
Timothy Baxter
2013
2021
2018
2013
2008
2013
2016
2022
9 years
BEcon
1 year BBA, Finance, JD
4 years
9 years
14 years
Other
BA, GAICD
FCA, CTA
9 years B.Acct, CA, CTA
6 years
0 years
BA
BS
Yes
No
Yes
Yes
Yes
Yes
Yes
Yes
No
No
Yes
No
Yes
Yes
Yes
Yes
2020
N/A
2021
2019
2020
2021
2019
-
The Board has a wide range of skills which are
necessary for the effective management of the business
including in the following areas:
• Corporate strategy and executive leadership
• Multinational businesses and global markets
• Marketing
• Consumer goods
• Product development and technology
• Retail
• Risk management
• Banking compliance and governance
• Accounting, tax, reporting, and financial analysis
• Mergers, acquisitions, and capital raisings
• Human resources and executive remuneration
•
Investor relations
Breville maintains a majority independent Board and
is steadily evolving its Board composition to benefit
from diversity in all its forms including gender, skill set,
experience, ethnicity, and geography.
As previously announced the Group was committed to
adding another independent Director in FY22. Given
that 80% of the Group’s revenue in FY22 was outside of
Australia, with 52% in North America, priority was given
to adding a highly credentialed, non- Australian based
Director. In June 2022 Mr Tim Baxter joined the Board
bringing specific experience of leading a consumer
products business on a global scale and adding
geographic and nationality diversity to the Board.
Mr Baxter is the first non- Australian based Director
the group has appointed. Along with Mr Clayton, Mr
Baxter’s appointment increases the number of North
Americans on the Board to two, or 25%.
64
Breville Group Limited annual report 2022 Principle 1: Lay solid foundations for
management and oversight
Role of the Board and management
The Board guides and monitors the business and
affairs of the company on behalf of the shareholders,
by whom it is elected and to whom it is accountable.
The Board has adopted formal guidelines for Board
operation and membership. These guidelines outline the
roles and responsibilities of the Board and its members
and establish the relationship between the Board and
management.
The Board is responsible for approving the strategic
direction of the company, establishing goals for
management including the annual budget, monitoring
the achievement of those goals and establishing a
sound system of risk oversight and management. The
Board will regularly review its performance and the
performance of its committees. The respective roles
and responsibilities of the Board and management are
outlined further in the Board charter.
Appointment of Board members
A detailed process is undertaken for the appointment
of new Board members, including appropriate checks
as to background, experience and skill set and any
potential conflicts of interest.
During FY22 Jim Clayton joined the Board as Managing
Director and Tim Baxter joined the Board as a Non-
Executive Director. Both are US citizens with Tim Baxter
being based in the New York area. Mr. Baxter brings
deep operational expertise in Consumer Electronics,
inclusive of ecosystem development and connected
devices. This skillset and global experience will enhance
the Board’s capability to continue to deliver sustained
global growth.
As at the date of this annual report, all Directors
have a written agreement outlining their roles and
responsibilities. New Directors receive a comprehensive
briefing package prior to their appointment.
Company secretaries
The company secretaries are directly accountable to the
Board on all matters relating to the proper functioning of
the Board.
Diversity policy
The company is an equal opportunity employer and
values differences such as gender, age, sexuality,
culture, disability and, ethnicity. The company’s diversity
policy aims to ensure a corporate culture that supports
workplace diversity whilst providing access to equal
opportunities at work based on merit. This policy is
available on the company’s website in the corporate
governance section and is subject to periodic review
and may be changed by resolution of the Board.
Diversity policy objectives
The objectives set by the Board in accordance with the
diversity policy, and progress towards achieving them,
including gender balance, are:
• Representation of women trained in recruitment and
on selection panels: Ongoing progress was made
during the year with additional women being trained
in these skills;
•
Issuing the company’s equal opportunity statement
to recruiting agencies: This continued during the
year;
• Explicit requirement of recruiting agencies to provide
a gender balance of suitable, qualified, shortlisted
candidates for interview: This initiative continued to
progress during the year;
• Promoting a safe workplace free from harassment
or discrimination of any kind: Training and education
programs which included topics on unconscious
bias, harassment, bullying, victimisation and
discrimination were conducted during the year;
• Enhancing the gender balance in career
development in senior and managerial roles;
• Continue flexible working arrangements where
operationally appropriate; and
• A target gender balance of at least 40% of either
gender in managerial and executive roles and
approximately 30% for the Board.
The proportion of women employees in the company at
30 June 2022 is shown in the below table.
Women on the Board1
Women in senior executive roles2
Women in managerial roles3
Women in company
30 June
2022
30 June
2021
25%
34%
36%
45%
29%
35%
36%
45%
1 The number of women on the Board remained at 2.
Proportion after the appointment of Tim Baxter reduced to
25%.
2 The senior and executive role measure is comprised of all
executive staff reporting to the CEO and their direct reports.
3 Managerial roles include all executive, senior and
management roles.
To assist the Board in fulfilling its responsibilities in
relation to diversity, the implementation of these
objectives is overseen by the people, performance,
remuneration and nominations committee (PPRNC). The
committee shall:
•
•
report to the Board at least annually, on the
company’s progress in achieving the objectives set
for achieving gender diversity;
regularly oversee a review of the relative proportion
of women across the company and their relative
positions; and
• consider other initiatives to promote diversity in the
workplace.
The composition of the Breville Board is evolving with
the last three non-executive Director appointments all
being independent, one of whom is a woman. Future
appointments will seek to enhance both the skill set and
diversity of the Board in all forms.
65
Breville Group Limited annual report 2022 Corporate governance statement
continued
Principle 1: Lay solid foundations for
management and oversight continued
the Chairperson and representing the Board as the lead
independent Director when the Chairperson is unable to
do so because of his non-independent status.
Workplace equality
In accordance with the requirements of the Workplace
Gender Equality Act 2012 (Act), Breville Pty Limited
lodged its annual compliance report with the Workplace
Gender Equality Agency. This report is available on
the company’s website at the corporate governance
section.
Evaluating the performance of the Board
The Chairperson is responsible for evaluating the
Board’s performance by way of an annual internal
assessment. Each Director provides written feedback in
relation to the performance of the Board and Directors
against a set of agreed criteria. This feedback is
reported by the Chairperson to the Board following the
assessment.
Evaluating the performance of key executives
The performance of key executives is reviewed against
specific and measurable qualitative and quantitative
performance criteria and includes:
•
financial measures of the company’s performance;
• development and achievement of strategic
objectives;
• development of management and staff;
• compliance with legislative and company policy
requirements; and
• achievement of key performance indicators.
Performance evaluation
All key executives were subject to an annual
performance review with their direct manager during the
reporting period.
Principle 2: Structure the Board to be
effective and add value
Board composition
The company’s constitution states that there must be
a minimum of three Directors and contains detailed
provisions concerning the tenure of Directors. The
Board currently comprises seven non-executive
Directors and one executive Director. The Directors’
report, on pages 18 - 19, outlines the relevant skills,
experience and expertise held by each Director in office
at the date of this report. The Board annually assesses
if there is a need for its existing Directors to undertake
professional development to ensure they perform their
role effectively.
In accordance with good corporate governance, where
the Chairperson of the Board is not an independent
Director, the Board considers it to be useful and
appropriate to designate an independent Director to
serve in a lead capacity to co-ordinate the activities of
the other independent Directors, including acting as
principal liaison between the independent Directors and
As the Chairperson is not independent, the Board
appointed Mr. Myers as its lead independent Director.
Mr. Myers was subsequently appointed as Deputy
Chairperson in FY22.
Director independence
In considering whether a Director is independent, the
Board refers to the company’s “Criteria for assessing
independence of Directors” at the corporate governance
section of the company’s website, which is consistent
with the council’s recommendations. Independent
Directors of the company are those that are not involved
in the day-to-day management of the company and are
free from any real or reasonably perceived business or
other relationship that could materially interfere with the
exercise of their unfettered and independent judgement.
In accordance with the definition of independence
above, and the materiality thresholds outlined in the
company’s policy ‘Criteria for assessing independence
of Directors’, it is the Board’s view that Mr. Peter
Cowan, Mr. Dean Howell, Mr. Lawrence Myers, Mr. Tim
Baxter and Ms. Kate Wright are independent Directors.
Mr. Dean Howell’s independence was explicitly reviewed
in light of his tenure with the Group, and this was
reconfirmed given his track record of independent
opinion and action and the fact that the executive team
was substantially changed over the last 7 years. Thus,
Mr. Howell’s tenure working with this current leadership
team is no longer than most of the Board.
The following Directors are not classified independent
Directors:
• Mr Timothy Antonie (non-executive Chairperson) is a
non-executive Director of Premier Investments Ltd,
a substantial shareholder of the company; and
• Ms Sally Herman (non-executive Director) is a non-
executive Director of Premier Investments Ltd, a
substantial shareholder of the company.
• Jim Clayton (Managing Director) in his dual role
as Chief Executive Officer is not considered
independent.
Regardless of whether Directors are defined as
independent, all Directors are expected to bring
independent views and judgement to Board
deliberations. The majority of the Board members are
independent Directors.
Material personal interest requirement
The Corporations Act provides that unless agreed by
the Board, where any Director has a material personal
interest in a matter, the Director will not be permitted to
be present during discussions, or to vote on the matter.
Access to independent advice
There are procedures in place to enable Directors, in
connection with their duties and responsibilities as
Directors, to seek independent professional advice at
the expense of the company. Prior written approval
of the Chairperson is required, which will not be
unreasonably withheld.
66
Breville Group Limited annual report 2022 Principle 2: Structure the Board to be
effective and add value continued
Induction and continuing professional
development
Newly appointed Directors participate in an extensive
induction program. This includes the provision of
information relevant to their role as a listed company
Director, and briefings with other Directors and key
members of management on the Group’s strategy,
operations, structure and material risks. Directors are
also encouraged to undertake ongoing professional
development to develop and maintain the skills and
knowledge required to perform their role effectively.
Board committees
The Board has established the ARC, the PPRNC and
the Sustainability committee to assist in the execution of
its duties and to allow detailed consideration of complex
issues.
The composition of these committees is shown on page
61. The ARC and PPRNC comprises only independent
Directors. The recently established sustainability
committee is chaired by an independent, non-executive
Director and has only non-executive membership.
Principle 3: Instil a culture of acting
lawfully, ethically, and responsibly
Values
The culture and values of the group are led by the Board
and, supported by policy and procedure, underpin
the ethical and responsible behaviour expected by all
members of the group.
The company has been undertaking an extensive
refresh of its values which will be published in FY23.
Code of conduct
The Board has formally adopted a code of conduct
(“code”) for all employees (including Directors). The
code aims at maintaining the highest ethical standards,
corporate behaviour and accountability across the
Group. These obligations are also consistent with the
duties imposed on Directors by the Corporations Act.
In addition, Directors are obliged to be independent
in judgement and to ensure that all reasonable steps
are taken to be satisfied as to the soundness of Board
decisions.
Whistleblower, anti-bribery and corruption
policies
The Group has an anti-bribery and corruption policy
which, in conjunction with the code of conduct and
whistleblowing policy, sets out the responsibilities of
all the Group’s employees (including contractors) and
Directors regarding dealing with outside parties.
The policy prohibits all personnel in all jurisdictions in
which the company operates or conducts commercial
activities from engaging in any activity that constitutes
bribery or corruption and other improper inducements
and/or payments.
To ensure that these values and the policy are properly
adhered to, the Group has appointed an Anti-Bribery
Compliance Officer who is responsible for monitoring
the application of this policy. Breaches of the
whistleblower and anti-bribery and corruption policy are
reported to the Board via the Group CFO.
Principle 4: Safeguard integrity of
corporate reports
Audit and risk committee
The Board has an ARC, which operates under a charter
approved by the Board. It is the Board’s responsibility
to ensure that an effective internal control framework
exists within the consolidated entity. This includes
internal controls to deal with both the effectiveness
and efficiency of significant business processes, the
safeguarding of assets, the maintenance of proper
accounting records and the reliability of financial
information. The Board has delegated the responsibility
for monitoring and maintaining the framework of internal
control and ethical standards of the company to the
ARC.
Among its responsibilities, the ARC:
• ensures that company accounting policies and
practices are in accordance with current and
emerging accounting standards;
•
•
reviews all accounts of the Group to be publicly
released;
recommends to the Board the appointment and
remuneration of the external auditors;
•
reviews the scope of external audits
• assesses the performance and independence of the
external auditors, including procedures governing
partner rotation;
•
reviews corporate governance practices;
• monitors and assesses the systems for internal
compliance and control, legal compliance and risk
management including operational and strategic
risks; and
•
reviews and carries out an annual assessment of the
company’s risk management framework.
Composition of committee
The members of the ARC as at the date of this report
are:
• Mr Lawrence Myers (Chairperson)
• Mr Dean Howell
• Ms Kate Wright
67
Breville Group Limited annual report 2022 Corporate governance statement
continued
Principle 4: Safeguard integrity of
corporate reports continued
The company aims to facilitate effective communication
with shareholders in a number of ways, including
through:
The Directors’ report, on page 61, outlines the number
of ARC meetings held during the year and the member’s
attendance at those meetings. It also outlines the
qualifications of ARC members on pages 18 - 19.
Board members, group CEO, company secretaries,
group CFO; the external auditors and any other persons
considered appropriate may attend meetings of the
ARC by invitation. The committee also meets from
time to time with the external auditors independent of
management.
In accordance with the council’s recommendation 4.2,
the ARC is structured so that it:
• comprises only non-executive Directors;
•
is chaired by an independent chair, who is not chair
of the Board; and
• has at least three members, in Breville’s case, all of
whom are independent Directors
In accordance with the council’s recommendation 4.2
the group CEO and group CFO provide the Board with
a written declaration confirming that the declaration
provided in accordance with section 295A of the
Corporations Act is founded on a sound system of risk
management and internal control and that the system
operated effectively in all material respects.
Composition of committee
Periodic disclosures which are not subject to external
audit are reviewed and presented to the Board for
approval and are subject to rigorous internal review prior
to publication.
Principle 5: Make timely and balanced
disclosure
The company’s continuous disclosure policy complies
with the council’s recommendation 5.1. This policy is
available on the company’s website under the corporate
governance section.
Materials used for investor and analyst briefing purposes
are made public via ASX announcements.
The Board approves all material market announcements
before release. Any new, or substantive, analyst
presentations are released on the ASX Market
Announcements Platform.
Principle 6: Respect the rights of
security holders
Communication policy
The Company is committed to providing all shareholders
with comprehensive, timely and equal access to
information about its activities to enable them to
make informed investment decisions. The company’s
shareholder communication policy and all governance
information are available on the corporate governance
section of the company’s website.
•
the Annual General Meeting (AGM), which
shareholders are encouraged to attend and
participate in, including by exercising their voting
rights and asking questions of the Chair and the
Board. The company ensures that all substantive
resolutions at the AGM, or any other meeting of
shareholders, are decided by a poll rather than a
show of hands;
• an investor relations program, which includes
scheduled and ad-hoc briefing sessions with
investors, analysts and other stakeholders;
•
the Breville Group website which provides up-to-
date information about the company, its governance
framework and recent ASX announcements; and
• notifications from the company’s share registry.
Electronic communication
Shareholders can elect to receive communications from
the company’s share registry electronically. Shareholders
are also able to send communications to the company
and receive responses to these communications
electronically.
Briefings
The company keeps a record of briefings held with
investors and analysts, including a record of those
present and the time and place of the meeting.
Principle 7: Recognise and manage risk
The company is committed to the identification,
monitoring and management of risks associated with
its business activities including financial, operational,
compliance, climate, ethical conduct, brand and
product quality risks. The company has embedded in
its management and reporting systems a number of risk
management controls.
These include:
• a bi-annual presentation of the risk register and risk
matrix to the Board and the ARC identifying key
risks, mitigants and the residual risk compared to
Board risk appetite.
• policies and procedures for the management of
financial risk and treasury operations including
exposures to foreign currencies and movements in
interest rates;
• annual strategic planning sessions;
• annual budgeting and monthly reporting systems
for all businesses that enable the monitoring of
progress against performance targets and the
evaluation of trends;
• policies and procedures that enable management of
the company’s material business risks; and
• guidelines and limits for approval of capital
expenditure;
68
Breville Group Limited annual report 2022 Principle 7: Recognise and manage risk
continued
Principle 8: Remunerate fairly and
responsibly
Audit and risk committee
The company operates a twice yearly extensive self-
assessment process as well as external audits but does
not have an internal audit function. The establishment
of an internal audit function is under review for
potential implementation in FY24/25. Management
is responsible to the Board for the internal control
and risk management systems and reporting to the
Board on the effectiveness of the management of its
material business risks. The A&RC assists the Board in
monitoring this function.
During FY22, the ARC directly undertook the duties and
responsibilities typically delegated to a separate risk
committee.
Sustainability committee
The Sustainability committee is responsible for assisting
the Board in fulfilling its oversight responsibilities
in relation to sustainability policies, strategies and
programs of the Group. This responsibility includes
reviewing, monitoring and making recommendations to
the Board in relation to any material sustainability risks,
including those associated with the execution of the
Group sustainability agenda, as well as the integrity of
the Group’s sustainability reporting.
The Sustainability committee is composed of the
following Directors as of the date of this report:
• Mr Peter Cowan (Chairperson)
• Ms Sally Herman
• Ms Kate Wright
• Mr Dean Howell (Joined July 2022)
The Sustainability committee comprises:
• an independent chairperson; and
• at least three members, all of whom are non-
executive Directors.
For details on the number of meetings of the
Sustainability committee held during the year and the
members’ attendance at those meetings, refer to the
Directors’ report on page 61.
The Group’s exposure to economic, environmental
and social sustainability risks, together with how these
risks are managed, are detailed in the Operating and
Financial Review section of the Directors’ report.
People, performance, remuneration and
nominations committee
The PPRNC is responsible for overseeing the
remuneration and nomination of both key executive and
non-executive Board roles as well as the remuneration
strategy for the group.
The PPRNC is composed of the following Directors as
of the date of this report:
• Ms Kate Wright (Chairperson)
• Mr Dean Howell
• Mr Lawrence Myers
In accordance with the council’s recommendation 8.1,
the PPRNC comprises:
• an independent chairperson; and
• at least three members, in Breville’s case all of
whom are independent
The PPRNC is considered to be independent as of the
date of this report.
For details on the number of meetings of the PPRNC
held during the year and the members’ attendance at
those meetings, refer to the Directors’ report on page
61.
The company’s policies for participants in equity-based
remuneration schemes are published on its website.
Key management personnel (KMPs) and associates
are prohibited from entering transactions with options,
hedging arrangements or other derivative products. All
trading activity by KMPs, and their associates, in relation
to the company’s shares, requires formal sign off by the
Company Secretary and Chairperson.
Remuneration disclosure
For details of the company’s remuneration philosophy
and framework, and the remuneration received by
Directors and executives in the current period, please
refer to the remuneration report contained in the
Directors’ report on pages 41 - 60.
Equity based remuneration schemes and share
trading
The securities trading policy details restrictions on
the trading of shares received via equity-based
remuneration schemes or otherwise acquired. All
transactions by KMP’s explicitly require Chairperson
approval.
69
Breville Group Limited annual report 2022 Consolidated income statement
for the year ended 30 June 2022
Revenue
Cost of sales
Gross profit
Other income
Employee benefits expenses
Premises & utilities expenses
Advertising and marketing expenses
Other expenses
Earnings before interest, tax, depreciation & amortisation
(EBITDA)
Depreciation & amortisation expense
Earnings before interest & tax (EBIT)
Finance costs
Finance income
Profit before income tax
Income tax expense
Net profit after income tax for the year attributable to
members of Breville Group Limited
Earnings per share for profit attributable to the ordinary
equity holders of the Company:
- basic earnings per share
- diluted earnings per share
Note
3(a)
3(b)
Consolidated
30 June 2022
30 June 2021
$’000
$’000
1,418,437
1,187,659
(932,500)
485,937
(773,991)
413,668
405
284
3(e)
(158,530)
(117,833)
(17,360)
(68,310)
(55,317)
(12,344)
(66,428)
(54,049)
186,825
163,298
(30,464)
156,361
(8,844)
317
147,834
(26,868)
136,430
(9,157)
130
127,403
(42,117)
(36,435)
105,717
90,968
Cents
Cents
75.9
75.3
65.8
65.2
3(d)
3(c)
3(f)
3(f)
4
13
13
The accompanying notes form an integral part of this consolidated income statement.
70
Breville Group Limited annual report 2022 Consolidated statement of comprehensive
income for the year ended 30 June 2022
Consolidated
30 June 2022
30 June 2021
Note
$’000
$’000
Net profit after income tax for the year
105,717
90,968
Other comprehensive income
Items that may be reclassified to profit or loss
Foreign currency translation differences
Net change in fair value of cash flow hedges
Income tax on other comprehensive income
4
Other comprehensive income for the year,
net of income tax
Total comprehensive income for the year attributable to:
Owners of Breville Group Limited
Total comprehensive income for the year attributable to
owners of Breville Group Limited arises from:
Continuing operations
19,361
21,940
(7,650)
(14,742)
488
4,370
33,651
(9,884)
139,368
81,084
139,368
81,084
The accompanying notes form an integral part of this consolidated statement of comprehensive income.
71
Breville Group Limited annual report 2022 Consolidated statement of financial
position as at 30 June 2022
Current assets
Cash and cash equivalents (excluding bank overdrafts)
Trade and other receivables
Inventories
Current tax receivables
Other financial assets
Total current assets
Non-current assets
Property, plant and equipment
Deferred tax assets
Right-of-use assets
Intangible assets
Other financial assets
Total non-current assets
Total assets
Current liabilities
Trade and other payables
Lease liabilities
Current tax liabilities
Provisions
Other financial liabilities
Total current liabilities
Non-current liabilities
Trade and other payables
Borrowings
Lease liabilities
Deferred tax liabilities
Provisions
Total non-current liabilities
Total liabilities
Net assets
Equity
Equity attributable to equity holders of Breville Group Limited
Issued capital
Reserves
Retained earnings
Total equity
Consolidated
30 June 2022
30 June 2021
Note
$’000
$’000
5
6
7
4
16
8
4
10
9
16
6
10
4
6
16
6
15
10
4
6
14
14
168,256
194,202
445,884
2,464
33,484
844,290
33,477
13,684
44,656
241,047
1,998
334,862
1,179,152
292,272
12,172
8,849
29,482
330
343,105
9,770
172,349
37,643
105
1,763
221,630
564,735
614,417
323,165
13,845
277,407
614,417
129,907
119,335
216,670
4,927
2,625
473,464
26,796
17,426
33,186
217,442
2,326
297,176
770,640
175,796
7,210
11,861
23,592
626
219,085
12,194
-
31,506
61
1,309
45,070
264,155
506,485
309,615
(14,537)
211,407
506,485
The accompanying notes form an integral part of this consolidated statement of financial position.
72
Breville Group Limited annual report 2022 Consolidated statement of changes in
equity for the year ended 30 June 2022
Consolidated
2022
At 1 July 2021
Issued
capital
$’000
Foreign
currency
translation
$’000
Employee
equity
benefits
reserve
$’000
Cash flow
hedge
reserve
$’000
Note
Retained
earnings
$’000
Total
equity
$’000
309,615
(11,821)
(3,916)
1,200
211,407
506,485
Foreign currency translation reserve
Cash flow hedges
Income tax on items taken directly to equity
4
Total other comprehensive income
for the year
Profit for the year ended
Total comprehensive income
for the year ended
Transactions with owners in their capacity as owners:
Dividends paid
12
-
-
-
-
-
-
-
Ordinary shares issued for Performance
Rights Plan (LTI) and Fixed Deferred
Remuneration Plan, net of transaction costs
and tax
Ordinary shares acquired by the Trustee of
the Breville Group Employee Share Trust
(LTI)
Transferred to participants of the
performance rights plan
Share-based payments
At 30 June 2022
2021
At 1 July 2020
Foreign currency translation reserve
Cash flow hedges
14(a)
13,550
14(b)
(12,626)
14(b)
12,626
-
Income tax on items taken directly to equity
4
Total other comprehensive income
for the year
Profit for the year
Total comprehensive income
for the year ended
Transactions with owners in their capacity as owners:
Dividends paid
12
Ordinary shares issued to underwriters,
net of transactions costs and tax, and
participants of the DRP
Ordinary shares issued for Performance
Rights Plan (LTI) and Fixed Deferred
Remuneration Plan, net of transaction costs
and tax
Ordinary shares issued net of transaction
costs and tax, on acquisition of Baratza
Ordinary shares acquired by the Trustee of
the Breville Group Employee Share Trust
(LTI)
Transferred to participants of the
performance rights plan
Share-based payments
At 30 June 2021
19,361
-
-
-
-
(1,070)
-
21,940
(6,580)
19,361
(1,070)
15,360
-
-
-
-
-
-
-
105,717
19,361
21,940
(7,650)
33,651
105,717
19,361
(1,070)
15,360
105,717
139,368
-
-
-
-
-
-
(13,576)
-
-
8,307
-
-
-
-
-
(39,717)
(39,717)
-
-
-
-
(26)
(12,626)
12,626
8,307
323,165
7,540
(10,255)
16,560
277,407
614,417
246,445
(1,721)
859
166,579
415,083
-
-
-
-
-
-
-
27,971
11,659
23,540
(11,206)
11,206
-
2,921
(14,742)
-
-
-
-
4,517
(14,742)
4,517
-
-
(14,742)
4,517
-
-
-
-
-
-
-
-
-
(453)
-
-
(11,206)
4,947
-
488
(147)
341
-
341
-
-
-
-
-
-
-
-
-
-
-
90,968
(14,742)
488
4,370
(9,884)
90,968
90,968
81,084
(46,140)
(46,140)
-
-
-
-
-
-
27,971
11,206
23,540
(11,206)
-
4,947
309,615
(11,821)
(3,916)
1,200
211,407
506,485
The accompanying notes form an integral part of this consolidated statement of changes in equity.
73
Breville Group Limited annual report 2022 Consolidated statement of cash flows
for the year ended 30 June 2022
Consolidated
30 June 2022
30 June 2021
Note
$’000
$’000
Cash flows from operating activities
Receipts from customers
Payments to suppliers and employees
Finance income received
Finance costs paid
Income tax paid
Net cash flows (used in) from operating activities
Cash flows from investing activities
Purchase of plant and equipment
Proceeds from sale of property, plant and equipment
Development of intangible assets
Cash consideration paid on acquisition of business
Net cash (used in) from investing activities
Cash flows from financing activities
Proceeds from borrowings
Repayment of borrowings
Proceeds from ordinary shares issued to underwriters of Dividend
Reinvestment Plan (DRP)
Equity dividends paid
Principal elements of lease payments
Net cash from (used in) financing activities
Net increase in cash and cash equivalents
Cash and cash equivalents at the beginning of the financial year
Net foreign exchange difference
5(a)
8
5(b)
5(b)
12(a)
10
1,458,572
(1,445,886)
353
(7,834)
(47,358)
(42,153)
1,314,512
(1,148,624)
130
(8,351)
(33,400)
124,267
(16,550)
42
(26,142)
-
(42,650)
284,989
(116,068)
-
(39,717)
(7,674)
121,530
36,727
129,907
1,622
(8,523)
57
(22,592)
(60,636)
(91,694)
56,547
(57,902)
27,607
(45,630)
(7,479)
(26,857)
5,716
128,457
(4,266)
Cash and cash equivalents at end of the year
5(a)
168,257
129,907
The accompanying notes form an integral part of this consolidated cash flow statement.
74
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Key numbers
1 Summary of significant accounting policies
2 Operating segments
3 Revenue and expenses
4
Income tax
5 Cash and cash equivalents
6 Receivables, payables and provisions
7
Inventories
8 Property, plant and equipment
9 Non-current assets – intangible assets
10
11
Leases
Impairment testing of goodwill and intangibles with indefinite lives
Capital management
12 Dividends
13 Earnings per share
14
Issued capital and reserves
15 Borrowings
16
17
Financial risk management
Interests in other entities
18 Parent entity information
Further details
19 Share-based payments
20 Related party transactions
21 Auditor’s remuneration
22 Contingencies
23 Events occurring after the reporting period
24 Other accounting policies
75
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
(c) Basis of consolidation
The consolidated financial statements comprise the
financial statements of Breville Group Limited and its
subsidiaries as at 30 June each year.
Subsidiaries are all those entities over which the Group
has control. The Group controls an entity when the
Group is exposed to, or has rights to, variable returns
from its involvement with the entity and has the ability
to affect those returns through its power to direct
the activities of the entity. The existence and effect of
potential voting rights that are currently exercisable or
convertible are considered when assessing whether the
Group controls another entity.
The financial statements of subsidiaries are prepared for
the same reporting period, using consistent accounting
policies. In preparing the consolidated financial
statements, all inter-Group balances and transactions,
income and expenses and profit and loss resulting from
intra-Group transactions have been eliminated in full.
Subsidiaries are fully consolidated from the date on
which control is obtained by the Group and cease
to be consolidated from the date on which control is
transferred out of the Group.
The acquisition of subsidiaries is accounted for using
the purchase method of accounting. The purchase
method of accounting involves allocating the cost of
the business combination to the fair value of assets
acquired and the liabilities and contingent liabilities
assumed at the date of acquisition.
Key numbers
Note 1. Summary of significant
accounting policies
Breville Group Limited is a for profit company limited
by shares incorporated in Australia. Breville Group
Limited shares are quoted on the Australian Securities
Exchange.
This financial report covers the consolidated entity
comprising Breville Group Limited and its subsidiaries
(Company or Group).
A description of the Group’s operations and of its
principal activities is included in the operating and
financial review in the directors’ report on pages 19 to
40. The directors’ report is unaudited (except for the
remuneration report) and does not form part of the
financial report.
(a) Basis of preparation
The financial report is a general-purpose financial
report, which has been prepared in accordance with
the requirements of the Corporations Act 2001 and
Australian Accounting Standards.
The financial report has also been prepared on a
historical cost basis, except for derivative financial
instruments and non-current other payables, which
have been measured at fair value.
The financial report is presented in Australian dollars
and all values are rounded to the nearest thousand
dollars ($’000) unless otherwise stated under the option
available to the company under ASIC Corporations
(Rounding in Financial/Directors Reports) Instrument
2016/191. The Company is an entity to which the class
order applies.
Where necessary, comparatives have been reclassified
and repositioned for consistency with current year
disclosures.
(b) Compliance with IFRS
The financial report complies with Australian Accounting
Standards as issued by the Australian Accounting
Standards Board and International Financial Reporting
Standards (IFRS) as issued by the International
Accounting Standards Board.
76
Breville Group Limited annual report 2022 Warranty and faulty goods
Provision for warranty and faulty goods is recognised at
the date of sale of the relevant products, at the Group’s
best estimate of the expenditure required to settle the
Group’s liability. Factors that could impact the estimated
claim information include the success of the Group’s
quality initiatives, as well as parts and labour costs. The
related carrying amounts are disclosed in note 6.
Allowance for uncollectible receivables
Estimation is required to assess the risk of probability
weighted outcomes in determining an adequate level of
provisions for uncollectible receivables. As required by
accounting standards the Group considers past, current
and future economic conditions. The Group uses a
matrix based approach and groups its customers into
different risk portfolios when measuring its expected
credit losses.
(e) Notes to the financial statements
Notes relating to individual line items in the financial
statements include accounting policy information where
it is considered relevant to an understanding of these
items. Details of the impact of new accounting policies
and all other accounting policy information are disclosed
in note 24 of the financial report.
Note 1. Summary of significant
accounting policies continued
(d) Significant accounting judgements,
estimates and assumptions
The carrying amounts of certain assets and liabilities are
often determined based on estimates and assumptions
of future events. The key estimates and assumptions
that have a significant risk of causing a material
adjustment to the carrying amounts of certain assets
and liabilities within the next annual reporting period are:
Impairment of goodwill & intangibles with
indefinite useful lives
The Group determines whether goodwill and intangibles
with indefinite useful lives are impaired at least on
an annual basis. This requires an estimation of the
recoverable amount of the cash generating units to
which the goodwill and intangibles with indefinite
useful lives are allocated. The assumptions used in
this estimation of recoverable amount and the carrying
amount of goodwill and intangibles with indefinite useful
lives are discussed in note 11.
Share-based payment transactions
The Group measures the cost of equity-settled
transactions with employees by reference to the fair
value of the equity instruments at the date at which
they are granted. The fair value is determined by an
external valuer using a risk neutral methodology for non-
market measures, the Monte-Carlo or Black-Scholes
option pricing model for market measures, using the
assumptions detailed in note 19.
Taxes
Uncertainties exist with respect to the interpretation
of complex tax regulations, changes in tax laws, and
the amount and timing of future taxable income. Given
the wide range of international business relationships
and the long-term nature and complexity of existing
contractual agreements, differences arising between
the actual results and the assumptions made, or future
changes to such assumptions, could necessitate
future adjustments to tax income and expense already
recorded.
The Group establishes provisions, based on reasonable
estimates, for possible consequences of audits by the
tax authorities of the respective countries in which it
operates. The amount of such provisions is based on
various factors, such as experience of previous tax
audits and differing interpretations of tax regulations
by the taxable entity and the responsible tax authority.
Such differences of interpretation may arise on a wide
variety of issues depending on the conditions prevailing
in the respective Group Company’s domicile. As the
Company assesses the probability for litigation and
subsequent cash outflow with respect to taxes as
remote, no contingent liability has been recognised.
77
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 2. Operating segments
Operating segments
The Group has identified its operating segments in line with AASB 8 Operating Segments based on the internal
reports that are reviewed by the chief operating decision makers (group chief executive officer and Board of directors)
in assessing performance and in determining the allocation of resources.
The Group’s external reporting segments are ‘Global Product’ and ‘Distribution’.
‘Global Product’ sells premium products designed and developed by Breville, which are sold globally. Products may
be sold directly or through 3rd parties, and may be branded Breville®, Sage®, Baratza® or carry a 3rd party brand.
‘Distribution’ sells products that are designed and developed by a 3rd party. Breville distributes these products
pursuant to a license or distribution agreement, or they are sourced directly from manufacturers. Products in
this business unit may be sold under a brand owned by the Group (e.g. Breville®, Kambrook®), or they may be
distributed under a 3rd party brand.
(a) Segment results
Consolidated 2022
Consolidated
30 June 2022
30 June 2021
Global
Product
$’000
Distribu-
tion
$’000
Total
$’000
Global
Product
$’000
Distribu-
tion
$’000
Total
$’000
Segment revenue
1,178,560
239,877 1,418,437
984,159
203,500 1,187,659
Cost of sales
Gross Profit
GM%
EBIT
Finance income
Finance costs
Profit before income tax
(b) Segment revenue
Global Product
Americas
EMEA
APAC
Total Global Product revenue
(749,800)
(182,700)
(932,500)
(621,334)
(152,657)
(773,991)
428,760
57,177
485,937
362,825
50,843
413,668
36.4%
23.8%
34.3%
36.9%
25.0%
34.8%
156,361
317
(8,844)
147,834
136,430
130
(9,157)
127,403
Consolidated
30 June 2022
$’000
30 June 2021
$’000
605,012
295,160
278,388
1,178,560
492,951
257,029
234,179
984,159
Distribution
Revenue generated from USA, Canada, Australia and New Zealand.
78
Breville Group Limited annual report 2022 Note 3. Revenue and expenses
(a) Revenue
Sale of goods
Total revenue
(b) Cost of sales
Costs of inventories recognised as an expense
Costs of delivering goods to customers
Warranty expense
Total cost of sales
(c) Depreciation and amortisation expense
Depreciation – right-of-use assets
Depreciation – plant and equipment
Depreciation – production tools
Amortisation – computer software
Amortisation – development costs
Amortisation – customer relationships
Total depreciation and amortisation expense
(d) Other expenses
Net foreign exchange (gain)/loss
Other product related costs
Information technology costs
Professional and administration costs (including insurance and M&A
diligence costs)
Other
Total other expenses
(e) Employee benefits expenses
Wages & salaries, leave and other employee related benefits
Short term incentives
Defined contribution plan expense
Share-based payments expense
Total employee benefits expenses
Consolidated
30 June 2022
$’000
30 June 2021
$’000
1,418,437
1,418,437
1,187,659
1,187,659
819,883
64,238
48,379
932,500
7,876
4,506
5,320
259
12,323
180
30,464
185
7,747
19,702
14,653
13,030
55,317
127,609
15,120
7,494
8,307
684,399
47,632
41,960
773,991
6,086
4,619
5,262
182
10,541
178
26,868
2,922
8,380
21,367
9,041
12,339
54,049
94,342
11,062
6,141
6,288
158,530
117,833
79
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 3. Revenue and expenses continued
(f) Finance costs/income
Finance costs paid or payable on borrowings and bank overdrafts:
Interest and borrowing costs
Interest on other payables – non current (deferred consideration)
Interest on lease liabilities
Finance costs
Finance income
Total net finance costs
Recognition and measurement
Sale of goods
Consolidated
30 June 2022
$’000
30 June 2021
$’000
6,255
1,010
1,579
8,844
(317)
8,527
6,898
1,045
1,214
9,157
(130)
9,027
Revenue from Contracts with Customers is recognised at a point in time when the performance obligation of
transferring goods to the buyer has been satisfied and the transaction price can be measured. Goods are considered
transferred to the buyer when the buyer obtains control of those goods, which is at the earlier of delivery of the
goods or the transfer of legal title to the buyer. Revenue is measured at the fair value of the consideration received or
receivable, net of returns, allowances, trade discounts and volume rebates.
Employee Expenses
Employee benefit expenses increased by $40,697,000 to $158,530,000 from pcp $117,833,000 due to the wages
and salaries associated with headcount increases, mainly in the customer services, supply chain, technology services
and R&D teams in FY22. Some remuneration package changes to increase retention were also implemented during
the year.
Under the performance rights plan (LTI) and fixed deferred remuneration rights plan participants are issued with rights
over the ordinary shares of Breville Group Limited issued in accordance with the Breville Group Limited Share Plan.
See pages 47 - 53 for details of the two plans.
Premises & Utilities expenses
Premises & utilities expenses include variable third party warehouse costs, overflow storage locations, utiliities, repairs
and maintenance costs.
Other Expenses
Other expenses increased by $1,268,000 to $55,317,000 from pcp $54,049,000 largely due to professional fees
associated with the LELIT acquisition.
Finance costs/income
Borrowing costs are recognised as an expense when incurred. Revenue is recognised as interest accrues using the
effective interest method. This is a method of calculating the amortised cost of a financial asset and allocating the
interest income over the relevant period using the effective interest, which is the rate that exactly discounts estimated
future cash receipts through the expected life of the financial asset to the net carrying amount of the financial asset.
80
Breville Group Limited annual report 2022 Note 4. Income tax
The major components of income tax expense are:
Income statement
Current income tax
Current income tax charge
Adjustments in respect of current income tax of previous years
Deferred income tax
Relating to the origination and reversal of temporary differences
Adjustments in respect of deferred income tax of previous years
Total income tax expense reported in the income statement
Deferred income tax related to items charged or credited directly
to other comprehensive income
Employee equity benefits reserve
Net (loss)/gain on revaluation of cash flow hedges
Income tax (benefit)/expense reported in other comprehensive
income
Consolidated
30 June 2022
$’000
30 June 2021
$’000
40,532
3,844
2,443
(4,702)
42,117
1,070
6,580
7,650
42,118
(1,888)
(3,795)
-
36,435
(4,517)
147
(4,370)
A reconciliation between tax expense and the product of accounting profit before income tax multiplied by the
parent entity’s applicable income tax rate is as follows:
Profit before income tax
Tax at the Australian tax rate of 30.0% (2021 - 30.0%)
Adjustments in respect of current income tax of previous years
Effect of different rates of tax on overseas income
Expenditure not allowable for income tax purposes
Share Based Payments
Other
Income tax expense reported in the income statement
Consolidated
30 June 2022
$’000
30 June 2021
$’000
147,834
44,350
(858)
(612)
1,987
(2,499)
(251)
42,117
127,403
38,221
(1,888)
(798)
1,138
(1,392)
1,154
36,435
81
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 4. Income tax continued
Deferred income tax at 30 June relates to the following:
Consolidated
Consolidated
Statement of financial position
Income statement
30 June 2022
$’000
30 June 2021
$’000
30 June 2022
$’000
30 June 2021
$’000
Deferred income tax
Deferred income tax at 30 June relates to
the following:
Deferred tax liabilities
Brand names
Development costs and production tools
Other intangibles
Cash flow hedge reserve
Accelerated depreciation for tax purposes
1,875
22,068
3,833
7,028
320
1,875
15,829
1,869
515
430
Gross deferred income tax liabilities
35,124
20,518
1,630
24,544
-
8,756
110
5,225
1,520
6,918
48,703
13,579
55
14,358
-
5,902
1,119
7,583
1,649
7,217
37,883
17,365
Deferred tax assets
Losses available for offset against future
taxable income
Provisions and accruals
Other long term payables
Employee benefits
Revaluation of inventories
Employee equity benefits reserve
Net leasing liability
Other
Gross deferred income tax assets
Net deferred income tax assets
Deferred tax expense
Current income tax
Current tax receivables
Current tax liabilities
-
(6,239)
(1,964)
-
(259)
1,575
10,186
-
2,854
(1,009)
(2,358)
(129)
(398)
-
(2,544)
(1,109)
-
75
(138)
1,248
(743)
3,496
342
641
323
2,204
2,259
3,795
Consolidated
30 June 2022
$’000
30 June 2021
$’000
2,464
8,849
4,927
11,861
At 30 June 2022, there is no recognised or unrecognised deferred income tax liability (2021: $nil) for taxes that would
be payable on the unremitted earnings of certain of the Group’s subsidiaries, as the Group has no current intention of
distributing existing retained earnings in jurisdictions where liability for additional taxation exists should such amounts
be remitted.
82
Breville Group Limited annual report 2022 Note 4. Income tax continued
Recognition and measurement
Current tax
Current tax assets and liabilities for the current and prior periods are measured at the amounts expected to be
recovered from or paid to the taxation authorities. The tax rates and tax laws used to compute the amount are those
that are enacted or substantively enacted by the balance sheet date.
Deferred tax
Deferred income tax is provided on all temporary differences between the tax bases of assets/liabilities and their
carrying amounts at balance sheet date for financial reporting purposes.
Deferred income tax liabilities are recognised for all taxable temporary differences except:
• when the deferred income tax liability arises from the initial recognition of goodwill or of an asset or liability in
a transaction that is not a business combination and that, at the time of the transaction, affects neither the
accounting profit nor taxable profit or loss; or
• when the taxable temporary difference is associated with investments in subsidiaries and the timing of the
reversal of the temporary difference can be controlled and it is probable that the temporary difference will not
reverse in the foreseeable future.
Deferred income tax assets are recognised for all deductible temporary differences, carry-forward of unused tax
assets and unused tax losses, to the extent that it is probable that taxable profit will be available against which the
deductible temporary differences and the carry-forward of unused tax assets and unused tax losses can be utilised,
except:
• when the deferred income tax asset relating to the deductible temporary difference arises from the initial
recognition of an asset or liability in a transaction that is not a business combination and, at the time of the
transaction, affects neither the accounting nor taxable profit or loss; or
• when the deductible temporary difference is associated with investments in subsidiaries in which case a deferred
tax asset is only recognised to the extent that it is probable that the temporary difference will reverse in the
foreseeable future and taxable profit will be available against which the temporary differences can be utilised.
The carrying amount of deferred income tax assets is reviewed at each balance sheet date and reduced to the extent
that it is no longer probable that sufficient taxable profit will be available to allow all or part of the deferred income tax
asset to be utilised.
Unrecognised deferred income tax assets are reassessed at each balance sheet date and are recognised to the
extent that it has become probable that future taxable profit will allow the deferred tax asset to be recovered.
Deferred income tax assets and liabilities are measured at the tax rates that are expected to apply to the year
when the asset is realised or the liability is settled, based on tax rates (and tax laws) that have been enacted or
substantively enacted at the balance sheet date.
Income taxes in relation to items recognised directly in equity are recognised in equity and not in the income
statement.
Deferred tax assets and deferred tax liabilities are offset only if a legally enforceable right exists to set off current tax
assets against current tax liabilities and the deferred tax assets and liabilities relate to the same taxable entity and the
same taxation authority.
Tax consolidation legislation
Breville Group Limited and its wholly-owned Australian resident controlled entities (excluding the Breville Group
Employee Share Trust) have implemented the tax consolidated legislation as of 1 July 2003.
Breville Group Limited is the head entity of the tax consolidated Group. For further information, refer to note 18.
83
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 5. Cash and cash equivalents
Cash at bank and on hand
Consolidated
30 June 2022
$’000
30 June 2021
$’000
168,256
129,907
Notes:
- Cash at bank earns interest at floating rates based on daily bank deposit rates.
- At 30 June 2022, the Group had available $189,956,000 (2021: $269,141,000) of undrawn committed
borrowing and overdraft facilities in respect of which all conditions precedent had been met (see note 15).
- The fair value of cash and cash equivalents is $168,256,000 (2021: $129,907,000).
Cash and cash equivalents
Borrowings
Net cash
168,256
(172,349)
129,907
-
(4,093)
129,907
(a) Reconciliation of net profit after tax for the year to net cash flows from operating
activities
Profit for the year
Adjustments for:
Depreciation and amortisation
Share-based payments
Foreign exchange losses/(gains)
Other
Changes in assets and liabilities:
Decrease/(increase) in:
Trade receivables, prepayments and other receivables
Inventories
Other current assets
Loan to supplier
Non-current assets
(Decrease)/increase in:
Current liabilities
Non-current liabilities
Net cash (used in)/from operating activities
105,717
90,968
30,401
8,307
248
18
(44,872)
(222,380)
468
(8,988)
(5,709)
97,855
(3,218)
(42,153)
26,868
4,938
3,392
(63)
36,771
(62,935)
(2,140)
(2,692)
(3,250)
38,129
(5,719)
124,267
84
Breville Group Limited annual report 2022 Note 5. Cash and cash equivalents continued
(b) Net debt reconciliation
Consolidated
Cash $’000 Borrowings $’000
Total $’000
Net debt as at 1 July 2020
Cash flows
Foreign exchange adjustments
Net debt/(cash) as at 30 June 2021
Cash flows
Foreign exchange adjustments
Net debt/(cash) as at 30 June 2022
(c) Disclosure of financing facilities
Refer to note 15.
Recognition and measurement
128,457
5,716
(4,266)
129,907
36,727
1,622
168,256
-
128,457
(1,355)
1,355
4,361
(2,911)
-
129,907
(168,921)
(3,428)
(172,349)
(132,195)
(1,805)
(4,093)
Cash and cash equivalents in the balance sheet comprise cash at bank and on hand and short-term deposits with an
original maturity of three months or less that are readily convertible to known amounts of cash and which are subject
to an insignificant risk of changes in value.
For the purposes of the consolidated cash flow statement, cash and cash equivalents consist of cash and cash
equivalents as defined above, net of outstanding bank overdrafts.
Note 6. Receivables, payables and provisions
Trade and other receivables
Current assets
Trade receivables from contracts with customers
Allowance for uncollectible receivables
Trade receivables, net
Prepayments
Other receivables
Consolidated
30 June 2022
$’000
30 June 2021
$’000
182,166
(11,563)
170,603
17,536
6,063
123,922
(15,111)
108,811
6,396
4,128
Total current trade receivables, prepayments and other receivables
194,202
119,335
Notes:
(a) Trade receivables are non-interest bearing and are generally on 30-60 day terms. During the period $3,652,000
of allowance for uncollectible receivables was utilised, of which the write off mostly relates to debts from a
European distributor that has been in liquidation since 2020 and was settled in FY22. The remaining provision
was reduced by ($369,000) (2021 increased by $1,517,000) and recognised by the Group as an (income)/
expense in ‘other expenses’ for the current year.
Prepayments has increased over the period due to advance payments to suppliers for inventory.
85
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 6. Receivables, payables and provisions continued
Trade and other receivables continued
Carrying amount at the beginning of the year:
Provision
Write offs
Net exchange differences
Carrying amount at the end of the year:
30 June 2022
$’000
15,111
(369)
(3,652)
473
11,563
At 30 June 2022 an ageing analysis of those trade receivables (net of allowance for uncollected receivables) are as
follows:
Current
31 – 60 days overdue
61+ days overdue
Trade receivables, net
Consolidated
30 June 2022
$’000
30 June 2021
$’000
163,960
105,705
3,001
3,642
1,804
1,302
170,603
108,811
Trade receivables (net) past due, but not impaired, amount to $6,643,000 (2021: $3,106,000). In all instances each
operating unit has been in contact with the relevant debtor and is satisfied that payment will be received in full or has
been provided for. Debtor days have remained steady at 61 days (FY21: 59 days).
Recognition and measurement
Trade receivables are initially recognised at fair value and subsequently measured at amortised cost. Bad debts
are written off when incurred. An allowance for uncollectible, or doubtful, receivables is calculated on a probability
weighted measure of expected credit losses using historic, present and future economic conditions. The carrying
value and estimated net fair values of the trade and other receivables is assumed to approximate their fair value,
being the amount at which the asset could be exchanged between willing parties.
Details regarding the effective interest rate and credit risk of current receivables are disclosed in note 16.
Trade and other payables
Current
Trade and other payables – unsecured
Total current trade and other payables
Non current
Other payables (a)
Notes:
Consolidated
30 June 2022
$’000
30 June 2021
$’000
292,272
292,272
175,796
175,796
9,770
9,770
12,194
12,194
(a) Relates to earn-outs in relation to the acquisition of ChefSteps which is measured at fair value.
86
Breville Group Limited annual report 2022 Note 6. Receivables, payables and provisions continued
Recognition and measurement
Current trade and other payables are carried at amortised cost. Trade payables represent liabilities for goods and
services provided to the Group prior to the end of the year, including customer rebates, that are unpaid and arise
when the Group becomes obliged to make future payments in respect of the purchase of these goods and services.
The amounts are unsecured, non-interest bearing and are usually settled on 30 day terms. The carrying value and
estimated net fair values of the trade and other payables is assumed to approximate their fair value, being the amount
at which the liability could be settled in a current transaction between willing parties. Details regarding interest rate,
foreign exchange and liquidity risk exposure are disclosed in note 15.
Consolidated
30 June 2022
$’000
30 June 2021
$’000
Provisions
Current
Warranty and faulty goods
Employee benefits – annual leave
Employee benefits – long service leave
Other provisions
Total current provisions
Non-current
Employee benefits – long service leave
Total non-current provisions
(a) Movement in provisions
Consolidated
16,116
9,935
3,378
53
29,482
1,763
1,763
Warranty
and faulty
goods
$’000
Employee
benefits -
annual
leave
$’000
Employee
benefits -
long
service
$’000
Other
Provisions
$’000
Carrying amount at the beginning of the year:
Current
Non-current
Total
13,645
-
6,919
-
13,645
6,919
Movement in provisions during the year:
Amounts utilised during the year
Additional provisions made in the year
Net exchange differences
Net movement
(48,128)
50,065
534
2,471
(3,344)
6,248
112
3,016
Carrying amount at the end of the year:
2,972
1,309
4,281
(124)
975
9
860
Current
Non-current
Total
16,116
9,935
-
-
16,116
9,935
3,378
1,763
5,141
56
-
56
-
-
(3)
(3)
53
-
53
13,645
6,919
2,972
56
23,592
1,309
1,309
Total
$’000
23,592
1,309
24,901
(51,596)
57,288
652
6,344
29,482
1,763
31,245
87
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 6. Receivables, payables and provisions continued
Provisions continued
(a) Movement in provisions continued
Recognition and measurement
Provisions are recognised when the Group has a present legal or constructive obligation as a result of a past event, it
is probable that an outflow of resources embodying economic benefits will be required to settle the obligation and a
reliable estimate can be made of the amount of the obligation.
Where the Group expects some or all of a provision to be reimbursed, for example under an insurance contract, the
reimbursement is recognised as a separate asset but only when the reimbursement is virtually certain. The expense
relating to any provision is presented in the income statement net of any reimbursement.
Provisions are measured as the present value of management’s best estimate of the expenditure required to settle
the present obligation at the balance sheet date. If the effect of the time value of money is material, provisions are
discounted using a current pre-tax rate that reflects the risks specific to the liability. Where discounting is used, the
increase in the provision due to the passage of time is recognised as a finance cost.
Warranties and faulty goods
Provisions for warranty and faulty goods are recognised at the date of sale of the relevant products. A provision
for warranty and faulty goods represents the present value of the best estimate of the future sacrifice of economic
benefits expected that will be required for warranty and faulty goods claims on products sold. This estimate is based
on the historical trends experienced on the level of repairs and returns. Assumptions used to calculate the provision
for warranty and faulty goods were based on the level of warranty and faulty goods claims experienced during the
last year. During the COVID pandemic related lock downs in various markets, the ability of consumers to make
returns has been somewhat constrained. Returns have normalised as reflected in amounts utilised.
Employee benefits - annual leave
Liabilities for wages and salaries, including non-monetary benefits, annual leave and accumulating sick leave
expected to be settled within 12 months of the reporting date are recognised in respect of employees’ services up to
the reporting date. They are measured at the amounts expected to be paid when the liabilities are settled. Liabilities
for non-accumulating sick leave are recognised when the leave is taken and are measured at the rates paid or
payable.
Contributions to the defined contribution fund are recognised as an expense as they become payable.
Employee benefits – long service
The provision for employee benefits represents the present value of expected future payments to be made in respect
of services provided by employees up to the reporting date. Consideration is given to the expected future wage and
salary levels, experience of employee departures and periods of service. Expected future payments are discounted
using appropriate market yields at the reporting date to estimate the future cash outflows.
Note 7. Inventories
Finished goods
Stock in transit
Total inventories
Recognition and measurement
Consolidated
30 June 2022
$’000
30 June 2021
$’000
338,263
107,621
445,884
142,102
74,568
216,670
Inventories are valued at the lower of cost and net realisable value. The cost of inventories comprises all costs of
purchase, costs of conversion and other costs incurred in bringing the inventories to their present location and
condition. This includes the transfer from equity of gains and losses on cash flow hedges of purchases of finished
goods. Costs are assigned to individual items of inventory on a weighted average cost basis.
Net realisable value is the estimated selling price in the ordinary course of business, less estimated costs necessary
to make the sale.
88
Breville Group Limited annual report 2022 Note 8. Property, plant and equipment
Consolidated 2022
At the beginning of the year
Cost or fair value
Accumulated depreciation
Net carrying amount
Reconciliation of the carrying amount:
Carrying amount at the beginning of year
Additions
Disposals
Depreciation charge
Net exchange difference
Plant and
equipment
$’000
Production
Tools
$’000
Total
$’000
35,230
(25,923)
44,761
79,991
(27,272)
(53,195)
9,307
17,489
26,796
9,307
4,640
(79)
17,489
11,910
(65)
(4,506)
(5,320)
78
23
26,796
16,550
(144)
(9,826)
101
Carrying amount at the end of year
9,440
24,037
33,477
At the end of the year
Cost or fair value
Accumulated depreciation and impairment
Net carrying amount
Consolidated 2021
At the beginning of the year
Cost or fair value
Accumulated depreciation
Net carrying amount
Reconciliation of the carrying amount:
Carrying amount at the beginning of year
Additions
Disposals
Depreciation charge
Net exchange difference
Carrying amount at the end of year
At the end of the year
Cost or fair value
Accumulated depreciation and impairment
Net carrying amount
40,450
56,607
97,057
(31,010)
(32,570)
(63,580)
9,440
24,037
33,477
Plant and
equipment
$’000
Production
Tools
$’000
Total
$’000
33,419
38,903
72,322
(21,918)
(22,029)
(43,947)
11,501
16,874
28,375
11,501
2,667
(44)
(4,619)
(198)
9,307
16,874
5,877
-
(5,262)
-
28,375
8,544
(44)
(9,881)
(198)
17,489
26,796
35,230
(25,923)
9,307
44,761
(27,272)
17,489
79,991
(53,195)
26,796
89
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 8. Property, plant and equipment continued
A summary of the policies applied to the Group’s intangible assets is as follows:
(a) Property and equipment
Internally generated /
Acquired
Recognition
Useful lives
Depreciation method
Impairment test
(b) Production tools
Internally generated /
Acquired
Recognition
Useful lives
Depreciation method
Impairment test
Acquired
Plant and equipment is stated at cost less accumulated depreciation and any
accumulated impairment losses. The assets’ residual values, useful lives and depreciation
methods are reviewed, and adjusted if appropriate, at each year end. An item of plant and
equipment is derecognised upon disposal or when no further future economic benefits are
expected from its use or disposal. Any gain or loss arising on derecognition of the asset
(calculated as the difference between the net disposal proceeds and the carrying amount
of the asset at the time of derecognition) is included in the income statement in the year in
which they arise.
Finite
Depreciation on plant and equipment is calculated on a straight line basis over the
estimated useful life of between 2 and 10 years.
When an indication of impairment exists, an impairment loss is recognised to the extent
that the recoverable amount is lower than the carrying amount. The amortisation method
is reviewed at each year end.
Acquired
Production tools are manufacturing components including moulds, dies, jigs, gauges,
cutting equipment and patterns that are used in conjunction with manufacturing
equipment. The tools are specified, purchased and owned by Breville, although they are
deployed in our manufacturing partners’ plants. Production tools is stated at cost less
accumulated depreciation and any accumulated impairment losses. The assets’ residual
values, useful lives and depreciation methods are reviewed, and adjusted if appropriate,
at each year end. An item of production tooling is derecognised upon disposal or when
no further future economic benefits are expected from its use or disposal. Any gain or
loss arising on derecognition of the asset (calculated as the difference between the net
disposal proceeds and the carrying amount of the asset at the time of derecognition) is
included in the income statement in the year in which they arise.
Finite
Depreciation on production tools is calculated on a straight line basis over the estimated
useful life of 5 years.
When an indication of impairment exists, an impairment loss is recognised to the extent
that the recoverable amount is lower than the carrying amount. The amortisation method
is reviewed at each year end.
90
Breville Group Limited annual report 2022 Note 9. Non-current assets - intangible assets
Development costs
Computer software
Customer relationships
Goodwill & Brand Names
Total intangible assets (net carrying amount)
Consolidated
30 June 2022
$’000
30 June 2021
$’000
54,573
1,671
401
184,402
241,047
40,380
1,425
581
175,056
217,442
Consolidated 2022
At the beginning of the year
At cost (gross carrying amount)
Accumulated amortisation and impairment
Net carrying amount
Reconciliation of the carrying amount:
Carrying amount at the beginning of year
Additions
Amortisation
Net exchange difference
Develop-
ment
costs
$’000
Computer
software
$’000
Customer
relation-
ships
$’000
Goodwill
$’000
Total
$’000
122,140
(81,760)
40,380
1,771
(346)
1,425
1,835
175,056
300,802
(1,254)
-
(83,360)
581
175,056
217,442
40,380
25,637
(12,323)
879
1,425
581
175,056
217,442
505
(259)
-
-
(180)
-
-
-
9,346
26,142
(12,762)
10,225
Carrying amount at the end of year
54,573
1,671
401
184,402
241,047
At the end of the year
At cost (gross carrying amount)
Accumulated amortisation and impairment
Net carrying amount
148,850
(94,277)
54,573
2,244
(573)
1,671
1,835
184,402
337,331
(1,434)
-
(96,284)
401
184,402
241,047
91
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 9. Non-current assets - intangible assets continued
Consolidated 2021
At the beginning of the year
At cost (gross carrying amount)
Accumulated amortisation and impairment
Net carrying amount
Reconciliation of the carrying amount:
Carrying amount at the beginning of year
Additions
Additions from acquisition of Baratza (i)
Amortisation
Net exchange difference
Develop-
ment
costs
$’000
Computer
software
$’000
Customer
relation-
ships
$’000
Goodwill
& Brand
Names
$’000
Total
$’000
100,680
(71,266)
29,414
29,414
21,797
-
(10,541)
(290)
981
(169)
812
812
795
-
(182)
-
1,835
(1,076)
98,193
201,689
-
(72,511)
759
98,193
129,178
759
98,193
129,178
-
-
656
81,557
23,248
81,557
(178)
-
(10,901)
-
(5,350)
(5,640)
Carrying amount at the end of year
40,380
1,425
581
175,056
217,442
At the end of the year
At cost (gross carrying amount)
Accumulated amortisation and impairment
Net carrying amount
122,140
(81,760)
40,380
1,771
(346)
1,425
1,835
175,056
300,802
(1,254)
-
(83,360)
581
175,056
217,442
Notes:
(i) Acquisition of Baratza - Goodwill of $81,557,000 was recognised arising from the acquisition of Baratza,
LLC, a US-based business on 1 October 2020, for a total consideration of $84,176,000. $60,636,000 of the
consideration was paid in cash (net of cash acquired in the business) and $23,540,000 by the issue of 884,956
fully paid ordinary shares in Breville priced at the 20-day VWAP of Breville shares traded on the ASX prior to 1
October 2020 at a value of $26.60 per share. The cash portion was funded from existing cash reserves. The
shares are subject to a trading lock. The acquisition has been included within the Global Product segment.
A summary of the policies applied to the Group’s Property and Equipment assets is as follows:
(a) Development costs
Internally generated /
Acquired
Recognition
Useful lives
Amortisation method
Impairment test
Internally generated and acquired products and product platforms
Capitalised at cost and recognised only after the Group can demonstrate the technical
feasibility and commercial viability of the intangible asset so that it will be available for
use or sale, its intention to complete and its ability to use or sell the asset, how the
asset will generate future economic benefits, the availability of resources to complete
the development and the ability to measure reliably the expenditure attributable to
the intangible asset during its development. Following the initial recognition of the
development expenditure, the cost model is applied requiring the asset to be carried at
cost less any accumulated amortisation and accumulated impairment losses. Research
costs are expensed as incurred.
Finite
Amortised straight-line over the period of expected future sales, no more than 3-5 years,
from the related launch date on a straight-line basis.
Annually and more frequently when an indication of impairment exists. An impairment loss
is recognised to the extent that the recoverable amount is lower than the carrying amount.
The amortisation method is reviewed at each year end.
92
Breville Group Limited annual report 2022 Note 9. Non-current assets - intangible assets continued
(b) Computer software
Internally generated /
Acquired
Recognition
Useful lives
Amortisation method
Impairment test
Internally generated and acquired software
Capitalised at cost
Finite
Amortised over the useful life, not exceeding 7 years, on a straight line basis.
When an indication of impairment exists. The amortisation method is reviewed at each
year end.
(c) Customer relationships
Internally generated /
Acquired
Recognition
Useful lives
Amortisation method
Impairment test
Acquired customer relationships
Capitalised at cost or if acquired as part of a business combination at fair value at the
date of acquisition
Finite
Amortised over the useful life, not exceeding 10 years, on a straight line basis.
Annually and more frequently when an indication of impairment exists. The amortisation
method is reviewed at each year end.
(d) Goodwill and brand names
Internally generated /
Acquired
Recognition
Useful lives
Amortisation method
Impairment test
Acquired goodwill and brand names
Initially capitalised at cost, being the excess of the cost of the business combination over
the Group’s interest in the net fair value of the acquiree’s identifiable assets, liabilities and
contingent liabilities. Capitalised at cost or if acquired as part of a business combination
at fair value at the date of acquisition. Following initial recognition, goodwill is measured at
cost less any accumulated impairment losses.
Indefinite
No amortisation
Annually and more frequently when an indication of impairment exists.
The amortisation expense on intangible assets with finite lives is recognised in the consolidated income statement in
the expense category consistent with the function of the intangible asset.
Gains or losses arising from derecognition of an intangible asset are measured as the difference between the net
disposal proceeds and the carrying amount of the asset and are recognised in the consolidated income statement
when the asset is derecognised.
93
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 10. Leases
This note provides information for leases where the Group is a lessee. The Group does not act as a lessor. Breville
leases offices, vehicles and several of its warehouses. While the warehouses are operated by a third parties, in some
instances Breville has the right to control use and therefore accounts for these contracts as leases.
a) Amounts recognised in the consolidated statement of financial position
Right-of-use assets
Buildings
Vehicles
Total
Lease liabilities
Current
Non-current
Total
Consolidated
Note
30 June 2022
$’000
30 June 2021
$’000
10(a)(i)
44,580
76
44,656
12,172
37,643
49,815
33,186
-
33,186
7,210
31,506
38,716
(i) Additions to the right-of-use assets during FY22 were $16,665,000 (FY21: $22,556,000).
b) Amounts recognised in the consolidated income statement
Depreciation charge of right-of-use assets
Buildings
Vehicles
Total
Other expenses
Note
3(c)
3(c)
Consolidated
30 June 2022
$’000
30 June 2021
$’000
7,863
13
7,876
6,074
12
6,086
Interest expense on lease liabilities (included in finance costs)
1,579
1,214
The total cash outflow for leases during FY22 was $9,253,000 (includes principal elements of lease payments of
$7,674,000 (refer consolidated statement of cash flows) plus interest expense on lease liabilities of $1,579,000).
(FY21: total cash outflow for leases of $8,693,000 (includes principal elements of lease payments of $7,479,000
(refer consolidated statement of cash flows) plus interest expense on lease liabilities of $1,214,000).
As at 30 June 2022, the Group’s leases do not contain any variable payment terms.
c) The Group’s leasing activities and how these are accounted for
The Group leases various office buildings, third party warehouses and motor vehicles, with rental contracts typically
spanning fixed periods of 1 to 10 years, with some having options to extend.
Contracts may contain both lease and non-lease components. The Group allocates the consideration in the contract
to the lease and non-lease components based on their relative stand-alone prices. However, for leases of real
estate for which the Group is a lessee, it has elected not to separate lease and non-lease components and instead
accounts for these as a single lease component.
Lease terms are negotiated on an individual basis and contain a wide range of different terms and conditions. The
lease agreements do not impose any covenants other than the security interests in the leased assets that are held by
the lessor. Leased assets may not be used as security for borrowing purposes.
94
Breville Group Limited annual report 2022 Note 10. Leases continued
Assets and liabilities arising from a lease are initially measured on a present value basis. Lease liabilities include the
net present value of the following lease payments:
fixed payments (including in-substance fixed payments), less any lease incentives receivable
•
• variable lease payment that are based on an index or a rate, initially measured using the index or rate as at the
commencement date
• amounts expected to be payable by the Group under residual value guarantees
•
the exercise price of a purchase option if the Group is reasonably certain to exercise that option, and
• payments of penalties for terminating the lease, if the lease term reflects the Group exercising that option.
Lease payments to be made under reasonably certain extension options are also included in the measurement of the
liability.
The lease payments are discounted using the interest rate implicit in the lease. If that rate cannot be readily
determined, which is generally the case for leases in the Group, the lessee’s incremental borrowing rate is used,
being the rate that the individual lessee would have to pay to borrow the funds necessary to obtain an asset of similar
value to the right-of-use asset in a similar economic environment with similar terms, security and conditions.
To determine the incremental borrowing rate, the Group:
• where possible, uses recent third-party financing received by the individual lessee as a starting point, adjusted to
reflect changes in financing conditions since third-party financing was received
• uses a build-up approach that starts with a risk-free interest rate adjusted for credit risk for leases held by Breville
Group Limited, which does not have recent third-party financing, and
• makes adjustments specific to the lease, e.g. term, country, currency and security.
Lease payments are allocated between principal and finance cost. The finance cost is charged to profit or loss over
the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability for each
period.
Right-of-use assets are measured at cost comprising the following:
the amount of the initial measurement of lease liability
•
• any lease payments made at or before the commencement date less any lease incentives received
• any initial direct costs, and
•
restoration costs.
Right-of-use assets are generally depreciated over the shorter of the asset’s useful life and the lease term on
a straight-line basis. If the Group is reasonably certain to exercise a purchase option, the right-of-use asset is
depreciated over the underlying asset’s useful life.
Payments associated with short-term leases of equipment and vehicles and all leases of low-value assets are
recognised on a straight-line basis as an expense in profit or loss. Short-term leases are leases with a lease term
of 12 months or less without a purchase option. Low-value assets comprise IT equipment and small items of office
furniture.
Note 11. Impairment testing of goodwill and intangibles with indefinite lives
On a consistent basis, goodwill and brand names acquired through business combinations have been allocated to
these cash generating units or Groups of cash generating units for impairment testing as follows:
• Global Product APAC
• Global Product Americas
• Global Product EMEA
• Distribution
In all cases the recoverable amount of the individual cash generating unit has been determined based on a value in
use calculation using cash flow projections based on financial budgets approved by the Board.
The pre-tax discount rates applied to cash flow projections are in the range of 9.6% to 10.9% (2021: of 9.6% to
11.2%), depending on the CGU. This discount rate has been determined using the weighted average cost of capital
which incorporates both the cost of debt and the cost of capital. Cash flows beyond the approved 30 June 2023
budgets are extrapolated using a 2.0% - 3.0% growth rate (2021: 2.0% - 3.0%), which is considered a reasonable
estimate of the long-term average growth rate for the wholesale consumer products industry.
Management has performed sensitivity testing by cash generating unit (CGU), based on assessing the effect of
changes in revenue growth rates as well as discount rates. Management consider any reasonable likely combination
of changes in these key assumptions would not result in the carrying value of the goodwill or brand names exceeding
the recoverable amount.
95
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 11. Impairment testing of goodwill and intangibles with indefinite lives cont.
Key assumptions used in value in use calculations for the cash generating units for 30 June 2022 and
30 June 2021.
The key assumptions on which management has based its cash flow projections when determining the value in
use of the cash generating units are budgeted revenue and gross margins. The basis used to determine the value
assigned to the budgeted revenue and gross margins are based on past performance and expectations for the future.
Global Product APAC
- goodwill
- brand names with indefinite useful lives
Global Product Americas
- goodwill (a)
Distribution
- goodwill
- brand names with indefinite useful lives
All cash generating units
- goodwill
- brand names with indefinite useful lives
Total carrying amount of goodwill and brand names
Consolidated
30 June 2022
$’000
30 June 2021
$’000
22,794
13,800
22,794
13,800
121,924
112,578
8,109
17,775
184,402
152,827
31,575
184,402
8,109
17,775
175,056
143,481
31,575
175,056
(a) Goodwill in the Global Product Americas segment is subject to foreign exchange revaluation. There were no
acquisition or additions to Goodwill during the period and the movement represents change in foreign exchange only.
Recognition and measurement
Intangible assets – goodwill
The useful life of an intangible asset with an indefinite life is reviewed each reporting period to determine whether
indefinite life assessment continues to be supportable.
For the purpose of impairment testing, goodwill acquired in a business combination shall, from the acquisition date,
be allocated to each of the Group’s cash generating units, or groups of cash generating units, that are expected
to benefit from the synergies of the combination, irrespective of whether other assets or liabilities of the Group are
assigned to those units or groups of units. Each unit or group of units to which the goodwill is so allocated represents
the lowest level within the Group at which the goodwill is monitored for internal management purposes.
Impairment is determined by assessing the recoverable amount of the cash generating unit to which the goodwill
relates. When the recoverable amount of a cash generating unit is less than the carrying amount, an impairment
loss is recognised. When goodwill forms part of a cash generating unit and an operation within that unit is disposed
of, the goodwill associated with the operation disposed of is included in the carrying amount of the operation when
determining the gain or loss on disposal of the operation. Goodwill disposed of in this manner is measured based on
the relative values of the operation disposed of and the portion of the cash generating unit retained.
Impairment losses recognised for goodwill are not subsequently reversed.
Impairment of non-financial assets other than goodwill
Intangible assets that have an indefinite useful life are not subject to amortisation and are tested annually for
impairment, or more frequently if events or changes in circumstances indicate that they might be impaired. Other
assets are tested for impairment whenever events or changes in circumstances indicate that the carrying amount
may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount
exceeds its recoverable amount.
Recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. For the purposes of
assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash inflows
that are largely independent of the cash inflows from other assets or groups of assets (cash generating units).
Non-financial assets other than goodwill that suffered impairment are tested for possible reversal of the impairment
whenever events or changes in circumstances indicate that the impairment may have reversed.
96
Breville Group Limited annual report 2022 Capital management
Note 12. Dividends
(a) Dividends on ordinary shares declared, paid or issued via
Dividend Reinvestment Plan (DRP) during the year:
Final dividend for the year ended 30 June 2021 of 13.50 cents per
share, 13.50 cents (100%) franked (2021: final partially franked dividend
for 2020 of 20.5 cents per share, 12.3 cents (60%) franked)
• Paid in cash
• Shares issued via DRP
Final dividend
Interim dividend for the year ending 30 June 2022 of 15.00 cents
per share, 15.00 cents (100%) franked (2021: interim partially franked
dividend for 2021 of 13.00 cents per share, 13.00 cents (100%) franked)
Interim fully franked dividend based on tax paid at 30.0%
Interim dividend
Total dividends declared and paid during the year of 28.50 cents per
share, 28.50 cents (100%) franked (2021: Total dividends of 33.50 cents
per share (25.30 cents (76%) franked))
Total dividends
(b) Dividends on ordinary shares proposed and not recognised as
a liability:
Final fully franked dividend for 2022 of 15.00 cents per share, 15.00
cents (100%) franked (2021: final partially franked dividend of 13.50
cents per share, 13.50 cents (100%) franked)
(c) Franking credit balance
The amount of franking credits in the parent available for the
subsequent year are:
Franking credits available for subsequent reporting periods based on a tax
rate of 30.0% (2021 - 30.0%)
Franking (debits)/credits that will arise from the payment of income tax
(receivable)/payable as at the end of the year
Franking debits that will be used on the payment of dividends subsequent
to the end of the financial year
Total franking credit balance
The tax rate at which dividends are franked is 30.0% (2021: 30.0%).
Consolidated
30 June 2022
$’000
30 June 2021
$’000
18,814
-
18,814
20,903
20,903
39,717
39,717
27,567
511
28,078
18,062
18,062
46,140
46,140
21,369
18,757
32,763
17,718
586
4,244
(9,158)
24,191
(8,038)
13,924
97
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 13. Earnings per share
The following reflects the income and share data used in the basic and diluted earnings per share computations:
Earnings used in calculating basic and diluted earnings per share:
Consolidated
30 June 2022
$’000
30 June 2021
$’000
Net profit attributable to ordinary equity holders of Breville Group Limited
105,717
90,968
Weighted average number of shares used as the denominator
2022 Number
2021 Number
Weighted average number of ordinary shares for basic and diluted earnings
per share
139,294
138,339
Weighted average number of exercised, forfeited or expired potential
ordinary shares included in diluted earnings per share
140,345
139,505
On the 1st July 2022 BRG completed its acquisition of LELIT the Italian-based prosumer coffee group. Consideration
included the issue of 3,100,205 BRG ordinary shares. The issue of shares is not included in the earnings per share
calculations, as they would not be expected to have a significant impact. For further details of the acquisition refer to
Note 23.
Recognition and measurement
Basic earnings per share is calculated as net profit attributable to members of the parent, adjusted to exclude any
costs of servicing equity (other than dividends), divided by the weighted average number of ordinary shares.
Diluted earnings per share is calculated as net profit or loss attributable to members of the parent, adjusted for:
• cost of servicing equity (other than dividends);
•
the after tax effect of dividends and interest associated with dilutive potential ordinary shares that have been
recognised as expenses;
• other non-discretionary changes in revenue or expenses during the period that would result from the dilution of
potential ordinary shares; and
• divided by the weighted average number of ordinary shares and dilutive potential ordinary shares.
Note 14. Issued capital and reserves
Issued capital
Ordinary shares – authorised, issued and fully paid
Ordinary shares – held by the Breville Group Employee Share Trust
Total contributed equity
Ordinary shares
Consolidated
30 June 2022
$’000
30 June 2021
$’000
323,165
309,615
-
-
323,165
309,615
Ordinary shares are classified as equity. Incremental costs directly attributable to the issue of new shares or options
are shown in equity as a deduction, net of tax, from the proceeds.
98
Breville Group Limited annual report 2022 Note 14. Issued capital and reserves continued
Issued capital continued
Ordinary shares held by the Breville Group Employee Share Trust
Ordinary shares held by the Breville Group Employee Share Trust in order to fulfil its obligations under the Breville
Group Limited Share Plan are deducted from equity. No gain or loss is recognised in the consolidated income
statement on the purchase of the Group’s equity instruments by the Breville Group Employee Share Trust.
The ordinary shares held by the Breville Group Employee Share Trust, if any, are yet to be allocated to LTI or fixed
deferred remuneration participants. They will be allocated to participants once performance rights vest and they
are exercised. The ordinary shares held by the Breville Group Employee Share Trust, if any, have the right to receive
dividends as declared and, in the event of winding up the company, to participate in the proceeds from the sale of all
surplus assets in proportion to the number of and amounts paid up on shares held. The ordinary shares held by the
Breville Group Employee Share Trust, if any, entitle their holder to one vote, either in person or by proxy, at a meeting
of the company. Details are provided in note 17(b) and note 19.
(a) Movements in ordinary issued shares:
Consolidated
30 June 2022
Consolidated
30 June 2021
Number of
shares
$’000
Number of
shares
$’000
Beginning of the year
138,940,804
309,615
136,544,125
246,445
Movements during the year
Ordinary shares issued during the year for
Performance Rights Plan (LTI) and Fixed Deferred
Remuneration Plan (net of transaction costs). (i)
Ordinary shares issued, net of transaction
costs and tax, as part DRP (ii)
Ordinary shares issued on acquisition of
Baratza (iii)
418,740
13,550
423,167
11,659
-
-
-
-
1,088,556
27,971
884,956
23,540
End of the year
139,359,544
323,165
138,940,804
309,615
(i) During the year the group issued 418,740 fully paid ordinary shares (2021: 423,167) of Breville Group Limited
as a result of the vesting of performance and fixed deferred remuneration rights issued under the Breville Group
share plan. The average value attributable to these issued shares was $32.42 (2021: $27.55), as of the date of
issue.
(ii) In October 2020 the group issued shares at $25.79 per share as part of the fully underwritten dividend
reinvestment Plan (DRP).
(iii) In October 2020 the group issued shares at $26.60 per share as part of the consideration for the acquisition of
Baratza, LLC.
(b) Movements in ordinary shares held by the Breville Group Employee Share Trust:
Beginning of the year
Movements during the year
Ordinary shares transferred to participants of the
Breville Group Share Plan (i)
Ordinary shares subscribed to/acquired by the
Breville Group Employee Share Trust during the
year - cash (ii)
End of the year
30 June 2022
30 June 2021
Number of
shares
-
$’000
-
Number of
shares
-
$’000
-
389,440
12,626
406,700
11,206
(389,440)
(12,626)
(406,700)
(11,206)
-
-
-
-
99
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 14. Issued capital and reserves continued
Issued capital continued
(i) During the year the Trustee of the Breville Group Employee Share Trust transferred 389,440 ordinary company
shares (2021: 406,700) to participants in order to fulfil its obligations under the Breville Group Limited Share Plan.
(ii) During the year the Trustee of the Breville Group Employee Share Trust subscribed to 389,440 ordinary shares
of Breville Group Limited (2021: subscribed to 406,700 shares) in order to fulfil its obligations under the Breville
Group Limited Share Plan. The average value placed on these subscriptions was $32.42 per share (2021:
average value placed on these subscriptions was $27.55 per share). Details are provided in note 17(b) and note
19.
(c) Rights over ordinary shares:
The Company has a share-based payment rights scheme under which rights to subscribe for the Company’s shares
have been granted to certain executives and other employees (refer note 18). At the end of the year there were
1,687,103 (2021: 1,388,145) potential unissued ordinary shares in respect of rights that were outstanding.
Reserves
Foreign currency translation reserve
Employee equity benefits reserve
Cash flow hedge reserve
Total reserves
Nature and purpose of reserves
Consolidated
30 June 2022
$’000
30 June 2021
$’000
7,540
(10,255)
16,560
13,845
(11,821)
(3,916)
1,200
(14,537)
Foreign currency translation reserve - This reserve is used to record exchange differences arising from the
translation of the financial statements of foreign subsidiaries.
Employee equity benefits reserve - This reserve is used to record the value of equity benefits provided to
employees as part of their remuneration. Refer to note 19 for further details of these plans.
Cash flow hedge reserve - This reserve records the portion of the gain or loss on a hedging instrument in a cash
flow hedge that is determined to be an effective hedge.
Note 15. Borrowings
Current
Total current borrowings
Non-current
Borrowings
Total non-current borrowings
Consolidated
30 June 2022
$’000
30 June 2021
$’000
-
(172,349)
(172,349)
-
-
-
Terms and conditions
The Group operates under one primary facility with Australia and New Zealand Banking Group Limited (ANZ) enabling
all jurisdictions to borrow under one global facility. The facility agreement has a number of financial covenants all of
which have been fully complied with as at the years ended 30 June 2022 and 30 June 2021. Borrowings may include
Australian dollar, US dollar, Canadian dollar, British pounds, Euro and New Zealand dollar denominated amounts.
Breville Group Limited has issued corporate guarantees in favour of the local bank (HSBC) in Canada and Mexico.
HSBC provides the day to day US, Canadian, UK, French, Mexican and German transactional banking facilities.
100
Breville Group Limited annual report 2022 Note 15. Borrowings continued
Fair value
The carrying value and estimated net fair values of the borrowings held with banks (determined under Level 2, as
described in note 16) approximates their fair value. Fair values of the company’s interest-bearing loans are determined
by using a effective interest rate method. The non-performance risk as at 30 June 2022 was assessed to be insignificant
(2021: insignificant). Details regarding interest rate, foreign exchange and liquidity risk are disclosed in note 16.
Financing facilities available
At reporting date, the following financial facilities have been negotiated and
were available to the group:
Facilities used at the reporting date
Facilities unused at the reporting date
Total facilities
(a) Facilities used at the reporting date:
Non-current cash advance facilities – committed
Non-current cash advance facilities – uncommitted
Overdraft facilities
Business transactions facilities
Indemnity/guarantee facilities
Documentary credit facilities
Facilities used as at reporting date
(b) Facilities unused at the reporting date:
Non-current cash advance facilities – committed
Overdraft facilities
Business transactions facilities
Indemnity/guarantee facilities
Documentary credit facilities
Facilities unused as at reporting date
(c) Total facilities:
Non-current cash advance facilities – committed
Overdraft facilities
Business transactions facilities
Indemnity/guarantee facilities
Documentary credit facilities
Total facilities
Group facilities
Consolidated
30 June 2022
$’000
30 June 2021
$’000
178,933
196,717
375,650
172,349
-
-
785
5,799
-
178,933
179,206
10,750
2,959
3,077
725
196,717
351,555
10,750
3,744
8,876
725
375,650
6,045
275,492
281,537
-
-
-
304
5,741
-
6,045
259,255
9,886
3,478
2,207
666
275,492
259,255
9,886
3,782
7,948
666
281,537
At 30 June 2022, the Group had debt facilities with ANZ bank including;
• $250,000,000 committed multicurrency facilities with tenures between 1.5 and 5 years
• $100,000,000 one year uncommitted facility.
Borrowings may include Australian dollar, US dollar, Canadian dollar, British pounds, Euro and New Zealand dollar
denominated amounts.
Recognition and measurement
All borrowings, including cash advance facilities, are initially recognised at the fair value of the consideration received
less directly attributable transaction costs. After initial recognition, borrowings, including cash advance facilities, are
subsequently measured at amortised cost using the effective interest method. Gains and losses are recognised in the
income statement when the liabilities are derecognised.
Borrowings are classified as current liabilities unless the Group has an unconditional right to defer settlement of the
liability for at least 12 months after the balance sheet date.
101
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 16. Financial risk management
The Group’s principal financial instruments, other than derivatives, comprises cash advances, bank overdrafts, cash
at bank and short-term deposits.
The main purpose of these financial instruments is to raise finance for the Group’s operations. The Group has
various other financial assets and liabilities such as trade receivables and trade payables, which arise directly from its
operations. The Group also enters into derivative transactions, primarily forward exchange contracts. The purpose
is to manage the currency risks arising from the Group’s business operations and its sources of finance. It is the
Group’s policy that no speculative trading in derivatives shall be undertaken. The main risks arising from the Group’s
financial instruments are foreign currency risk and credit risk. The Board reviews and agrees policies for managing
each of these risks and they are summarised below.
Recognition and measurement
Derivative financial instruments and hedging
The Group may use derivative financial instruments such as forward exchange contracts to hedge its risks associated
with foreign currency fluctuations. Such derivative financial instruments are initially recognised at fair value on the date
on which a derivative contract is entered into and are subsequently remeasured to fair value. The fair value of the
forward exchange contracts is estimated using market observable inputs. Derivatives are carried as assets when their
fair value is positive and as liabilities when their fair value is negative.
Any gains or losses arising from changes in the fair value of derivatives, except for those that qualify for hedge
accounting, are taken directly to the income statement for the year.
The fair value of forward exchange contracts are calculated by reference to current forward exchange rates for
contracts with similar maturity profiles and where applicable, exercise prices.
For the purposes of hedge accounting, hedges are classified as cash flow hedges when they hedge exposure to
variability in cash flows that is attributable either to a particular risk associated with a recognised asset or liability or to
a forecast transaction.
At the inception of a hedge relationship, the Group formally designates and documents the hedge relationship to
which the Group wishes to apply hedge accounting and the risk management objective and strategy for undertaking
the hedge. The documentation includes identification of the hedging instrument, the hedged item or transaction, the
nature of the risk being hedged and how the entity will assess the hedging instrument’s effectiveness in offsetting
the exposure to changes in the hedged item’s cash flows attributable to the hedged risk. Such hedges are expected
to be highly effective in achieving offsetting changes in cash flows and are assessed on an ongoing basis to
determine that they actually have been highly effective throughout the financial reporting periods for which they were
designated.
Hedges that meet the strict criteria for hedge accounting are accounted for as follows:
Cash flow hedges
Cash flow hedges are hedges of the Group’s exposure to variability in cash flows that is attributable to a particular
risk associated with a recognised asset or liability or a highly probable forecast transaction and that could affect profit
or loss. The effective portion of the gain or loss on the hedging instrument is recognised directly in equity, while the
ineffective portion is recognised in income statement.
Cash flow hedges
Forward exchange contracts - Assets
Forward exchange contracts - Liabilities
Consolidated
30 June 2022
$’000
30 June 2021
$’000
23,987
(330)
23,657
2,340
(626)
1,714
Amounts taken to equity are transferred to the income statement when the hedged transaction affects profit or loss,
such as when hedged income or expenses are recognised or when a forecast purchase occurs. When the hedged
item is the cost of a non-financial asset or liability, the amounts taken to equity are transferred to the initial carrying
amount of the non-financial asset or liability.
If the forecast transaction is no longer expected to occur, amounts previously recognised in equity are transferred to
the income statement. If the hedging instrument expires or is sold, terminated or exercised without replacement or
rollover, or if its designation as a hedge is revoked, amounts previously recognised in equity remain in equity until the
forecast transaction occurs. If the related transaction is not expected to occur, the amount is taken to the income
statement.
A hedge of the foreign currency risk of a firm commitment is accounted for as a cash flow hedge.
102
Breville Group Limited annual report 2022 Note 16. Financial risk management continued
Recognition and measurement continued
Other Financial assets at amortised cost
These amounts generally arise outside of the usual operating activities of the Group. Interest may be charged at
commercial rates, the Group has obtained collateral over the balance. The non-current receivables are expected to
be repaid within 3 years of the reporting period.
Loans to suppliers – Current
Loans to suppliers – Non Current
Total
Interest rate risk
Consolidated
30 June 2022
$’000
30 June 2021
$’000
9,497
1,998
11,495
285
2,326
2,611
The Group is exposed to interest rate risk on its borrowings, cash balances and derivative financial instruments. The
Group’s policy is to manage its interest rate risk using a mix of fixed and variable rate debt where appropriate. Cash
advance facilities have short term fixed interest rates with maturities ranging between 1 and 3 months, therefore
within the financial year they are exposed to interest rate risk.
At 30 June 2022, the Group has the following exposure to interest rate risk:
Cash at bank
Borrowings
Net exposure
Consolidated
30 June 2022
$’000
30 June 2021
$’000
168,256
(172,349)
129,907
-
(4,093)
129,907
At 30 June 2022, 100% of the Groups borrowings are exposed to floating rates. On a principal net payable of
$4,093,000 (2021: Receivable $129,907,000), at an average payable rate including line fee and margin of 2.0%
and average receivable rate of 0.2%, an increment of 0.5% in the market rates would result in an increase in finance
costs of $24,000. The group’s net exposure to interest rate risk calculated as at 30 June 2022 is not representative
of its exposure during the financial year due to seasonality in the volume of sales such that financial performance is
historically weighted in favour of the half to 31 December.
This seasonality results in a higher level of receivable and inventory balances and in the first half of the year a
consequent increase in working capital requirements.
Foreign currency risk
The Group undertakes certain transactions denominated in foreign currency and is exposed to foreign exchange rate
fluctuations. Such exposure arises primarily from purchases of inventory by a business unit in currencies other than
the unit’s functional currency (purchases are predominately US dollar denominated). Other foreign exchange risk only
arises when future commercial transactions and recognised assets and liabilities are denominated in a currency that
is not the entity’s functional currency.
To hedge exposure arising from the purchase of inventories or payments in currencies other than the business unit’s
functional currency, forward exchange contracts may be utilised. At inception these hedge contracts are designated
as cash flow hedges to hedge the exposure to the variability in cash flows arising as a result of movements in
exchange rates below contracted exchange rates for options and for movements above or below a contracted
exchange rate for forward exchange contracts.
Also, as a result of the Group’s investment in its overseas operations, the Group’s balance sheet can be affected
significantly by movements in the exchange rates of the jurisdictions it operates within.
103
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 16. Financial risk management continued
At 30 June 2022, the Group has the following financial assets and liabilities exposed to foreign currency risk:
Cash at bank
Trade and other receivables
Trade and other payables
Other financial assets – derivative assets – forward exchange contracts
Other financial liabilities – derivative liabilities – forward exchange contracts
Loans to suppliers
Net exposure
Instruments used by the group
Consolidated
30 June 2022
$’000
30 June 2021
$’000
12,108
5,689
(10,586)
23,987
(330)
11,495
42,363
2,547
4,519
(3,734)
2,340
(626)
2,611
7,657
Derivative financial instruments are used by the Group in the normal course of business in order to hedge exposures
to fluctuations in interest and foreign exchange rates.
The Group uses the following hierarchy for determining and disclosing the fair value of financial instruments by
valuation technique:
Level 1: quoted (unadjusted) prices in active markets for identical assets or liabilities.
Level 2: other techniques for which all inputs that have a significant effect on the recorded fair value are
observable, either directly or indirectly.
Level 3: techniques that use inputs that have a significant effect on the recorded fair value that are not based on
observable market data.
The fair value of all derivative assets and liabilities have been determined under Level 2. The fair value of Non-current
other payables of $9,770,000 has been determined under Level 3. Expected cash outflows are estimated based on
the terms of the sale contract and the entity’s knowledge of the business and how the current economic environment
is likely to impact the valuation. Changes in the fair value are not expected to differ significantly from the carrying
value.
(i) Forward exchange contracts – cash flow hedges
The majority of the Group’s inventory purchases from suppliers are denominated in US dollars (US$). In order
to manage exchange rate movements and to manage the inventory costing process, the Group has entered
into forward exchange contracts to purchase USD, Euro and CHF. These contracts are hedging highly probable
forecasted purchases and highly probable forecasted payments and they are timed to mature when settlement of
purchases or the payments are scheduled to be made. All forward exchange contracts have 0-12 months maturity
(2021: 0-12 months).
The cash flows are expected to occur between 0-12 months from 1 July 2022 (2021: 0-12 months) and the cost of
sales and where applicable the sale of goods within the income statement will be affected in the next financial year as
the inventory is sold or the payments are made. At balance date, the details of outstanding contracts are:
Consolidated
30 June 2022
$’000
30 June 2021
$’000
295,167
84,746
18,479
139,579
13,235
23,502
Buy USD
Buy Euro
Buy CHF
104
Breville Group Limited annual report 2022 Note 16. Financial risk management continued
Instruments used by the group continued
The cash flow hedges of the forecast purchases and forecast payments are considered to be highly effective and any
gain or loss on the contracts is taken directly to equity. Where the contracts are hedging highly probable forecasted
inventory purchases, when the inventory is received or the risk is assumed, the amount recognised in equity is
adjusted to the inventory account in the balance sheet. During the year $7,517,591 was credited to inventory (2021:
$4,172,000 debited) and $29,174,191 was debited (2021: $6,446,127 debited) to equity in respect of the Group.
At 30 June 2022, the Group had hedged 58% (2021: 37%) of its forecast foreign currency purchases extending to
June 2023 (2021: June 2022). The remaining 42% (2021: 63%) is exposed to some foreign exchange risk, however
is also naturally hedged within the Group.
In respect of net derivative assets and liabilities above, being the fair value of forward exchange contracts designated
as cash flow hedges, a decrease of 10% in the US dollar exchange rate against local currencies, all other variables
held constant, would result in an increase in equity of $30,743,000 (2021: $11,671,000). Conversely, an increase
of 10% in the US dollar exchange rate against local currencies, all other variables held constant, would result in a
decrease in equity of $25,153,000 (2021: $9,349,000).
Capital management
The Board’s policy is to maintain a strong capital base so as to maintain investor, creditor and market confidence and
to sustain future development of the business.
The Board seeks to maintain a balance between the higher returns that might be possible with higher levels of
borrowings and the advantages and security afforded by a sound capital position. The Board monitors the Group’s
gearing ratio and compliance with debt covenants on a regular basis. The Group’s gearing ratio at 30 June 2022 was
0.7% and 30 June 2021 is nil due to the Group being in a net cash position. The gearing ratio is defined as Group net
borrowings divided by capital employed (net borrowings plus shareholders’ equity).
Credit risk
Credit risk represents the loss that would be recognised if counterparties failed to perform as contracted. The credit
risk on financial assets (including trade receivables), excluding investments, of the Group that has been recognised on
the balance sheet is the carrying value amount, net of any uncollectible receivables (measured on a collective basis).
To measure the expected credit losses, trade receivables have been grouped based on shared credit risk
characteristics and the days past due. The Group appropriately provides for expected credit losses on a timely
basis, and in calculating the expected credit loss rates, the Group considers historic loss rates for each category of
customers, adjusting for forward looking macroeconomic data.
The Group trades only with recognised, creditworthy third parties. It is the Group’s policy that all customers who wish
to trade on credit terms are subject to credit verification procedures. In certain instances, where deemed appropriate,
receivable insurance is acquired to offset the Group’s exposure to credit risk.
Economic headwinds have meant a number of retailers/customers have experienced cashflow difficulties with
potential increase in the risk of delayed payments or bankruptcy. At the same time insurers have reduced insurable
limits with a number of customers heightening the Group’s exposure to credit risk.
In addition, receivable balances are monitored on an ongoing basis with the result that the Group’s exposure to bad
debts is appropriately provided for.
With respect to credit risk arising from the other financial assets of the Group, which comprise cash and cash
equivalents and certain derivative instruments, the Group’s exposure to credit risk arises from default of the counter
party with a maximum exposure equal to the carrying amount of these instruments. These counter parties are large
multi-national banks.
Liquidity risk
The Group’s objective is to maintain a balance between continuity of funding and flexibility through the use of
borrowing facilities and bank overdrafts.
105
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 16. Financial risk management continued
Group financial liabilities
Management monitors rolling forecasts of the Group’s liquidity reserve on the basis of expected cash flows. See note
15 for details of available facilities.
At 30 June 2022, the remaining contractual maturities of the Group’s financial liabilities are:
Less than 1 year
Between 1 and 5 years
Consolidated
30 June 2022
$’000
30 June 2021
$’000
304,773
219,762
524,535
183,632
43,700
227,332
The table below analyses the Group’s remaining contractual maturities by the type of financial liability. The amounts
disclosed are the contractual undiscounted cash flows.
Consolidated
30 June 2022
Less than
1 year
$’000
Between 1
and 5 years
$’000
Trade and other payables
292,271
9,770
Borrowings
Lease liabilities
-
172,349
12,172
37,643
Other financial liabilities
330
-
Consolidated
30 June 2021
Total
$’000
302,041
172,349
49,815
330
Less than
1 year
$’000
Between 1
and 5 years
$’000
Total
$’000
175,796
12,194
187,990
-
7,210
626
-
-
31,506
38,716
-
626
304,773
219,762
524,535
183,632
43,700
227,332
Contractual maturities disclosed in the tables above include contracted interest payments. Total borrowings disclosed
in note 15 exclude such contracted interest payments.
106
Breville Group Limited annual report 2022 Note 17. Interests in other entities
The consolidated financial statements include the financial statements of Breville Group Limited and the subsidiaries
listed in the following table.
Note
17(a)
17(a)
17(a)
17(b)
Legal entity
Thebe International Pty Limited
Investments not held directly by Breville Group Limited:
Breville Holdings Pty Limited
Breville Pty Limited
Breville R&D Pty Limited
Breville Group Employee Share Trust
Breville New Zealand Limited
HWI International Limited
Breville Services (Shenzhen) Company Limited
Breville Holdings USA, Inc.
Breville USA, Inc.
Baratza LLC
Holding HWI Canada, Inc
HWI Canada, Inc.
Breville Canada, L.P.
BRG Appliances Limited
Sage Appliances GmbH
Sage Appliances France SaS
Breville Mexico, S.A. de C.V.
Breville Korea Limited
Country of
incorporation
Australia
Australia
Australia
Australia
Australia
New Zealand
Hong Kong
China
USA
USA
USA
Canada
Canada
Canada
UK
Germany
France
Mexico
Korea
Equity interest
30 June 2021
%
30 June 2020
%
100
100
100
100
-
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
-
100
100
100
100
100
100
100
100
100
100
100
100
100
100
Breville Group Limited, a company incorporated in Australia is the ultimate parent of the group.
(a) Entities subject to reporting relief
Pursuant to ASIC Corporations (Wholly-owned Companies) Instrument 2016/785, relief has been granted to Thebe
International Pty Limited, Breville Pty Limited and Breville Holdings Pty Limited from the Corporations Act 2001
requirements for preparation, audit and lodgement of their financial reports.
As a condition of the instrument, Breville Group Limited and Thebe International Pty Limited entered into a Deed of
Cross Guarantee on 4 November 1999. This deed was subsequently assumed by Breville Pty Limited and Breville
Holdings Pty Limited under an assumption deed dated 19 December 2001. The effect of the deed is that Breville
Group Limited has guaranteed to pay any deficiency in the event of winding up of either controlled entity or if they do
not meet their obligations under the terms of overdrafts, loans, leases or other liabilities subject to the guarantee. The
controlled entities have also given a similar guarantee in the event that Breville Group Limited is wound up or if it does
not meet its obligation under the terms of overdrafts, loans, leases or other liabilities subject to the guarantee.
The entities comprising the “closed group” are Breville Group Limited, Thebe International Pty Limited, Breville Pty
Limited and Breville Holdings Pty Limited. The Consolidated statement of financial position and income statement of
the entities that are members of the “closed group” are detailed in Note 20.
(b) Breville Group Employee Share Trust
A trust fund has been established with the appointment of an independent Trustee. The trust is funded by funds
irretrievably contributed to it by the company and the Trustee uses these funds to either subscribe for a new issue of
shares in the company or purchase shares on the ASX in order to fulfil its obligations under the Breville Group Limited
Share Plan.
The trust does not form part of the Breville Group Limited Australian tax consolidation group.
During the year the Trustee of the Breville Group Employee Share Trust subscribed to 389,440 ordinary shares of
Breville Group Limited (2021: subscribed to 406,700 shares) in order to fulfil its obligations under the Breville Group
Employee Share Trust. The average value placed on these subscriptions was $32.42 per share (2021: average value
placed on these subscriptions was $27.55 per share). Details are provided in note 14.
107
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 18. Parent entity information
(a) Summary financial information
As at and throughout the financial year ended 30 June 2022 the parent company of the Group was Breville Group
Limited.
Results of the parent entity
Profit of the parent entity
Total comprehensive income of the parent entity
Financial position of the parent entity
Current assets
Total assets
Current liabilities
Total liabilities
Net assets
Equity attributable to the equity holders of the parent
Issued capital
Employee equity benefits reserve
Retained earnings
Total shareholders’ equity
Contingencies
30 June 2022
$’000
30 June 2021
$’000
47,852
47,852
118,426
335,939
586
586
51,490
51,490
104,167
320,008
-
-
335,353
320,008
323,165
(10,255)
22,443
335,353
309,615
(3,916)
14,309
320,008
The parent company has guaranteed under the terms of an ASIC class order any deficiency of funds if Thebe
International Pty Limited, Breville Pty Limited and Breville Holdings Pty Limited are wound up. No such deficiency
currently exists.
The parent company has issued corporate guarantees in favour of HSBC local banks in Canada and Mexico.
Tax consolidation
Breville Group Limited and its 100% owned Australian resident subsidiaries (excluding the Breville Group Employee
Share Trust) have formed a tax consolidated Group with effect from 1 July 2003.
The head entity, Breville Group Limited and each subsidiary in the tax consolidated Group are required to account
for their own current and deferred tax amounts. These tax amounts are measured as if each entity in the tax
consolidated Group continues to be a standalone taxpayer in its own right.
In addition to its own current and deferred tax amounts, Breville Group Limited also recognises:
(a) the current tax liabilities (or assets) and the deferred tax assets arising from unused tax losses and unused tax
credits assumed from controlled entities in the tax consolidated Group; and
(b) assets or liabilities arising for Group under the tax funding agreement as amounts receivable from or payable to
other entities in the Group.
Members of the tax consolidated Group have entered into a tax funding agreement. The tax funding agreement
supports the calculation of current tax liabilities (and assets) and deferred tax assets/liabilities on a stand-alone
basis. Calculation is performed in accordance with AASB 112 Income Tax. The allocation of taxes under the tax
funding agreement is recognised as an increase/decrease in the subsidiaries’ intercompany accounts with the tax
consolidated Group head company, Breville Group Limited.
No amounts have been recognised in the financial statements in respect of the tax sharing agreement should the
head entity default on its tax payment obligations on the basis that the possibility of default is remote.
108
Breville Group Limited annual report 2022
Further details
Note 19. Share-based payments
Performance rights plan (LTI) and fixed deferred remuneration rights plan
Under the performance rights plan (LTI) and fixed deferred remuneration rights plan participants are issued with rights
over the ordinary shares of Breville Group Limited issued in accordance with the Breville Group Limited Share Plan.
See pages 47 - 53 of the Remuneration report for details of the two plans.
At 30 June 2022 there were 1,687,103 (2021: 1,388,145) total rights outstanding under both plans, 1,149,704
(2021: 1,246,074) under the performance rights plan (LTI) and 537,399 (2021: 142,071) under the fixed deferred
remuneration rights plan. The expense recognised in the income statement in relation to share-based payments is
disclosed in note 3(e).
Recognition and measurement
Performance rights issued to employees (including key management personnel) are accounted for as share-
based payments, whereby employees render services in exchange for shares or rights over shares (equity-settled
transactions). The cost of these equity-settled transactions with employees is measured by reference to the fair value
of the equity instruments at the date at which they are granted. The fair value has been determined by an external
valuer using a risk neutral methodology for non market valuations and Black Scholes or Monte-Carlo model for
market valuations, further details of which are given below.
Market based performance conditions are reflected within the fair value at grant date. Service and non-market
performance conditions are not taken into account when determining the grant date fair value of the awards. The
likelihood of the conditions being met is assessed as part of the Group’s best estimate of the number of equity
instruments that will ultimately vest.
The cost of equity-settled transactions is recognised, together with a corresponding increase in equity, over the
period in which the performance and/or service conditions are fulfilled (the vesting period), ending on the date on
which the relevant employees become fully entitled to the award (the vesting date). At each subsequent reporting
date until vesting, the cumulative charge to the income statement is the product of (i) the grant date fair value of the
award; (ii) the current best estimate of the number of awards that will vest, taking into account such factors as the
likelihood of employee turnover during the vesting period and the likelihood of non-market performance conditions
being met; and (iii) the expired portion of the vesting period. The charge to the income statement for the period
is the cumulative amount as calculated above less the amounts already charged in previous periods. There is a
corresponding entry to equity.
No expense is recognised for awards that do not ultimately vest because non-market performance and/or service
conditions have not been met. Where awards include a market or non-vesting condition, the transactions are treated
as vested irrespective of whether the market or non-vesting condition is satisfied, provided that all other performance
and/or service conditions are satisfied.
Rights granted and outstanding under the performance rights plan (LTI)
The following table illustrates the number and weighted average exercise prices (“WAEP”) of and movements in
performance rights issued during the year:
Outstanding at the beginning of the year
Performance rights granted during the year
Performance rights exercised during the
year
Performance rights lapsed during the year
Outstanding at the end of the year (a)
Exercisable at the end of the year
30 June 2022
30 June 2021
Number of
performance
rights
1,246,074
364,450
(388,800)
(72,020)
1,149,704
-
Number of
performance
rights
1,183,900
410,828
(346,700)
(1,954)
1,246,074
-
WAEP
0.00
0.00
0.00
0.00
0.00
-
WAEP
0.00
0.00
0.00
0.00
0.00
-
109
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 19. Share-based payments continued
Rights outstanding under the performance rights plan (LTI)
Notes
(a) The outstanding balance as at 30 June 2022 is represented by:
Number of
performance
Period
Vesting
rights Measure
start Period End Grant date
date Expiry date
WAEP
$
Fair value
at grant
date ($)
Relative
TSR
Relative
TSR
Relative
TSR
Relative
TSR
Absolute
TSR
EBIT
CAGR &
Revenue
CAGR
EBIT
CAGR &
Revenue
CAGR
114,900
19,700
154,950
146,600
373,592
265,748
74,214
1,149,704
30-Jun-18
30-Jun-22
11-Sep-18
29-Aug-22
3-Oct-22
0.00
6.58
30-Jun-18
30-Jun-22
16-Nov-18
29-Aug-22
3-Oct-22
0.00
6.58
30-Jun-19
30-Jun-22
11-Oct-19
29-Aug-22
03-Oct-22
0.00
6.81
30-Jun-19
30-Jun-23
11-Oct-19
29-Aug-23
2-Oct-23
0.00
7.06
30-Jun-20
30-Jun-23
7-Sep-20
29-Aug-23
1-Oct-23
0.00
14.69
30-Jun-21
30-Jun-24
6-Oct-21
27-Aug-24
01-Oct-24
0.00
25.96
30-Jun-21
30-Jun-24
11-Nov-21
27-Aug-24
01-Oct-24
28.91
0.00
0.00
Rights granted and outstanding under the fixed deferred remuneration plan
The following table illustrates the number and weighted average exercise prices (“WAEP”) of and movements in fixed
deferred remuneration plan issued during the year:
30 June 2022
30 June 2021
Number of
share rights
WAEP
Number of
share rights
Outstanding at the beginning of the year
Rights granted during the year
Rights exercised during the year
Rights lapsed during the year
Outstanding at the end of the year (b)
Exercisable at the end of the year
142,071
460,801
(29,940)
(35,533)
537,399
-
0.00
0.00
0.00
0.00
-
-
196,227
22,311
(76,467)
-
142,071
-
WAEP
0.00
0.00
0.00
0.00
-
-
110
Breville Group Limited annual report 2022 Note 19. Share-based payments continued
Rights outstanding under the fixed deferred remuneration plan
Notes
(b) The outstanding balance as at 30 June 2022 is represented by:
Number of
performance rights
Note
Grant date
Vesting date
Expiry date
WAEP $
Fair value at
grant date ($)
29,940
29,940
29,940
22,311
27,208
36,442
70,570
81,991
122,989
20,507
12,077
12,077
12,077
29,330
537,399
(i)
(ii)
(iii)
(iv)
(v)
(ii)
(iii)
(iv)
(v)
(ii)
(iii)
(iv)
(v)
29-Jan-20*
25-Aug-22
29-Jan-20*
25-Aug-23
29-Jan-20*
25-Aug-24
7-Sep-20
25-Aug-25
3-Oct-22
2-Oct-23
1-Oct-24
3-Oct-25
5-Oct-21
25-Aug-22
25-Aug-22
5-Oct-21
25-Aug-23
25-Aug-23
5-Oct-21
25-Aug-24
25-Aug-24
5-Oct-21
25-Aug-25
25-Aug-25
5-Oct-21
25-Aug-26
25-Aug-26
6-Oct-21
25-Aug-23
2-Oct-23
11-Nov-21
25-Aug-23
25-Aug-23
11-Nov-21
25-Aug-24
25-Aug-24
11-Nov-21
25-Aug-25
25-Aug-25
11-Nov-21
25-Aug-26
25-Aug-26
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
16.70
16.70
16.70
19.60
27.21
26.87
26.52
26.18
25.85
16.70
29.28
28.91
28.54
28.17
* material terms and conditions of the grant were agreed in January 2020 but administrative finalisation of grants were delayed
due to COVID-19 priorities. In line with AASB2, fair value was based on the price at the time when grant was agreed when
VWAP for H1 FY20 was $16.70.
(i) Rights granted as fixed deferred remuneration with vesting condition that the participants must complete the service period
between 26 August 2021 - 25 August 2022.
(ii) Rights granted as fixed deferred remuneration with vesting condition that the participant must complete the service period
between 26 August 2022 - 25 August 2023.
(iii) Rights granted as fixed deferred remuneration with vesting condition that the participant must complete the service period
between 26 August 2023 - 25 August 2024.
(iv) Rights granted as fixed deferred remuneration with vesting condition that the participant must complete the service period
between 26 August 2024 - 25 August 2025.
(v) Rights granted as fixed deferred remuneration with vesting condition that the participant must complete the service period
between 26 August 2025 - 25 August 2026.
Rights granted under the performance rights plan and fixed deferred remuneration plan
The remaining contractual life for the performance and the fixed deferred remuneration rights outstanding at 30 June
2022 is between 1 and 4 years (2021: 1 and 4 years).
The exercise price for performance rights and the fixed deferred remuneration rights outstanding at the end of the
year was $nil (2021: $nil).
The weighted average fair value of performance rights granted under the performance rights plan during the year was
$26.60 (2021: $14.69).
In the current period ending 30 June 2022 rights issued under the performance rights plan and fixed deferred
remuneration plan are measured using a risk neutral methodology (CAGR EBIT, CAGR Revenue and service period).
In the prior period, fair value of the equity-settled performance rights granted under the performance rights plan
is estimated as of the date of grant using a Monte-Carlo option-pricing model, taking into account the terms and
conditions upon which the options and performance rights were granted.
111
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 19. Share-based payments continued
The following table lists the inputs to the model used for the grants during the year ended 30 June 2022 and
30 June 2021:
Grant date
30 June 2022
Performance
rights
Fixed Deferred
Remuneration
6 Oct 21
5 Oct 21
Vesting Date - Performance Rights
27 Aug 24
Vesting Date - Fixed Deferred Remuneration Rights
Share price at the grant date
Dividend Yield
Franking rate
Imputation credits valuation factor
Implied pre-tax effective dividend yield (p.a)
Right exercise price
26.81
1.0%
100%
65%
1.3%
0.00
-
25 Aug 22
25 Aug 23
25 Aug 24
25 Aug 25
25 Aug 26
27.39
1.0%
100%
65%
1.3%
0.00
Grant date
Vesting date
Dividend yield (%)
Expected volatility (%)
Historical volatility (%)
Risk-free interest rate (%)
Expected life of performance right
Performance right exercise price ($)
Weighted average share price ($)1
Weighted average fair value ($)1
1 At grant date
Performance
rights and
Fixed Deferred
Remuneration
(Jim Clayton)
11 Nov 21
27 Aug 24
25 Aug 22
25 Aug 23
25 Aug 24
25 Aug 25
25 Aug 26
29.85
1.0%
100%
65%
1.3%
0.00
30 June 2021
(Monte- Carlo)
7 Sep 20
29 Aug 23
2.50
35.00
35.00
0.30
2.9 years
0.00
22.41
14.69
The expected life of the performance rights is based on historical data and is not necessarily indicative of exercise
patterns that may occur. The expected volatility reflects the assumption that the historical volatility is indicative of
future trends, which may also not necessarily be the actual outcome. No other features of performance rights granted
were incorporated into the measurement of fair value.
The weighted average fair value of share rights granted under the fixed deferred remuneration plan during the year
was $26.18 (2021: $19.60).
112
Breville Group Limited annual report 2022 Note 20. Related party transactions
(i) Consolidated statement of financial position for
class order closed group
30 June 2022
$’000
30 June 2021
$’000
Current assets
Cash and cash equivalents
Trade and other receivables
Inventories
Other financial assets
Total current assets
Non-current assets
Investments
Right-of-use-assets
Plant and equipment
Intangible assets
Deferred tax assets
Other financial assets
Total non-current assets
Total assets
Current liabilities
Trade and other payables
Current tax liabilities
Provisions
Lease liabilities
Other financial liabilities
Total current liabilities
Non-current liabilities
Borrowings
Lease liabilities
Provisions
Total non-current liabilities
Total liabilities
Net assets
Equity
Issued capital
Reserves
Retained earnings
Total equity
111,935
49,293
57,816
24,260
243,304
274,534
6,048
11,256
119,969
1,054
1,998
414,859
658,163
107,215
586
15,018
4,135
330
127,284
35,000
5,605
1,625
42,230
169,514
60,324
52,483
44,053
2,625
159,485
247,212
8,318
11,531
102,728
8,696
2,326
380,811
540,296
107,869
4,244
10,507
3,690
625
126,935
-
9,497
1,180
10,677
137,612
488,649
402,684
323,165
6,304
159,180
488,649
309,615
(2,715)
95,784
402,684
113
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 20. Related party transactions continued
(ii) Consolidated income statement for class order closed
group
Profit from ordinary activities before income tax expense
Income tax expense relating to ordinary activities
Net profit
Accumulated profits at the beginning of the year
Dividends paid or reinvested
Accumulated profits at the end of the year
(a) Ultimate controlling entity
30 June 2022
$’000
30 June 2021
$’000
139,516
(36,403)
103,113
95,784
(39,717)
159,180
94,540
(29,623)
64,917
77,007
(46,140)
95,784
The ultimate controlling entity of the Group in Australia is Breville Group Limited.
(b) Wholly owned Group transactions
During the financial period, loans were advanced and repayments received on inter-Group accounts with subsidiaries
in the wholly owned Group. These transactions were undertaken on commercial terms and conditions.
(c) Key management personnel
Compensation by category: key management personnel
Short-term
Post-employment
Other long-term
LTI Share-based payment
Total
Consolidated
Note
30 June 2022
$
30 June 2021
$
20(c)(ii)
20(c)(i)
9,070,762
7,345,732
224,594
126,904
2,316,742
11,739,002
200,297
51,562
1,604,473
9,202,064
(i)
This comprises defined contribution plans expense of $224,594 (2021: $200,297)
Not included in Short-term but recognised through the Income Statement is annual leave expense for J.
(ii)
Clayton $246,997 (FY21: $164,114), S. Brady $19,131 (FY21: $42,964), M. Nicholas $29,920 (FY21: $30,389), Mark
Payne $12,602 (FY21: $9,833), Cliff Torng $18,598 (FY21: $48,291).
114
Breville Group Limited annual report 2022 Note 21. Auditor’s remuneration
Amounts received or due and receivable from the entity
and any other entity in the consolidated entity:
PricewaterhouseCoopers Australia – primary auditors
Parent entity
Audit or review services - Parent
Taxation and accounting advisory services - Parent
Network Firms of PricewaterhouseCoopers Australia
Controlled entities
Consolidated
30 June 2022
$
30 June 2021
$
670,362
256,079
658,261
130,036
Taxation and accounting advisory services - Controlled entities
Audit or review services - Controlled entities
333,895
158,638
594,790
153,739
Total services provided by PricewaterhouseCoopers
1,418,974
1,536,826
Note 22. Contingencies
Indemnity agreements have been entered into with certain officers of the Group in respect of expenses and liabilities
they incur in their official capacities. No monetary limit applies to these agreements and no known obligations have
emerged as a result of these agreements.
Cross guarantees given by Breville Group Limited, Thebe International Pty Limited, Breville Holdings Pty Limited and
Breville Pty Limited are described in note 17(a).
Breville Group Limited has issued corporate guarantees in favour of the local bank (HSBC) which provides the day to
day US, Canadian, UK, French, Mexican and German transactional banking facilities.
Note 23. Events occurring after the reporting period
On 1st July 2022 Breville Group Limited acquired 100% of the issued shares in LELIT, an Italian based speciality
coffee group, for consideration of approximately $140m. As a rapidly growing disruptor in the premium Italian-made
espresso machine and grinder market, the acquisition of LELIT strategically complements Breville’s award-winning
coffee portfolio and brings together two iconic companies in the design and distribution of preeminent home coffee
equipment. The financial effects of this transaction have not been recognised at 30 June 2022. The operating results
and assets and liabilities of the acquired company will be consolidated from 1 July 2022.
At the time the financial statements were authorised for issue, the group had not yet completed the accounting
for the acquisition of LELIT. In particular, the fair values of the assets disclosed above have only been determined
provisionally as the independent valuations have not been finalised. It is also not yet possible to provide detailed
information about each class of acquired receivables and any contingent liabilities of the acquired entity.
No other matters or circumstances have arisen since the end of the year which significantly affected or may affect the
operations of the consolidated entity.
The financial report of Breville Group Limited for the year ended 30 June 2022 was authorised for issue in accordance
with a resolution of the directors on 23 August 2022.
115
Breville Group Limited annual report 2022 Notes to the financial statements
for the year ended 30 June 2022
Note 24. Other accounting policies
a) Foreign currency translation
(i) Functional and presentation currency
Both the functional and presentation currency of Breville Group Limited and its Australian subsidiaries are Australian
dollars (AUD or A$). Each entity in the Group determines its own functional currency and items included in the
financial statements of each entity are measured using that functional currency.
(ii) Transactions and balances
Transactions in foreign currencies are initially recorded in the functional currency at the exchange rates ruling at the
date of the transaction. Monetary assets and liabilities denominated in foreign currencies are retranslated at the rate
of exchange ruling at the balance sheet date.
Non-monetary items that are measured in terms of historical cost in a foreign currency are translated using the
exchange rate as at the date of the initial transaction. Non-monetary items measured at fair value in a foreign
currency are translated using the exchange rates at the date when the fair value was determined.
The functional currency of the foreign subsidiaries is either:
• USD - United States dollar (Breville Holdings USA, Inc. and Breville USA, Inc.);
• HKD - Hong Kong dollar (HWI International Limited);
• CAD - Canadian dollar (HWI Canada, Inc., Holding HWI Canada, Inc. and Breville Canada, L.P.);
• NZD - New Zealand dollar (Breville New Zealand Limited);
• GBP - British pound (BRG Appliances Limited);
• RMB - Chinese Renminbi (Breville Services (Shenzhen) Company Limited);
• EUR - Euro (Sage Appliances GmbH and Sage Appliances France SaS);
• MXN - Mexican Peso (Breville Mexico, S.A. de C.V.); and
• KRW - South Korean Won (Breville Korea Limited)
As of the reporting date the assets and liabilities of these foreign subsidiaries are translated into the presentation
currency of Breville Group Limited. They are translated at the rate of exchange ruling at the balance sheet date and
the income statements are translated at the weighted average exchange rates for the year.
The exchange differences arising on the retranslation of the financial statements of foreign subsidiaries are taken
directly to a separate component of equity. On disposal of a foreign entity, the deferred cumulative amount
recognised in equity relating to that particular foreign operation is recognised in the income statement.
(iii) Disposal of foreign operations
In some instances companies in the Breville Group provide intra-Group funding to other Group entities by way of
permanent equity loans. In these instances any foreign exchange movements are recognised in equity (foreign
currency translation reserve) as these equity loans are considered to form part of the net investment in the subsidiary.
b) Investments and other financial assets
Financial assets in the scope of AASB 139 Financial Instruments: Recognition and Measurement are classified as
either financial assets at fair value through profit or loss, loans and receivables or held-to-maturity investments,
as appropriate. When financial assets are recognised initially, they are measured at fair value, plus, in the case of
investments not at fair value through the income statement, directly attributable transactions costs. The Group
determines the classification of its financial assets after initial recognition and, when allowed and appropriate, re-
evaluates this designation at each year end.
All regular way purchases and sales of financial assets are recognised on the trade date, i.e., the date that the Group
commits to purchase or sell the asset. Regular way purchases or sales are purchases or sales of financial assets
under contracts that require delivery of the assets within the period established generally by regulation or convention
in the marketplace.
116
Breville Group Limited annual report 2022 Note 24. Other accounting policies continued
(i) Held to maturity investments
Non-derivative financial assets with fixed or determinable payments and fixed maturity are classified as held-to-
maturity when the Group has the positive intention and ability to hold to maturity. Investments intended to be held for
an undefined period are not included in this classification. Investments that are intended to be held-to-maturity, such
as bonds, are subsequently measured at amortised cost. This cost is computed as the amount initially recognised
minus principal repayments, plus or minus the cumulative amortisation using the effective interest method of any
difference between the initially recognised amount and the maturity amount. This calculation includes all fees
and points paid or received between parties to the contract that are an integral part of the effective interest rate,
transaction costs and all other premiums and discounts.
For investments carried at amortised cost, gains and losses are recognised in the income statement when the
investments are derecognised or impaired, as well as through the amortisation process.
(ii) Loans and receivables
Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in
an active market. Such assets are carried at amortised cost using the effective interest method. Gains and losses are
recognised in the income statement when the loans and receivables are derecognised or impaired, as well as through
the amortisation process.
For investments carried at amortised cost, gains and losses are recognised in the income statement when the
investments are derecognised or impaired, as well as through the amortisation process.
c) Other Taxes
Revenue, expenses and assets are recognised net of the amount of goods and services tax (GST) or value added tax
(VAT) except:
• where the GST/VAT incurred on the purchase of goods and services is not recoverable from the taxation
authority, in which case the GST/VAT is recognised as part of the cost of acquisition of the asset or as part of the
expense item as applicable; and
•
receivables and payables, which are stated with the applicable amount of GST/VAT included.
The net amount of GST/VAT recoverable/payable is included in receivables/payables in the statement of financial
position.
Cash flows are included in the cash flow statement on a gross basis and the GST/VAT component of cash flows
arising from investing and financing activities are classified as operating cash flows.
Commitments and contingencies are disclosed net of recoverable/payable GST/VAT.
d) New accounting standards and interpretations
(i) Changes to accounting policy and disclosures
The accounting policies of the Group are consistent with those of the previous financial year.
The Group adopted all other new and amended Australian Accounting Standards and Interpretations that became
applicable during the current financial year.
The adoption of other Standards and Interpretations did not have a significant impact on the Group’s financial results
or statement of financial position.
117
Breville Group Limited annual report 2022 Directors’ declaration
In accordance with a resolution of the directors of Breville Group Limited, I state that:
1. In the opinion of the directors:
(a) the financial statements and notes set out on pages to 70 - 117 of the consolidated entity are in accordance
with the Corporations Act 2001, including:
(i) giving a true and fair view of the consolidated entity’s financial position as at 30 June 2022 and of its
performance for the financial year ended on that date, and
(ii) complying with Australian Accounting Standards and the Corporations Regulations 2001;
(b) the financial statements and notes also comply with International Financial Reporting Standards as issued by
the International Accounting Standards Board as disclosed in note 1;
(c) there are reasonable grounds to believe that the Company will be able to pay its debts as and when they
become due and payable; and
(d) at the date of this declaration, there are reasonable grounds to believe that the members of the extended
Closed Group will be able to meet any obligations or liabilities to which they are or may become subject, by
virtue of the Deed of Cross Guarantee.
2. This declaration is made after receiving the declarations by the Chief Executive Officer and Chief Financial Officer
required to be made to the Directors in accordance with section 295A of the Corporations Act 2001 for the
financial year ended 30 June 2022.
On behalf of the Board
Timothy Antonie
Non-executive chairperson
Sydney
23 August 2022
118
Breville Group Limited annual report 2022 Auditor’s independence declaration
Auditor’s Independence Declaration
As lead auditor for the audit of Breville Group Limited for the year ended 30 June 2022, I declare that to
the best of my knowledge and belief, there have been:
(a)
no contraventions of the auditor independence requirements of the Corporations Act 2001 in
relation to the audit; and
(b)
no contraventions of any applicable code of professional conduct in relation to the audit.
This declaration is in respect of Breville Group Limited and the entities it controlled during the period.
Aishwarya Chandran
Partner
PricewaterhouseCoopers
Sydney
23 August 2022
PricewaterhouseCoopers, ABN 52 780 433 757
One International Towers Sydney, Watermans Quay, Barangaroo, GPO BOX 2650, SYDNEY NSW 2001
T: +61 2 8266 0000, F: +61 2 8266 9999, www.pwc.com.au
Level 11, 1PSQ, 169 Macquarie Street, Parramatta NSW 2150, PO Box 1155 Parramatta NSW 2124
T: +61 2 9659 2476, F: +61 2 8266 9999, www.pwc.com.au
Liability limited by a scheme approved under Professional Standards Legislation.
119
Breville Group Limited annual report 2022 Independent auditor’s report
Independent auditor’s report
To the members of Breville Group Limited
Report on the audit of the financial report
Our opinion
In our opinion:
The accompanying financial report of Breville Group Limited (the Company) and its controlled entities
(together the Group) is in accordance with the Corporations Act 2001, including:
(a) giving a true and fair view of the Group’s financial position as at 30 June 2022 and of its financial
performance for the year then ended
(b) complying with Australian Accounting Standards and the Corporations Regulations 2001.
What we have audited
The Group financial report comprises:
•
•
•
•
•
•
the consolidated statement of financial position as at 30 June 2022
the consolidated statement of comprehensive income for the year then ended
the consolidated statement of changes in equity for the year then ended
the consolidated cash flow statement for the year then ended
the consolidated income statement for the year then ended
the notes to the consolidated financial statements, which include significant accounting policies and
other explanatory information
•
the directors’ declaration.
Basis for opinion
We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those
standards are further described in the Auditor’s responsibilities for the audit of the financial report section
of our report.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our
opinion.
Independence
We are independent of the Group in accordance with the auditor independence requirements of the
Corporations Act 2001 and the ethical requirements of the Accounting Professional & Ethical Standards
Board’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards)
(the Code) that are relevant to our audit of the financial report in Australia. We have also fulfilled our other
ethical responsibilities in accordance with the Code.
PricewaterhouseCoopers, ABN 52 780 433 757
One International Towers Sydney, Watermans Quay, Barangaroo, GPO BOX 2650, SYDNEY NSW 2001
T: +61 2 8266 0000, F: +61 2 8266 9999, www.pwc.com.au
Level 11, 1PSQ, 169 Macquarie Street, Parramatta NSW 2150, PO Box 1155 Parramatta NSW 2124
T: +61 2 9659 2476, F: +61 2 8266 9999, www.pwc.com.au
Liability limited by a scheme approved under Professional Standards Legislation.
120
Breville Group Limited annual report 2022 Our audit approach
An audit is designed to provide reasonable assurance about whether the financial report is free from
material misstatement. Misstatements may arise due to fraud or error. They are considered material if
individually or in aggregate, they could reasonably be expected to influence the economic decisions of users
taken on the basis of the financial report.
We tailored the scope of our audit to ensure that we performed enough work to be able to give an opinion
on the financial report as a whole, taking into account the geographic and management structure of the
Group, its accounting processes and controls and the industry in which it operates.
Materiality
Audit scope
● For the purpose of our audit we used overall
Group materiality of $7.3 million, which
represents approximately 5% of the Group’s
profit before tax.
● Our audit focused on where the Group made
subjective judgements; for example, significant
accounting estimates involving assumptions and
inherently uncertain future events.
● We applied this threshold, together with
qualitative considerations, to determine the
scope of our audit and the nature, timing and
extent of our audit procedures and to evaluate
the effect of misstatements on the financial
report as a whole.
● We chose Group profit before tax because, in
our view, it is the benchmark against which the
performance of the Group is most commonly
measured.
● We utilised a 5% threshold based on our
professional judgement, noting it is within the
range of commonly acceptable thresholds.
● The Group comprises entities located globally,
with the most financially significant operations
being located in Australia and the United States
of America.
● PwC Australia undertook all audit procedures
to obtain sufficient appropriate audit evidence
to express an opinion on the Group’s financial
report as a whole.
121
Breville Group Limited annual report 2022 Independent auditor’s report continued
Key audit matters
Key audit matters are those matters that, in our professional judgement, were of most significance in our
audit of the financial report for the current period. The key audit matters were addressed in the context
of our audit of the financial report as a whole, and in forming our opinion thereon, and we do not provide
a separate opinion on these matters. Further, any commentary on the outcomes of a particular audit
procedure is made in that context.
Key audit matter
Estimated recoverable amount of goodwill and
intangibles with indefinite lives
(Refer to note 11)
Under Australian Accounting Standards, the Group is
required to test goodwill and intangibles with indefinite
lives annually for impairment, irrespective of whether
there are indicators of impairment.
The Group assesses goodwill and intangibles with
indefinite lives for impairment at the cash generating
unit (‘CGU’) level. This assessment is inherently
complex and judgemental. It requires judgement by the
Group in forecasting the operational cash flows of the
CGUs, and determining discount rates and terminal
value growth rates used in the discounted cash flow
models used to assess impairment (the ‘models’).
The recoverable amount of goodwill and intangibles
with indefinite lives was a key audit matter given the:
● financial significance of intangible assets to the
consolidated statement of financial position; and
●
judgement applied by the Group in completing the
impairment assessments.
How our audit addressed the key audit
matter
Assisted by PwC valuation experts in aspects of
our work, our audit procedures included, amongst
others:
● assessing the identification of CGUs and the
allocation of carrying value of assets and
liabilities and cash flows to those CGUs for
consistency with our knowledge of the Group;
● assessing whether the models applied by the
Group for impairment testing were prepared in
accordance with the requirements of Australian
Accounting Standards;
● comparing the cash flow forecasts in the models
to the Board approved budget;
●
testing the mathematical accuracy and integrity
of the models;
● assessing the terminal value growth rates and
discount rates applied in the models;
● assessing cash flow forecasts, which contain
key growth assumptions included in the models
against historical performance and budget
accuracy, future strategic plans, and other market
information;
● performing sensitivity analyses over the key
assumptions used in the models to understand
the impact of reasonably possible changes to key
assumptions; and
● evaluating the related financial statement
disclosures for consistency with Australian
Accounting Standards requirements.
122
Breville Group Limited annual report 2022 Key audit matter
Revenue from contracts with customers
(Refer to note 3)
The Group’s accounting policy is to recognise revenue
when the performance obligation of transferring goods
to the customer has been satisfied and the transaction
price can be measured.
Revenue was a key audit matter given the financial
significance of revenue to the financial report and the
significant audit effort required to gather sufficient
appropriate audit evidence for revenue recognition.
How our audit addressed the key audit
matter
Our procedures over the recognition of revenue
included, amongst others:
● considering the Group’s accounting policy
in line with Australian Accounting Standard
requirements;
● obtaining a sample of revenue transactions and
testing back to source documentation, including
identifying performance obligations, assessing
whether the transactions occurred and were
recognised in the correct period; and
● evaluating the related financial statement
disclosures for consistency with Australian
Accounting Standards requirements.
Other information
The directors are responsible for the other information. The other information comprises the information
included in the annual report for the year ended 30 June 2022, but does not include the financial report and
our auditor’s report thereon. Prior to the date of this auditor’s report, the other information we obtained
included the Company information, Directors’ report and Corporate governance statement. We expect the
remaining other information to be made available to us after the date of this auditor’s report.
Our opinion on the financial report does not cover the other information and accordingly we do not express
any form of assurance conclusion thereon.
In connection with our audit of the financial report, our responsibility is to read the other information and,
in doing so, consider whether the other information is materially inconsistent with the financial report or
our knowledge obtained in the audit, or otherwise appears to be materially misstated.
If, based on the work we have performed on the other information that we obtained prior to the date of
this auditor’s report, we conclude that there is a material misstatement of this other information, we are
required to report that fact. We have nothing to report in this regard.
When we read the other information not yet received, if we conclude that there is a material misstatement
therein, we are required to communicate the matter to the directors and use our professional judgement to
determine the appropriate action to take.
123
Breville Group Limited annual report 2022 Independent auditor’s report continued
Responsibilities of the directors for the financial report
The directors of the Company are responsible for the preparation of the financial report that gives a true
and fair view in accordance with Australian Accounting Standards and the Corporations Act 2001 and
for such internal control as the directors determine is necessary to enable the preparation of the financial
report that gives a true and fair view and is free from material misstatement, whether due to fraud or error.
In preparing the financial report, the directors are responsible for assessing the ability of the Group to
continue as a going concern, disclosing, as applicable, matters related to going concern and using the going
concern basis of accounting unless the directors either intend to liquidate the Group or to cease operations,
or have no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the financial report
Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free from
material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our
opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted
in accordance with the Australian Auditing Standards will always detect a material misstatement when it
exists. Misstatements can arise from fraud or error and are considered material if, individually or in the
aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis
of the financial report.
A further description of our responsibilities for the audit of the financial report is located at the Auditing
and Assurance Standards Board website at https://www.auasb.gov.au/admin/file/content102/c3/
ar1_2020.pdf. This description forms part of our auditor’s report.
Report on the remuneration report
Our opinion on the remuneration report
We have audited the remuneration report included in pages 41 - 60 of the directors’ report for the year
ended 30 June 2022.
In our opinion, the remuneration report of Breville Group Limited for the year ended 30 June 2022
complies with section 300A of the Corporations Act 2001.
124
Breville Group Limited annual report 2022 Responsibilities
The directors of the Company are responsible for the preparation and presentation of the remuneration
report in accordance with section 300A of the Corporations Act 2001. Our responsibility is to express an
opinion on the remuneration report, based on our audit conducted in accordance with Australian Auditing
Standards.
PricewaterhouseCoopers
Aishwarya Chandran
Partner
Sydney
23 August 2022
125
Breville Group Limited annual report 2022 Shareholder information
Substantial shareholders notices as at 7 September 2022
Source: ASX Notices lodged
Name
S. Lew Custodians (a)
Bennelong Australian Equity Partners
Greencape Capital Pty Ltd (b)
First Sentier Investors (Mitsubishi UFJ)
Matthews International
% of issued
ordinary shares
Number of
ordinary shares
31.96%
11.30%
7.33%
5.92%
5.14%
43,638,384
15,751,615
10,440,077
8,438,588
7,168,480
(a) The interests of S. Lew Custodians Pty Limited include a deemed relevant interest in the 36,499,538 shares held by Premier
Investments and shares held by other related parties of the group.
(b) Greencape Capital Pty Ltd and Challenger Limited both issues substantial shareholder notices relating to the same amount and
holding, reflected as Greencape Capital Pty Ltd, an associated entity of Fidante Partners, which is a division of Challenger’s
Funds Management operation segment.
Distribution of shareholdings as at 7 September 2022
Size of holding
1 to 1,000
1,001 to 5,000
5,001 to 10,000
10,001 to 100,000
100,001 and over
Total shareholders
Voting rights
All ordinary shares issued by Breville Group Limited carry one vote per share without restriction.
Ordinary
shareholders
5,347
1,821
267
245
40
7,720
126
Breville Group Limited annual report 2022 Twenty largest shareholders by registered holder as at 7 September 2022
Name
Premier Investments Limited
Citicorp Nominees Pty Limited
HSBC Custody Nominees (Australia) Limited
J P Morgan Nominees Australia Pty Limited
National Nominees Limited
BNP Paribas Noms Pty Ltd
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