ANNUAL REPORT
for the period ended 31 January 2016
2
Contents
Key Facts ..................................................... 5
Chairman’s Review ....................................... 6
Managing Director’s Review
of Operations ............................................... 9
Group Financial Statements
Introduction ................................................................... 12
Contents ........................................................................ 13
Directors’ Approval .......................................................... 14
Consolidated Income Statement ........................................ 15
Consolidated Statement of Comprehensive Income ............. 15
Consolidated Balance Sheet .............................................. 16
Consolidated Statement of Cash Flows ............................... 17
Consolidated Statement of Changes in Equity ...................... 19
Notes to the Group Financial Statements ............................. 20
Independent Auditors’ Report ...................... 48
Corporate Governance ................................ 50
General Disclosures ................................... 54
Top 20 Holder List ....................................... 57
Directory ................................................... 59
Calendar ................................................... 59
3
4
Key Facts
Audited
period ending
31 January
2016
$000
Audited
period ending
25 January
2015
$000
Audited
period ending
26 January
2014
$000
Audited
period ending
27 January
2013
$000
Audited
period ending
29 January
2012
$000
552,892
40.5%
65,935
47,137
39,898
164,424
235,418
30.3c
21.7c
18.3c
1.5:1
69.8%
47
35
82
507,063
38.9%
53,122
39,302
45,051
155,559
234,754
24.5c
18.2c
20.8c
2.2:1
66.3%
46
33
79
483,566
38.5%
45,222
33,575
46,092
140,648
215,384
21.0c
15.6c
21.4c
2.1:1
65.3%
46
32
78
452,702
38.9%
40,970
30,468
31,406
128,581
191,831
19.2c
14.3c
14.7c
2.3:1
67.0%
48
32
80
438,037
38.5%
36,666
27,529
42,030
141,212
207,305
17.2c
12.9c
19.7c
2.4:1
68.1%
47
32
79
100,085
56,394
156,479
95,787
53,993
149,780
94,402
51,884
146,286
93,014
51,884
90,615
51,417
144,898
142,032
Trading Results
Sales Revenue
Gross profit margin
Earnings before interest and tax (EBIT)1.
Net profit after tax (NPAT)
Net cash flows from operating activities
Financial Position and Statistics
Shareholders’ funds
Total assets
EBIT per share
NPAT per share
Operating cashflow per share
Current ratio
Shareholders’ funds to total assets
Store Numbers
Homeware
Sporting Goods
Briscoe Group
Total Store Area (m2)
Homeware
Sporting Goods
Briscoe Group
1. Earnings before interest and tax (EBIT) is a non-GAAP measure. Refer to the Consolidated Income Statement on Page 15.
5
Chairman’s Review
We are pleased to present the Directors’ Reports on the financial and
operational performance of Briscoe Group Limited for the 53 week
period ended 31 January 2016. The result incorporates an additional
week’s trading in comparison to the 52 week period last year. The
additional week is necessary because the Group operates on a
weekly trading and reporting cycle of 52 weeks for most years with
a 53 week year required once every five to six years to realign the
financial and calendar year-ends.
During March we were delighted to announce another year of
significant growth and record profit for the Group. The compound
growth in net profit after tax (NPAT) generated over the last
five years amounts to 16.9% per annum; a performance we are
very proud of given the challenging competitive environments
encountered.
Central to our success has been the drive to continually improve all
aspects of our business from initiatives to improve the efficiency and
accuracy of receipting inventory in-store, to the on-going refinement
of local and international product ranges, to the subtle promotional
changes introduced to surprise and delight customers, to the store
development program which ensures the necessary level of store
rejuvenation, and to the IT and finance projects driven ‘behind-the-
scenes’ to deliver competitive advantage through process and system
improvements. The Board would like to acknowledge the significant
contribution from all employees who have once again produced
these outstanding results.
The continued strength in Rebel Sport is particularly pleasing to report,
delivering a 36% increase in earnings before interest and tax (EBIT)
over the previous year. This outstanding performance built further on
the 45% and 22% increases already produced for the years ended
January 2015 and January 2014, respectively. The merchandise,
operations and marketing teams have combined well to capitalise on
the alignment of fashion with sport across the footwear and apparel
categories as well as leveraging high profile sporting events such as
the Rugby World Cup and the Cricket World Cup. Rebel Sport now
contributes 35% of the Group’s total sales and 38% of the Group’s
EBIT, compared to five years ago when it contributed 32% and 22%
respectively, for the year ended January 2011.
Briscoes Homeware also produced EBIT growth in excess of 20%
and continues to provide an extensive range of quality brands with
pricing and promotions which, customer research tells us, make us
the ultimate one-stop shop for homewares.
Sales growth in excess of 40% was achieved from our online business
and 4.5% of Group sales for the year was attributable to online
activity. Strong growth is anticipated for the foreseeable future and
we remain committed to the continual improvement of the overall
shopping experience.
6
During the year $68.68 million of capital investment was made by
the Group to purchase a 19.9% shareholding in Kathmandu Holdings
Limited (“Kathmandu”). The Group’s takeover offer for the remaining
shares in Kathmandu closed on 17 September 2015 with insufficient
acceptances to satisfy the minimum acceptance condition and thus
lapsed in accordance with its terms. We were disappointed that
our offer was unsuccessful as we believe there would be significant
benefits for the shareholders of both companies from merging the two
businesses. As Kathmandu’s largest single shareholder, we continue
to watch its performance closely and remain open to the idea of
progressing this at some stage in the future.
The Group remains in a strong financial position with a cash balance
of $17.6 million reported at year-end and no interest-bearing
liabilities. This compares to $89.7 million for the previous year; the
reduction being primarily a result of the acquisition of shares in
Kathmandu.
We actively pursue and evaluate opportunities to generate increased
future returns via property acquisition, business acquisition or
store rollout. These opportunities are evaluated on the basis of their
potential to add value to Briscoe Group and its shareholders.
Financial performance
Sales revenue increased by 9.04% to $552.89 million, compared with
$507.06 million previously. On a same store basis, sales increased for
the year by 5.44%.
The Group’s gross profit margin for the year increased from
38.90% to 40.49%, reflecting the constant focus on inventory and
promotion management with benefits accruing from initiatives such
as the stock-receipting (via scanning) project implemented during
2014, the continued refinement of local and international product
ranges, prudent foreign exchange cover put in place prior to the
commencement of the financial year, and increased sophistication
around the construct, delivery and analysis of promotions.
NPAT was $47.14 million compared to the $39.30 million for last
year, an improvement of 19.94%.
The results were for the 53 week period from 26 January 2015 to
31 January 2016 compared to the 52 week period last year from 27
January 2014 to 25 January 2015.
Inventories totaled $80.20 million at year-end, being $6.70 million
higher than the $73.51 million reported for last year, reflecting
the three additional stores opened by the Group during the
year, increased stock holdings to satisfy the significant increases
experienced in online sales and increased levels of product imported
directly by the Group.
In addition to the purchase of shares in Kathmandu, other capital
expenditure of $13.18 million was made during the year. The main
areas of this expenditure were for the settlement of property
transactions, the fit-out of three new stores, the relocation of two
stores, three store refurbishments and enhancements to systems
software and the online web platform.
Dividend
The directors resolved to pay a final dividend of 9.50 cents per share
(cps), fully imputed. When added to the interim dividend of 6.00
cps, the total dividend for the year is 15.50cps, representing 72% of
the Group’s tax paid earnings. During the last four years the Group
has paid out 76% of tax paid earnings in normal dividends and 90%
when the special dividend paid in June 2012 is included.
The share register closed to determine entitlements to the final
dividend at 5pm on 24 March 2016, and the dividend was paid on
31 March 2016.
Executive Share Option Plan
The Board is of the view that all shareholders benefit from the issue
to key senior executives of long-term, appropriately-priced share
options that crystallise only on delivery of increased shareholder
value. In 2003 the Group established an Executive Share Option
Plan to issue options to selected senior executives and, subject to
shareholder approval, to Executive Directors. The Board intends to
issue up to a further 1,700,000 options in the current 2016-17
financial year. This will result in the total number of share options
issued under the scheme since its inception and still exercisable
being equivalent to 3.5% percent of the current issued share capital.
The eight tranches of options issued between 2003 and 2010 have
now lapsed with 4,017,500 options being exercised. The ninth
tranche expired on the 21 October 2015 with 1,250,000 being
exercised from the original 1,437,000 options issued. The tenth
tranche became exercisable at a price of $1.55 each from 31 October
2015. Of the 1,437,000 options issued in that tranche, 875,000 are
still exercisable at the time of writing this report. The holders have
until 31 October 2016 to exercise them. The necessary disclosures
will continue to be made in relation to the share options issued by
the Group as and when options are exercised or lapse.
Further details of the Executive Share Options Plan can be found in
Note 6.2 (page 45) of the financial statements contained within this
Annual Report.
7
Directors, Management and Staff
In addition to participating in formal monthly Board meetings
throughout the year, the directors attended other meetings of
directors and regular meetings of the Board’s Audit and Human
Resources Committees.
As previously announced, Independent Non-Executive Director,
Stuart Johnstone has advised the Board of his intention to retire
as a director effective from 31 May 2016. Stuart has been a most
valuable Board member since being appointed in May 2001 just prior
to the Company being listed on the Stock Exchange. His contribution
to the Company’s growth and development, including in his role as
Chairman of the Audit Committee, has been very significant. Stuart’s
previous investment banking experience has brought an important
skillset which has been beneficial to directors, management
and shareholders. We thank him immensely for his outstanding
contribution over the past 15 years.
We have begun our search for an appropriately talented director to
replace Stuart and will provide any updates as early as possible.
On behalf of my fellow directors, I wish to acknowledge the
enormous contributions of all employees to the Group’s performance
during the year. Their contributions are sincerely appreciated.
Dame Rosanne Meo
Chairman
Community Sponsorship
At Briscoe Group we pride ourselves on being a responsible and socially
aware corporate citizen.
We are proud to have been a key partner of Cure Kids since 2004 and
believe it is important to put our support and resources behind a cause
that fits our values. Through our commitment to fundraising for
Cure Kids we are continually improving staff engagement and the
overall team culture. Together, our team, customers and suppliers
raised in excess of $700,000 for Cure Kids in the year just past.
We will continue to play a major role in providing funding for
leading-edge research to enhance the quality of life for thousands
of our Kiwi children and their families. Since 2004 we have raised in
excess of $4.9 million for Cure Kids.
In addition to our support for Cure Kids we provide significant
funding to the Westpac Rescue Helicopter and the NZME Special
Children’s Christmas Parties as well as a wide variety of local
community-based charities, sports clubs and other initiatives by
donating product to support fundraising efforts.
Briscoe Group Scholarship
It is our vision that the Briscoe Group Scholarship will continue the
strong tradition Briscoes has in supporting community causes by
encouraging employees and their children to up-skill and fulfil their
education ambitions - a helping hand to make an amazing difference
to someone’s impact on themselves, their family, their community
and wider society.
In 2013 the Group partnered with the First Foundation, an
organisation very experienced in managing scholarships.
The Foundation brings together mentors, schools, and the scholars
themselves to create a proven and holistic four year programme that
includes paid work experience, networks, financial support and advice
and guidance from personal mentors allowing recipients to pursue
and achieve their goals and aspirations.
Eight scholarships have been awarded to date; all to regional store
team members. In addition to these scholarships we have also
assisted a number of our support staff to complete their Graduate
Certificate in Retail through Auckland University of Technology.
It is our intention to continue to support our staff who are commited
to enhancing their business skills. We have established relationships
with Massey University and Auckland University of Technology to
provide a pathway for staff to study for a Bachelor of Retail and
Business Management. We recognise the benefits derived from
encouraging team members from all parts of the organisation to
participate in these programmes and in conjunction with the RA
Duke Trust we are looking to extend support to selected employees
to develop or extend their tertiary education.
8
Managing Director’s Review of Operations
Introduction
The team at Briscoe Group has continued to focus on offering our
customers the best products we can source at the best prices in the
market. Our focus has remained firmly on continuing to develop the
impressive collection of brands we hold to ensure our customers
have true choice across a wide range of product.
Rebel Sport has undoubtedly benefited from the continued alignment
of sport with fashion and we are proud of the way our team has
worked with our supply partners to bring this product to market.
Briscoes Homeware continued to expand its range of brands and has
optimised the width of the offer from the most successful brands.
Customers continued to respond positively to our product and
promotional strategy and we believe that we can make further
improvements to the shopping experience through better availability
of product both in-store and online.
Presenting new and innovative ranges remains a key part of our
strategy and the merchandise team has continued to look for
opportunities to surprise and delight our customers.
We are acutely aware of the gradual fragmentation of media and
have continued to develop the mix of media we employ to reach and
connect with our customer base.
Maintaining and improving the quality of service in-store and
online has also been a priority for us. We are pleased with the
improvements made to the speed and accuracy of online fulfilment
and have plans in place to further expand the number and
geographical spread of our fulfilment stores to support the continued
growth of this channel. While we have made some progress in the
service levels offered in our bricks and mortar stores we believe there
is more we can do in the coming year.
The team driving the store development program has delivered a
large number of projects which have seen Briscoe Group stores enter
new regions and improve the quality of many existing stores.
The record profit result for the financial year was a result of a
combination of initiatives driven during a year when many retailers
struggled to achieve acceptable growth. As in previous years, there
will be rewards additional to base pay for many store and support
management teams. Once again we have made a discretionary
bonus payment to all full-time and part-time employees not already
part of a formal bonus scheme, to recognise the part every team
member plays in improving performance.
It will be imperative for retailers to focus on protecting gross margin
percentage as we start to experience the effects of a weaker New
Zealand dollar against the US dollar. To date our prudent currency
hedging policies, determined negotiation with supply partners and
careful management and analysis of pricing and promotions have
continued to provide customers with the products they want at
prices they can afford. It is inevitable that importers’ margins will
be adversely affected over time as foreign exchange cover taken at
higher levels matures.
Our online business continued to grow significantly with additional
fulfilment capacity established during the year to meet the increased
demand. Search functionality has also been improved to make it
easier for customers to find what they are looking for. During the
coming year we will continue to invest in the online channel to
improve the functionality and attractiveness of our websites while
increasing the speed and quality of the fulfilment process. We intend
to continue to build the infrastructure required to support both the
continued profitable growth we expect from the online business
as well as the improvement to the experience of bricks and mortar
customers who use our websites for researching potential purchases.
9
Homeware
Our focus on making Briscoes Homeware the first choice for
customers seeking to buy homewares has continued throughout
the year.
Recent research we have undertaken with global market research
company, IPSOS, confirms that customers like the range and
quality of the brands we stock, the pricing and promotions we
offer and see us as the ultimate one-stop shop for homewares.
While customers are happy overall with the offer there are
opportunities for us to further improve the shopping experience
through increased staff engagement, clearer directional signage and
improved store standards. The coming year will see the team firmly
focused on driving improvements in these areas to ensure Briscoes
Homeware continues to be first choice for homewares.
The retail market during the coming year is likely to remain tough
due to low forecast dairy pay-outs, the slowdown in the Christchurch
rebuild, low inflation and additional pressure on disposable income
in Auckland due to higher house prices and rents. Against this
background our strong product and price messaging supported by
range, quality and solution-based communications will continue to
offer our customers the value they desire.
During the year the store development team completed a number
of major property developments for Briscoes Homeware. In February
the final stages of the extension and refurbishment were completed
at the Invercargill store. The outcome is a state-of-the-art store with
extended retail and storage space. During April we relocated the
Taupo store to a modern larger location which offers customers more
space and improved car parking while also expanding the amount of
storage space. The new store has been extremely well received and
has given us capacity for future growth. In May we relocated our
store in Hamilton to a new site adjacent to the existing one. Store
refurbishments were completed at Gisborne in July and Tauranga
in August with Dunedin also benefiting from minor reconfiguration
in August. All of these projects resulted in improved shopping
environments for our customers.
In October we opened a Briscoes Homeware store in Queenstown.
The opening was extremely successful with positive customer
feedback as to the eagerly anticipated opening. Since opening the
store has outperformed expectations.
Sporting Goods
Rebel Sport continued to deliver very strong growth throughout the
year. All categories performed well benefiting from an increasing
alignment of sport with fashion as well as from high profile sporting
events such as the Rugby World Cup and the Cricket World Cup.
Our merchandise team has worked closely with our supply partners
to select appealing ranges, the marketing team has continued to
keep Rebel Sport front of mind for customers looking to purchase
sporting goods and our operations team has managed stock
efficiently, improving the speed from backdoor to shop floor.
Following the success of the Under Armour concept area trialled
in the Manukau store last year we added the same concept area
to six of our top performing Rebel Sport stores between March
and September. The Under Armour brand continues to grow in
importance driven by style and technical innovation and it fits well
with the Rebel Sport brand.
The Gisborne store was refurbished in July with the footwear
department extended and switched from full service to self-
selection. In August we reconfigured our store in Tauranga and
extended the footwear department. Tauranga is one of our top
performing stores and has responded positively to the improvements
made from this project. In September improved fixtures were used
to increase the retail area dedicated to footwear in the Albany and
Lyall Bay stores without impacting on other departments within
the stores. In October our new store opened in Queenstown. The
customers were very positive about the store and have supported it
exceptionally well since opening.
Priorities and Outlook for 2016/17
We will continue to drive positive change through a number of
initiatives during the coming year.
In October last year, following the retirement of Lynda Webb, Aston
Moss was appointed to the position of General Manager Human
Resources. Aston and the HR team are working closely with all
sectors of the business to help the Group lift further the level of
staff engagement. We know that our people are key to our success
and by improving practices around recruitment, talent management
and training we are confident we can improve performance in every
function and in turn offer better service to our customers.
In February we launched ‘Smart Feedback’, a web-based customer
feedback tool which allows real-time customer feedback and
reporting. This tool will help our Business Managers stay focused
on the key issues, both positive and negative, being experienced
by our customers. The reporting suite gives store and support
teams the opportunity to access customer feedback by store,
brand or by company and there is a facility for customers to
request a follow up call if desired. Initial uptake by our customers
has been encouraging and as the volume of feedback builds we
will have a ‘net promoter score’ which we can use to compare our
performance with other organisations.
The schedule for the store development team for the coming year
is a mix of both major and minor projects. Over the course of the
year we will upgrade the security camera systems in fourteen stores,
which will result in significantly improved effectiveness. Prior to
Easter we will open new Briscoes Homeware and Rebel Sport stores
at the Westgate development, northwest of Auckland. As well as
providing additional fulfilment capacity for our online operations,
these new stores will serve a growing catchment and will be the first
new stores opened in the greater Auckland region since we opened
our Pukekohe stores just over eight years ago
10
The world economy continues to be unstable with analysts finding
it difficult to forecast trends accurately against a back drop of many
major influences including; fluctuating growth in China, increasing
numbers of refugees seeking asylum in Europe, low oil prices and
the uncertainty of the North American elections. Similarly in New
Zealand, dairy prices and forecast returns remain low, property prices
in Auckland and a number of other regions continue to increase and
competition in the retail landscape remains fierce.
Notwithstanding the uncertainties and challenges, we intend to
continue to focus on the things we can control and improve and to
continue to offer our customers the best ranges of products at the
best possible prices.
Rod Duke
Group Managing Director
Counter realignments will be undertaken during March and April
at Rebel Sport stores at Riccarton and Atrium and at Briscoes
Homeware in Timaru. While these smaller projects may seem less
exciting than the bigger projects, they generate significant benefits
for our customers and result in improved profitability.
In May we plan to extend the retail and storage area at the Briscoes
Homeware store in Dunedin as well as establishing additional online
fulfilment facilities. A lease for an adjoining building has been secured
which will provide the extra space required.
In July we plan to extend the storage capacity at Briscoes Homeware
Te Rapa. This store is one of our top performers and has seen growth
constrained by limited storage capacity.
During September and October we expect to extend and refurbish
the Briscoes Homeware store at Taranaki Street, Wellington. This
project will see the central Wellington store increase retail area by
approximately 20% and will provide significant improvements to car
parking and storeroom facilities.
The merchandise and marketing teams will continue to focus on
the protection of gross profit margin percentage. As retailers adjust
to the lower New Zealand dollar environment it will be critical that
the team continues to offer customers the best possible value while
maintaining gross margins.
During the latter part of 2015 we identified the potential to improve
the speed and accuracy of our product allocation process. These
improvements have been prioritised and will be implemented
progressively throughout 2016. With stock management being
central to what we do, this project will drive benefits in merchandise
and in stores with the key goal being a significant improvement in
the availability of stock for customers.
11
Group Financial Statements
Introduction
These financial statements have been presented in a style which
attempts to make them less complex and more relevant to
shareholders.
Note disclosures are grouped into the following six sections:
1. Basis of Preparation
2. Performance
3. Operating Assets and Liabilities
4. Investments
5. Financing and Capital Structure
6. Other Notes
Each section sets out the accounting policies applied to the
relevant notes.
The purpose of this format is to provide readers with a clearer
understanding of the financial affairs of the Group.
Accounting policies are shown in shaded areas
and in italics for easier identification.
1212
Contents - Consolidated Financial Statements
Group Financial Statements
5. Financing and Capital Structure
Directors’ Approval of Consolidated Financial Statements .. 14
Consolidated Income Statement ......................................... 15
Consolidated Statement of Comprehensive Income ............. 15
Consolidated Balance Sheet ............................................. 16
Consolidated Statement of Cash Flows ............................... 17
Consolidated Statement of Changes in Equity ...................... 19
Notes to the Group Financial Statements
1. Basis of Preparation
1.1
1.2
General Information ........................................................20
General Accounting Policies ............................................20
2. Performance
5.1
5.2
Interest Bearing Liabilities ..............................................36
Financial Risk Management ............................................37
5.2.1
5.2.2
5.2.3
5.2.4
Derivative Financial Instruments ........................37
Credit Risk ........................................................37
Interest Rate Risk ..............................................37
Liquidity Risk ....................................................38
5.2.5 Market Risk .......................................................39
5.2.6
Sensitivity Analysis ............................................40
5.3
Equity ............................................................................41
5.3.1 Capital Risk Management ..................................41
5.3.2 Share Capital ....................................................41
5.3.3 Dividends ..........................................................42
5.3.4 Reserves and Retained Earnings ........................42
6. Other Notes
6.1
Related Party Transactions .............................................43
6.1.1
Parent and Ultimate Holding Company ...............43
2.1
2.2
2.3
Segment Information .....................................................22
6.1.2 Key Management Personnel...............................43
Income and Expenses ....................................................24
6.1.3 Directors’ Fees and Dividends ............................44
Taxation ........................................................................26
6.2 Executive Share Options .................................................45
2.3.1
2.3.2
2.3.3
Taxation – Income Statement ............................26
6.3 Contingent Liabilities ......................................................46
Taxation – Balance Sheet ..................................27
6.4 Events After Balance Date ...............................................46
Imputation Credits ............................................28
6.5 New Accounting Standards .............................................47
2.4
Earnings Per Share ........................................................28
3. Operating Assets and Liabilities
3.1 Working Capital ..............................................................29
3.1.1
3.1.2
3.1.3
3.1.4
Cash and Cash Equivalents ................................29
Trade and Other Receivables ..............................30
Inventories ........................................................30
Trade and Other Payables ..................................31
3.2
3.3
3.4
Held-for-Sale Assets ......................................................32
Property, Plant and Equipment .......................................32
Intangible Assets ............................................................34
4. Investments
4.1
Available-for-Sale Financial Assets .................................35
1313
Directors’ Approval of Consolidated Financial Statements
Authorisation for Issue
The Board of Directors authorised the issue of these Consolidated Financial Statements on 10 March 2016.
Approval by Directors
The directors are pleased to present the Consolidated Financial Statements for Briscoe Group Limited for the 53 week period ended
31 January 2016. (Comparative period is for the 52 week period ended 25 January 2015).
Dame Rosanne Meo
CHAIRMAN
Stuart Johnstone
DIRECTOR
10 March 2016
For and on behalf of the Board of Directors
14
Consolidated Income Statement
For the 53 week period ended 31 January 2016
Period ended
31 January 2016
$000
Period ended
25 January 2015
$000
Notes
Sales revenue
Cost of goods sold
Gross profit
Other operating income
Store expenses
Administration expenses
Earnings before interest and tax
Finance Income
Finance costs
Net finance income
Profit before income tax
Income tax expense
Net profit attributable to shareholders
Earnings per share for profit attributable to shareholders:
Basic earnings per share (cents)
Diluted earnings per share (cents)
5.1
2.3.1
2.4
2.4
552,892
( 329,021 )
223,871
2,881
( 94,758 )
(66,059 )
65,935
1,007
(650 )
357
66,292
(19,155 )
47,137
507,063
(309,816 )
197,247
2,336
(86,968)
(59,493)
53,122
1,773
( 6 )
1,767
54,889
(15,587 )
39,302
21.7
21.2
18.2
17.8
The above consolidated income statement should be read in conjunction with the accompanying notes.
Consolidated Statement of Comprehensive Income
For the 53 week period ended 31 January 2016
Period ended
31 January 2016
$000
Period ended
25 January 2015
$000
Notes
Net Profit attributable to shareholders
47,137
39,302
Other comprehensive income:
Items that may be subsequently reclassified to profit or loss:
Change in value of available-for-sale financial asset
Fair value gain recycled to income statement
Fair value gain taken to the cashflow hedge reserve
Deferred tax on fair value gain taken to income statement
Deferred tax on fair value gain taken to cashflow hedge reserve
Total other comprehensive income
Total comprehensive income attributable to shareholders
4.1
2.3.2
2.3.2
(7,738 )
(14,950 )
13,480
4,186
(3,775 )
(8,797 )
38,340
-
(22 )
3,901
6
(1,092 )
2,793
42,095
The above consolidated statement of comprehensive income should be read in conjunction with the accompanying notes.
15
Consolidated Balance Sheet
As at 31 January 2016
ASSETS
Current assets
Cash and cash equivalents
Trade and other receivables
Inventories
Held-for-sale assets
Derivative financial instruments
Total current assets
Non-current assets
Property, plant and equipment
Intangible assets
Deferred tax
Available-for-sale financial assets
Total non-current assets
TOTAL ASSETS
LIABILITIES
Current liabilities
Trade and other payables
Taxation payable
Derivative financial instruments
Total current liabilities
Non-current liabilities
Trade and other payables
Total non-current liabilities
TOTAL LIABILITIES
Net assets
EQUITY
Share capital
Cashflow hedge reserve
Share options reserve
Other reserves
Retained earnings
TOTAL EQUITY
Notes
31 January 2016
$000
25 January 2015
$000
3.1.1
3.1.2
3.1.3
3.2
5.2.5
3.3
2.3.2
4.1
3.1.4
2.3.2
5.2.5
3.1.4
5.3.2
3.1.1,5.2.5
6.2
17,554
2,334
80,204
5,375
2,620
108,087
63,527
1,538
1,321
60,945
127,331
235,418
63,261
6,810
210
70,281
713
713
70,994
164,424
48,242
1,811
1,291
(7,738 )
120,818
164,424
89,690
3,819
73,507
-
3,736
170,752
61,621
1,452
929
-
64,002
234,754
74,324
4,142
1
78,467
728
728
79,195
155,559
46,550
2,870
1,058
-
105,081
155,559
The above consolidated balance sheet should be read in conjunction with the accompanying notes.
16
Consolidated Statement of Cash Flows
For the 53 week period ended 31 January 2016
Period ended
31 January 2016
$000
Period ended
25 January 2015
$000
Notes
OPERATING ACTIVITIES
Cash was provided from
Receipts from customers
Rent received
Dividends received
Interest received
Insurance recovery
Net GST received
Cash was applied to
Payments to suppliers
Payments to employees
Interest paid
Net GST paid
Income tax paid
Net cash inflows from operating activities
INVESTING ACTIVITIES
Cash was provided from
Proceeds from sale of property, plant and equipment
Cash was applied to
Purchase of property, plant and equipment
Purchase of intangible assets
Purchase of available-for-sale financial assets
Net cash outflows from investing activities
FINANCING ACTIVITIES
Cash was provided from
Net proceeds from borrowings
Issue of new shares
Cash was applied to
Dividends paid
3.3
4.1
5.1
5.3.2
5.3.3
Net cash outflows from financing activities
Net (decrease)/increase in cash and cash equivalents
Cash and cash equivalents at beginning of period
Foreign cash balance cash flow hedge adjustment
Cash and cash equivalents at period end
3.1.1
553,839
874
2,008
1,349
-
-
558,070
(419,479 )
(59,685 )
(683 )
(21,857 )
(16,468 )
(518,172 )
39,898
28
28
(12,097 )
(1,080 )
(68,683 )
(81,860 )
(81,832 )
-
1,418
1,418
(31,475 )
(31,475 )
(30,057 )
(71,991 )
89,690
(145 )
17,554
507,115
995
4
1,635
1,337
-
511,086
(378,190)
(55,297)
(6)
(17,002)
(15,540)
(466,035)
45,051
10
10
(11,630)
(1,057)
-
(12,687)
(12,677)
-
1,410
1,410
(29,167)
(29,167)
(27,757)
4,617
84,762
311
89,690
17
Consolidated Statement of Cash Flows
For the 53 week period ended 31 January 2016
Period ended
31 January 2016
$000
Period ended
25 January 2015
$000
RECONCILIATION OF NET CASH FLOWS FROM
OPERATING ACTIVITIES TO REPORTED NET PROFIT
Reported net profit attributable to shareholders
47,137
39,302
Items not involving cash flows
Depreciation and amortisation expense
Adjustment for fixed increase leases
Bad debts and movement in doubtful debts
Inventory adjustments
Amortisation of executive share options cost
Loss on disposal of assets
Impact of changes in working capital items
Decrease (increase) in trade and other receivables
Decrease (increase) in inventories
Increase (decrease) in taxation payable
Increase (decrease) in trade payables
Increase (decrease) in other payables and accruals
Net cash inflows from operating activities
5,665
255
108
2,152
582
116
8,878
1,377
(8,849)
2,668
(10,713)
(600 )
(16,117)
39,898
5,529
30
73
852
573
120
7,177
(268)
(5,047)
793
3,402
(308 )
(1,428 )
45,051
The above consolidated statement of cash flows should be read in conjunction with the accompanying notes.
18
Consolidated Statement of Changes in Equity
For the 53 week period ended 31 January 2016
Notes
Capital
Share Cashflow
Hedge
Reserve
$000
$000
Balance at 26 January 2014
44,878
Net profit attributable to shareholders for the period
Other comprehensive income:
Fair value gain recycled to income statement
Fair value gain taken to cashflow hedge reserve
Deferred tax on fair value gain taken to income statement 2.3.2
Deferred tax on fair value gain to cashflow hedge reserve
2.3.2
Total comprehensive income for the period
Transactions with owners:
Dividends paid
Share options charged to income statement
Share options exercised
Transfer for share options lapsed and forfeited
5.3.3
6.2
5.3.2,6.2
1,672
6.2
-
Net profit attributable to shareholders for the period
Other comprehensive income:
Change in value of available-for-sale financial assets
4.1
Fair value gain recycled to income statement
Fair value gain taken to cashflow hedge reserve
Deferred tax on fair value gain taken to income statement
2.3.2
Deferred tax on fair value gain to cashflow hedge reserve
2.3.2
Total comprehensive income for the period
Transactions with owners:
Dividends paid
Share options charged to income statement
Share options exercised
Transfer for share options lapsed and forfeited
5.3.3
6.2
5.3.2,6.2
1,692
6.2
-
Share
Options
Reserve
$000
785
-
-
-
-
-
-
-
573
(262)
(38)
77
-
(22)
3,901
6
(1,092)
2,793
-
-
-
-
-
-
(14,950)
13,480
4,186
(3,775)
(1,059)
-
-
-
-
-
-
-
-
-
-
-
-
582
(274)
(75)
Other
Reserves
Retained
Earnings
Total
Equity
$000
$000
$000
-
-
-
-
-
-
-
-
-
-
-
-
-
94,908
140,648
39,302
39,302
-
-
-
-
(22)
3,901
6
(1,092)
39,302
42,095
(29,167)
(29,167)
-
-
38
573
1,410
-
105,081
155,559
47,137
47,137
(7,738)
-
-
-
-
-
-
-
-
-
(7,738)
(14,950)
13,480
4,186
(3,775)
(7,738)
47,137
38,340
-
-
-
-
(31,475)
(31,475)
-
-
75
582
1,418
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Balance at 25 January 2015
46,550
2,870
1,058
Balance at 31 January 2016
48,242
1,811
1,291
(7,738)
120,818
164,424
The above consolidated statement of changes in equity should be read in conjunction with the accompanying notes.
19
1. Basis of Preparation
For the 53 week period ended 31 January 2016
This section presents a summary of information considered relevant and material to assist the reader in under-
standing the foundations on which the financial statements as a whole have been compiled. Accounting policies
specific to notes shown in other sections are included as part of that particular note.
1.1 General Information
Briscoe Group Limited (the Company) and its subsidiaries (together the Group) is a retailer of homeware and sporting goods. The Company
is a limited liability company incorporated and domiciled in New Zealand. Briscoe Group Limited is registered under the Companies Act 1993
and is an FMC Reporting Entity under Part 7 of the Financial Markets Conduct Act 2013. The address of its registered office is 36 Taylors Road,
Morningside, Auckland. The Company is listed on the New Zealand Stock Exchange (NZX).
The financial statements of the Group have been prepared in accordance with the requirements of Part 7 of the Financial Markets Conduct Act
2013 and the NZX Listing Rules. In accordance with the Financial Markets Conduct Act 2013 because group financial statements are prepared
and presented for Briscoe Group Limited and its subsidiaries, separate financial statements for Briscoe Group Limited are not required to be
prepared and presented.
These audited consolidated financial statements have been approved for issue by the Board of Directors on 10 March 2016.
1.2 General Accounting Policies
These consolidated financial statements have been prepared in accordance with New Zealand Generally Accepted Accounting Practice (NZ GAAP).
They comply with New Zealand equivalents to International Financial Reporting Standards (NZ IFRS) and other applicable Financial Reporting
Standards, as appropriate for profit-oriented entities. The financial statements also comply with International Financial Reporting Standards (IFRS).
The financial statements are presented in New Zealand dollars which is the Company’s functional currency and the Group’s presentation currency.
All financial information has been presented in thousands, unless otherwise stated.
The principal accounting policies adopted in the preparation of the financial report are set out below. These policies have been consistently
applied to all the periods presented, unless otherwise stated.
Entities reporting
The financial statements reported are for the consolidated Group which is the economic entity comprising Briscoe Group Limited and its
subsidiaries. The Group is designated as a profit-oriented entity for financial reporting purposes.
Reporting period
These financial statements are in respect of the 53 week period 26 January 2015 to 31 January 2016 and provide a balance sheet as at 31 January
2016. The comparative period is in respect of the 52 week period 27 January 2014 to 25 January 2015. The Group operates on a weekly trading
and reporting cycle resulting in 52 weeks for most years with a 53 week year occurring once every 5-6 years.
Principles of consolidation
Subsidiaries are all entities over which the Company has control. The Company controls an entity when the Company 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 over the entity. Subsidiaries are
fully consolidated from the date on which control is transferred to the Group. They are deconsolidated from the date that control ceases.
Intercompany transactions, balances and unrealised gains or losses on transactions between Group companies are eliminated. Accounting policies
of subsidiaries are changed when necessary to ensure consistency with the policies adopted by the Company.
20
1. Basis of Preparation
For the 53 week period ended 31 January 2016
Subsidiaries
Activity
2016 Interest
2015 Interest
Briscoes (New Zealand) Limited
The Sports Authority Limited (trading as Rebel Sport)
Homeware retail
Sporting goods retail
Rebel Sport Limited
Living and Giving Limited
Name protection
Name protection
100%
100%
100%
100%
100%
100%
100%
100%
All companies above are incorporated in New Zealand and have a balance date consistent with that of the Company as outlined in the
accounting policies.
Historical cost convention
These financial statements have been prepared under the historical cost convention, as modified by the revaluation of certain assets as identified
in specific accounting policies detailed throughout these financial statements.
Critical accounting estimates
In the process of applying the Group’s accounting policies and the application of accounting standards, a number of estimates and judgements
have been made. The estimates and underlying assumptions are based on historical experience and adjusted for current market conditions and
other factors, including expectations of future events that are considered to be reasonable under the circumstances. If outcomes within the next
financial year are significantly different from assumptions, this could result in adjustments to carrying amounts of the asset or liability affected.
Further explanation as to estimates and assumptions made by the Group can be found in the notes to the financial statements:
Areas of Estimation
Inventory
Available-for-sale financial assets
Executive share options
Note
3.1.3
4.1
6.2
Foreign currency translation
Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates of the transactions.
Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at period-end exchange rates of
monetary assets and liabilities denominated in foreign currencies are recognised in the income statement, except when deferred in which case
they are recognised in other comprehensive income as qualifying cash flow hedges.
21
2. Performance
For the 53 week period ended 31 January 2016
This section reports on the results and performance of the Group, providing additional information about individual
items, including performance by operating segment, revenue, expenses, taxation and earnings per share.
2.1 Segment Information
An operating segment is a component of an entity that engages in business activities which earns revenue and incurs expenses and for which the
chief operating decision maker (CODM) reviews the operating results on a regular basis and makes decisions on resource allocation. The Group has
determined its CODM to be the group of executives comprising the Managing Director, Chief Operating Officer and Chief Financial Officer.
The Group is organised into two reportable operating segments, namely homeware and sporting goods, reflecting the different retail sectors
within which the Group operates. The Company is considered not to be a reportable operating segment. Eliminations and unallocated amounts
as shown below are primarily attributable to the Company. There were no inter-segment sales in the period (2015: Nil).
Information regarding the operations of each reportable operating segment is included below. Segment profit represents the profit earned by
each segment and is extracted from the income statements associated with the two trading subsidiary companies, Briscoes (NZ) Limited and
The Sports Authority Limited (trading as Rebel Sport). Earnings before interest and tax (EBIT) is a non-GAAP measure.
For the period ended 31 January 2016
INCOME STATEMENT
Total sales revenue
Gross profit
Earnings before interest and tax
Net finance income
Income tax expense
Net profit after tax
BALANCE SHEET ITEMS:
Assets
Liabilities
OTHER SEGMENTAL ITEMS:
Acquisitions of property, plant and equipment,
intangibles and investments
Depreciation and amortisation expense
1. Investment in Kathmandu Holdings Ltd
Intercompany eliminations
Other balances
Total
Homeware
$000
Sporting
goods
$000
Eliminations/
Unallocated
Total Group
$000
$000
-
-
524
56
(691)
(111)
552,892
223,871
65,935
357
(19,155)
47,137
45,7861.
3,301
235,418
70,994
68,683
-
81,860
5,666
357,875
195,017
79,806
24,962
304
(7,077)
18,189
65,621
27,302
1,835
1,822
144,065
40,449
(3)
(11,387)
29,059
124,011
40,391
11,342
3,844
60,945
(17,625 )
2,466
45,786
22
2. Performance
For the 53 week period ended 31 January 2016
For the period ended 25 January 2015
INCOME STATEMENT
Total sales revenue
Gross profit
Earnings before interest and tax
Net finance income
Income tax expense
Net profit after tax
BALANCE SHEET ITEMS:
Assets
Liabilities
OTHER SEGMENTAL ITEMS:
Acquisitions of property, plant and equipment,
intangibles and investments
Depreciation and amortisation expense
1. Cash and bank balances
Intercompany eliminations
Other balances
Total
Homeware
$000
Sporting
goods
$000
Eliminations/
Unallocated
Total Group
$000
$000
-
-
1,591
1,264
(967 )
1,888
49,0811.
734
507,063
197,247
53,122
1,767
(15,587 )
39,302
234,754
79,195
-
-
12,687
5,529
337,190
169,873
67,942
18,362
503
(5,285 )
13,580
61,056
31,712
2,063
1,755
129,305
33,169
-
(9,335 )
23,834
124,617
46,749
10,624
3,774
56,749
( 9,050 )
1,382
49,081
23
2. Performance
For the 53 week period ended 31 January 2016
2.2 Income and Expenses
Revenue recognition
Revenue comprises the fair value of consideration received or receivable for the sale of goods and services, net of Goods and Services Tax (GST),
rebates and discounts and after eliminating sales within the Group. Revenue is recognised as follows:
Sales of goods - retail
Sales of goods are recognised at point of sale for in-store customers and when product is despatched to the customer for online
sales. Retail sales are predominantly by credit card, debit card or in cash.
Rental income
Rental income (net of any incentives given to lessees) is recognised on a straight line basis over the period of the lease.
Interest income
Interest income is recognised on a time-proportionate basis using the effective interest method.
Dividend income
Dividend income is recognised when the right to receive the dividend is established.
Rental and operating leases expense
Leases in which a significant portion of the risks and rewards of ownership are retained by the lessor are classified as operating leases.
Payments made under operating leases (net of any incentives received from the lessor) are charged to the income statement on a straight-line basis
over the period of the lease.
The Group leases various retail outlets under non-cancellable operating lease agreements. The leases reflect normal commercial arrangements
with varying terms, escalation clauses and renewal rights.
The future rental commitments on these leases are as follows:
Lease commitments expire as follows:
Within one year
One to two years
Two to five years
Beyond five years
Total operating lease rental commitments
Period ended
31 January 2016
$000
Period ended
25 January 2015
$000
26,255
22,314
42,793
25,615
116,977
23,731
19,012
35,548
26,902
105,193
24
2. Performance
For the 53 week period ended 31 January 2016
Profit before income tax includes the following specific income and expenses:
Period ended
31 January 2016
$000
Period ended
25 January 2015
$000
Income
Rental income
Dividends received1.
Insurance recovery
Expenses
Operating lease rental expense
Wages, salaries and other short term benefits
Share options expense (refer also note 6.2)
Depreciation of property, plant and equipment
Amortisation of software costs
Kathmandu Holdings Limited takeover expenses2.
Amounts paid to auditors:
Statutory Audit
Half year review
Other services3.
874
2,008
-
29,341
61,948
582
4,672
994
1,069
116
26
21
995
4
1,337
28,515
56,781
573
4,489
1,040
-
97
26
-
1. Includes dividend received from Kathmandu Holdings of $2,004,772 (2015: Nil)
2. Takeover expenses above represent those expenses incurred directly by Briscoe Group Limited only. An accrual has also been made for
expenses expected to be reimbursed in relation to takeover expenses incurred directly by Kathmandu Holdings Limited. This amount is yet to be
agreed by the parties. The accrual is not material to these financial statements.
3. Other services relates to general tax advice and remuneration benchmarking services.
25
2. Performance
For the 53 week period ended 31 January 2016
2.3 Taxation
Current and deferred income tax
The income tax expense for the period is the tax payable on the current period’s taxable income based on the income tax rate adjusted by
changes in deferred tax assets and liabilities attributable to temporary differences between the tax bases of assets and liabilities and their
carrying amounts in the financial statements.
The current income tax charge is calculated on the basis of the tax laws enacted or substantively enacted at the balance sheet date in New
Zealand, being the country where the Group operates and generates taxable income. The Group periodically evaluates positions taken in tax
returns with respect to situations in which applicable tax regulation is subject to interpretation. It establishes provisions where appropriate on
the basis of amounts expected to be paid to the tax authorities.
Deferred income tax is provided in full, using the liability method, on temporary differences arising between tax bases of assets and liabilities
and their carrying amounts in the consolidated financial statements. Deferred income tax is determined using tax rates (and laws) that have
been enacted or substantially enacted by the balance sheet date and are expected to apply when the related deferred income tax asset is
realised or the deferred income tax liability is settled.
Deferred income tax assets are recognised to the extent that it is probable that future taxable profit will be available against which the
temporary differences can be utilised.
Goods and Services Tax (GST)
The income statement, statement of comprehensive income and statement of cash flows have been prepared so that all components are stated
exclusive of GST. All items in the balance sheet are stated net of GST, with the exception of trade receivables and trade payables, which include
GST invoiced.
2.3.1 Taxation – Income Statement
The total taxation charge in the income statement is analysed as follows:
(a) Income tax expense
Current tax expense:
Current tax
Adjustments for prior years
Deferred tax expense:
Decrease in future tax benefit current year
Adjustments for prior years
Total income tax expense
Period ended
31 January 2016
$000
Period ended
25 January 2015
$000
18,588
548
19,136
571
(552 )
19
19,155
15,548
785
16,333
47
( 793 )
( 746 )
15,587
(b) Reconciliation of income tax expense to tax rate applicable to profits
Profit before income tax expense
Tax at the corporate rate of 28% (2015: 28%)
Tax effect of amounts which are either non-deductible or non-
assessable in calculating taxable income:
Prior period adjustments
Total income tax expense
66,292
18,562
597
(4 )
19,155
54,889
15,369
226
( 8 )
15,587
26
The Group has no tax losses (2015: Nil) and no unrecognised temporary differences (2015: Nil).
2. Performance
For the 53 week period ended 31 January 2016
2.3.2 Taxation – Balance Sheet
(a) Deferred Taxation
The following are the major deferred taxation liabilities and assets recognised by the Group and movements thereon during the
current and prior year:
Depreciation
$000
Provisions
$000
Derivative
financial
instruments
$000
Total
$000
At 26 January 2014
( 656 )
Credited to the income statement
16
1,954
730
( 29 )
1,269
-
746
Net charged to other comprehensive income
-
-
(1,086 )1.
(1,086 )
At 25 January 2015
(Charged) / credited to the income statement
( 640 )
( 30 )
2,684
11
(1,115 )
929
-
(19 )
Net credited to other comprehensive income
-
-
411 1.
411
At 31 January 2016
( 670 )
2,695
( 704 )
1,321
1. Net charged to other comprehensive income comprises deferred tax on fair value gain taken to income statement of $4,186,056 (2015:$6,289)
and deferred tax on fair value gain taken to cash flow hedge reserve of $3,774,615 (2015: $1,092,392)
Certain deferred taxation assets and liabilities have been offset. The following is the analysis of the deferred taxation balances
(before offset) for financial reporting purposes:
Deferred tax assets
- to be recovered within 12 months
- to be recovered after more than 12 months
Deferred tax liabilities
- to be settled within 12 months
- to be settled after more than 12 months
Deferred tax asset (net)
(b) Taxation payable
Period ended
31 January 2016
$000
2,429
1,597
4,026
(888)
(1,817)
(2,705)
1,321
The following is the analysis of the movements in the taxation payable balance during the current and prior year:
Movements:
Balance at beginning of period
Current tax
Tax paid
Foreign investor tax credit (FITC)
Balance at end of period
Period ended
31 January 2016
$000
(4,142)
(19,136 )
16,241
227
(6,810)
Period ended
25 January 2015
$000
2,473
1,616
4,089
(1,248 )
(1,912)
(3,160)
929
Period ended
25 January 2015
$000
(3,349)
(16,333)
15,351
189
(4,142)
27
2. Performance
For the 53 week period ended 31 January 2016
2.3.3 Imputation Credits
Imputation credits available for use in subsequent accounting periods
Period ended
31 January 2016
$000
59,262
Period ended
25 January 2015
$000
51,039
The above amounts represent the balance of the imputation account as at the end of the reporting period, adjusted for:
•
•
•
Imputation credits that will arise from the payment of the provision for income tax,
Imputation debits that will arise from the payment of dividends recognised as liabilities at the reporting date and
Imputation credits that will arise from the receipt of dividends recognised as receivables at the reporting date.
The consolidated amounts include imputation credits that would be available to the Company if subsidiaries paid dividends.
2.4 Earnings Per Share
Earnings per share (EPS) is the amount of post-tax profit attributable to each share.
Basic EPS is computed by dividing the net profit attributable to shareholders by the weighted average number of ordinary shares on issue during
the period.
Diluted EPS adjusts for any commitments the Group has to issue shares in the future that would decrease the Basic EPS. In 2015 and 2016 these
were in the form of share options. Diluted EPS is therefore computed by dividing the net profit attributable to shareholders by the weighted average
number of ordinary shares on issue during the period, adjusted to include the potentially dilutive effect if share options to issue ordinary shares were
exercised and converted into shares.
Net profit attributable to shareholders $000
Basic
Period ended
31 January 2016
47,137
Period ended
25 January 2015
39,302
Weighted average number of ordinary shares on issue (thousands)
217,233
216,173
Basic earnings per share
21.7 cents
18.2 cents
Diluted
Weighted average number of ordinary shares on issue adjusted for share
options issued but not exercised (thousands)
Diluted earnings per share
222,385
221,350
21.2 cents
17.8 cents
28
3. Operating Assets and Liabilities
For the 53 week period ended 31 January 2016
This section reports the assets used to generate the Group’s trading performance and the liabilities incurred as
a result. Liabilities relating to the Group’s financing activities are addressed in note 5. Assets and liabilities in
relation to deferred taxation and taxation payable are shown in note 2.3. The carrying amounts of financial assets
and liabilities are equivalent to their fair value unless otherwise stated.
3.1 Working Capital
Working capital represents the assets and liabilities the Group generates through its trading activity. The Group therefore defines working
capital as cash, trade and other receivables, inventories and trade and other payables.
3.1.1 Cash and Cash Equivalents
Cash and cash equivalents include cash on hand, deposits held at call with financial institutions and other short-term, highly liquid investments
with original maturities of three months or less, that are readily convertible to known amounts of cash and that are subject to an insignificant risk of
changes in value.
Cash at bank or in hand
Period ended
31 January 2016
$000
17,554
Period ended
25 January 2015
$000
89,690
As at 31 January 2016 the Group held foreign currency equivalent to NZ$ 2.752 million (2015: NZ$ 2.812 million) which is included in the
table above. The foreign currency in which the Group deals primarily is the US Dollar.
Foreign currency cash – cash flow hedges (cash flow hedge reserve)
In respect of foreign currency balances that have been designated and tested as an effective hedge, the portion of the gain or loss on the hedging
instrument that is determined to be an effective hedge is recognised directly in other comprehensive income. These gains or losses are released to
the income statement at various dates over the subsequent financial year as the inventory for which the hedge exists, is sold.
Foreign currency cash balances are used for hedging committed or highly probable forecast purchases of inventory for the ensuing financial
year. The foreign currency purchases are held and allocated by calendar quarter to the highly probable forecast purchases which are timed to
mature when major shipments of inventory are scheduled to be dispatched and the liability settled. The cash flows are expected to occur at
various dates within one year from balance date.
At balance date foreign currency gains of $106,120 (2015: gains of $250,739) in relation to foreign currency balances, were included in
equity as part of the cash flow hedge reserve, net of deferred tax, as a net gain of $76,406 (2015: net gain of $180,532). The cash flow hedge
reserve, net of deferred tax, from forward foreign exchange contracts used as hedges, represents a net gain of $1,734,843 (2015: net gain of
$2,688,964), refer note 5.2.5. The total of these amount to a net gain of $1,811,249 (2015: net gain of $2,869,496).
In respect of foreign currency balances that are not designated and tested as an effective hedge, the gain or loss as at balance date is recognised in
the income statement.
At balance date there are no such balances (2015: Nil).
29
3. Operating Assets and Liabilities
For the 53 week period ended 31 January 2016
3.1.2 Trade and Other Receivables
Trade receivables arise from sales made to customers on credit or through the collection of purchasing rebates from suppliers not otherwise
deducted from suppliers’ payable accounts. Trade receivables are recognised initially at the value of the invoice sent to the customer and
subsequently at the amounts considered recoverable (amortised cost). Trade receivable balances are reviewed on an on-going basis.
Trade receivables
Prepayments
Other receivables
Total trade and other receivables
No interest is charged on trade receivables.
3.1.3 Inventories
Period ended
31 January 2016
$000
517
1,304
513
2,334
Period ended
25 January 2015
$000
1,964
1,198
657
3,819
Inventories are stated at the lower of cost and net realisable value. Cost is determined using a weighted average method and includes expenditure
incurred in acquiring the inventories and bringing them to their existing location and condition. Net realisable value is the estimated selling price in
the ordinary course of business, less applicable variable selling expenses.
The Group assesses the likely residual value of inventory. Stock provisions are recognised for inventory which is expected to sell for less than cost and
also for the value of inventory likely to have been lost to the business through shrinkage since the date of the last applicable stocktake and balance
date. In recognising the provision for inventory, judgement has been applied by considering a range of factors including historical results, current
trends and specific product information from buyers.
Finished goods
Inventory adjustments
Net inventories
Period ended
31 January 2016
$000
84,550
(4,346)
80,204
Period ended
25 January 2015
$000
77,070
(3,563)
73,507
30
3. Operating Assets and Liabilities
For the 53 week period ended 31 January 2016
3.1.4 Trade and Other Payables
Trade and other payable amounts represent liabilities for goods and services provided to the Group prior to the end of a financial period,
which are unpaid.
Trade payables
Trade payables are recognised at the value of the invoice received from a supplier. The carrying value of trade payables is considered to approximate
fair value as the amounts are unsecured and are usually paid within 60 days of recognition.
Employee entitlements
Wages and salaries, annual leave and sick 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 other payables in respect of employees’ services up to the reporting date and 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 measured at the rates paid
or payable. The liability for employee entitlements is carried at the present value of the estimated future cash flows.
Bonus plans
A liability is recognised for bonuses payable to employees where a contractual obligation arises for an agreed level of payment dependent on both
company and individual performance criteria.
Long service leave
The liability for long service leave is recognised as a non-current liability and measured as the present value of expected future payments to be made in
respect of services provided by employees up to the reporting date using the projected unit credit method. Consideration is given to expected future wage
and salary levels, history of employee departure rates and periods of service. Expected future payments are discounted using market yields at the reporting
date on government bonds with terms to maturity that match, as closely as possible, the estimated future cash outflows.
Provisions
A provision is recognised if, as a result of a past event, the Group has a present legal or constructive obligation that can be estimated reliably, and it
is probable that an outflow of economic benefits will be required to settle the obligation.
Provisions relate to returns in relation to sales of goods directly imported by the Group and are expected to be fully utilised within the next
twelve months. Provisions relating to inventory, receivables and employee benefits have been treated as part of those specific balances.
There are no other provisions relating to these financial statements.
Trade payables
Employee entitlements
Other payables and accruals
Provisions
Total trade and other payables
Shown in balance sheet as:
Current liabilities
Non-current liabilities
Total trade and other payables
Period ended
31 January 2016
$000
36,788
11,476
15,556
154
63,974
63,261
713
63,974
Period ended
25 January 2015
$000
47,501
9,212
18,201
138
75,052
74,324
728
75,052
31
3. Operating Assets and Liabilities
For the 53 week period ended 31 January 2016
3.2 Held-for-Sale Assets
Held-for-sale assets are assets that are available for immediate sale in their present condition, subject only to normal sale terms, and for which there
is a high probability that they will be offered for sale or sold. The Group measures a held-for-sale asset at the lower of carrying value and fair value
less costs to sell.
Held-for-sale assets were:
Property
Period ended
31 January 2016
$000
5,375
Period ended
25 January 2015
$000
-
The only held-for-sale asset at balance date was a property in Hastings subject to a conditional sale and purchase agreement dated
19 November 2015 which became unconditional on 26 February 2016.
3.3 Property, Plant and Equipment
All property, plant and equipment is stated at historical cost less depreciation and any impairment adjustments. Historical cost includes expenditure
that is directly attributable to the acquisition of property, plant and equipment. Costs are included in an asset’s carrying amount or recognised as a
separate asset, as appropriate, only when it is probable that future economic benefits associated with an item will flow to the Group and the cost of
an item can be measured reliably.
Assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at each balance date.
An asset’s carrying amount is written down immediately to its recoverable amount if its carrying amount is greater than its estimated
recoverable amount.
Gains and losses on disposals of assets are determined by comparing proceeds with carrying amounts. These gains and losses are included in the
income statement.
Land is not depreciated. Depreciation on other assets is calculated using the straight-line method to allocate their cost, net of their estimated
residual values, over their estimated useful lives, as follows:
- Freehold buildings
- Plant and equipment
33 years
3 - 15 years
Property, plant and equipment is reviewed 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 an asset’s carrying amount exceeds its recoverable amount. The recoverable amount is
the higher of an asset’s fair value less costs to sell, or value in use.
The Group assesses whether there are indications, for example loss-making stores, for certain trigger events which may indicate that an impairment
in property, plant and equipment values exist at balance date.
32
3. Operating Assets and Liabilities
For the 53 week period ended 31 January 2016
At 26 January 2014
Cost
Accumulated depreciation
Accumulated impairment
Net book value
Period ended 25 January 2015
Opening net book value
Additions
Disposals
Depreciation charge
Closing net book value
At 25 January 2015
Cost
Accumulated depreciation
Accumulated impairment
Net book value
Period ended 31 January 2016
Opening net book value
Additions
Disposals
Reclassified as held-for-sale asset
Depreciation charge
Closing net book value
At 31 January 2016
Cost
Accumulated depreciation
Accumulated impairment
Net book value
Land and
Buildings
$000
42,033
(4,052)
-
Plant and
equipment
$000
77,054
(60,393)
(32)
37,981
16,629
37,981
7,615
-
(551)
45,045
49,648
(4,603)
-
45,045
45,045
6,582
-
(5,375)
(595)
45,657
49,187
(3,530)
-
45,657
16,629
4,015
(130)
(3,938)
16,576
77,738
(61,145)
(17)
16,576
16,576
5,515
(144)
-
(4,077)
17,870
79,034
(61,158)
(6)
17,870
Total
$000
119,087
(64,445)
(32)
54,610
54,610
11,630
(130)
(4,489)
61,621
127,386
(65,748)
(17)
61,621
61,621
12,097
(144)
(5,375)
(4,672)
63,527
128,221
(64,688)
(6)
63,527
Sale of property, plant and equipment
Loss on sale of property, plant and equipment
116
120
Period ended
31 January 2016
$000
Period ended
25 January 2015
$000
33
3. Operating Assets and Liabilities
For the 53 week period ended 31 January 2016
Capital commitments
Period ended
31 January 2016
$000
Period ended
25 January 2015
$000
Capital commitments in relation to property,
plant and equipment at balance date not provided
for in the financial statements
1,706
8,607
3.4 Intangible Assets
Intangible assets are non-physical assets used by the Group to operate the business. Software costs have a finite useful life. Software costs are
capitalised and amortised on a straight-line basis over the estimated useful economic life of 2 to 5 years.
Software is the only intangible asset recorded in the financial statements. All software has been acquired externally.
34
4. Investments
For the 53 week period ended 31 January 2016
This section explains how the Group records investments made in listed securities.
4.1 Available-for-Sale Financial Assets
Available-for-sale financial assets are investments that do not have fixed maturities and fixed or determinable payments, and that are intended to
be held for the medium to long-term.
Available-for-sale financial assets are initially recognised at fair value and are also subsequently carried at fair value. Changes in the fair value of
securities classified as available-for-sale are recognised in other comprehensive income. When securities classified as available-for-sale are sold or
impaired, the accumulated fair value adjustments recognised in equity are included in the income statement as ‘Gains and losses from investment
securities’. Dividends on available-for-sale equity instruments are recognised in the income statement as part of ‘Other operating income’ when the
right to receive the payment is established.
Between 17 June 2015 and 30 June 2015 Briscoe Group Limited acquired 40,095,432 shares in Kathmandu Holdings Limited for a value of
$68,682,734. The holding represents a 19.9% ownership in Kathmandu Holdings Limited. These shares are equity investments quoted in the
active market. As required by NZ IAS 39 they have been classified as available-for-sale financial assets. An adjustment was made at period end
to reflect the fair value of these shares as at 31 January 2016.1.
To determine if an available-for-sale financial asset is impaired, the Group evaluates the duration and extent to which the fair value of the asset is
less than its cost, and the financial health of and short-term outlook for the business (including factors such as industry and sector performance,
changes in technology, operational and financing cash flows, public disclosures by the business and published independent external analysis). While
the fair value of the Group’s available-for-sale financial assets was below acquisition cost as at 31 January 2016, the Group determined that there
was no objective evidence of an impairment that would require recognition in the consolidated income statement.
At 25 January 2015
Additions
Change in value credited to other reserves
At 31 January 2016
1. Fair value determined to be $1.52 per share as per NZX closing price of Kathmandu Holdings Limited as at 31 January 2016
$000
-
68,683
(7,738)
60,945
35
5. Financing and Capital Structure
For the 53 week period ended 31 January 2016
This section reports on the Group’s funding sources and capital structure, including its balance sheet liquidity and
access to capital markets.
5.1 Interest Bearing Liabilities
Borrowings are initially recognised at fair value, net of transaction costs incurred. Borrowings are subsequently measured at amortised cost.
Any difference between the proceeds (net of transaction costs) and the redemption amount is recognised in the income statement over the period
of the borrowings using the effective interest method. 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.
The Group has a facility agreement with the Bank of New Zealand for $100 million. Any drawdowns are repayable in full on expiry date of the
facility being 25 June 2016. Interest is payable based on the BKBM rate plus applicable margin. The facility is secured against the assets of the
Group and its subsidiaries. The facility is sufficiently flexible that the amounts can be drawn down and repaid to accommodate fluctuations in
operating cash flows within overall limits, without the need for prior approval of the bank. The maximum drawdown made under the facility
during the period was $52 million.
The covenants entered into by the Group require specified calculations of Group’s earnings before interest, tax, depreciation and amortisation
(EBITDA) plus lease rental costs to exceed total fixed charges (net interest expense and lease rental costs) at the end of each half during
the financial year. Similarly EBITDA must be no less than a specified proportion of total net debt at the end of each half. The Group was in
compliance with the covenants throughout the period.
There were no amounts repayable under the facility as at 31 January 2016.
Finance costs
Interest income
Interest expense
Other finance costs
Total finance costs
Period ended
31 January 2016
$000
(1,007)
524
126
(357)
Period ended
25 January 2015
$000
(1,773)
6
-
(1,767)
36
5. Financing and Capital Structure
For the 53 week period ended 31 January 2016
5.2 Financial Risk Management
The Group’s activities expose it to various financial risks including credit risk, liquidity risk and market risk (such as currency risk and cash
flow interest rate risk). The Group’s overall risk management programme seeks to minimise potential adverse effects on the Group’s financial
performance. The Group uses certain derivative financial instruments to hedge certain risk exposures.
5.2.1 Derivative Financial Instruments
Derivatives are recognised initially at fair value on the date a derivative contract is entered into and are subsequently re-measured to their fair value.
The method of recognising the resulting gain or loss depends on whether the derivative is designated as a hedging instrument, and if so, the nature
of the item being hedged. The Group designates certain derivatives as hedges of highly probable forecast transactions (cash flow hedges).
At the inception of a transaction the relationship between hedging instruments and hedged items, and the risk management objective and strategy
for undertaking various hedge transactions, are documented. An assessment is also documented, both at hedge inception and on an on-going
basis, of whether the derivatives that are used in hedging transactions have been and will continue to be effective in offsetting changes in fair values
or cash flows of hedged items.
Cash flow hedge
The effective portion of changes in the fair value of derivatives that are designated and qualify as cash flow hedges, is recognised in other
comprehensive income. The gain or loss relating to the ineffective portion is recognised immediately in the income statement.
Amounts accumulated in other comprehensive income are recycled in the income statement in the periods when the hedged item will affect
profit or loss (for instance when the forecast purchase that is hedged takes place). However, when a forecast transaction that is hedged results
in the recognition of a non-financial asset (for example, inventory) or a non-financial liability, the gains and losses previously deferred in other
comprehensive income are transferred from other comprehensive income and included in the measurement of the initial cost or carrying amount of
the asset or liability.
When a hedging instrument expires or is sold or terminated, or when a hedge no longer meets the criteria for hedge accounting, any cumulative
gain or loss existing in other comprehensive income at that time remains in other comprehensive income and is recognised when the forecast
transaction is ultimately recognised in the income statement. When a forecast transaction is no longer expected to occur, the cumulative gain or
loss that was reported in other comprehensive income is immediately transferred to the income statement.
Derivatives that do not qualify for hedge accounting
Certain derivative instruments do not qualify for hedge accounting. Changes in the fair value of these derivative instruments are recognised
immediately in the income statement.
5.2.2 Credit Risk
Credit risk refers to the risk of a counterparty failing to discharge an obligation. In the normal course of its business, Briscoe Group incurs
credit risk from trade receivables and transactions with financial institutions. The Group places its cash, short-term investments and
derivative financial instruments with only high-credit-rated, Board-approved financial institutions. Sales to retail customers are settled
predominantly in cash or by using major credit cards. Less than 1% of reported sales give rise to trade receivables. The Group holds no
collateral over its trade receivables.
5.2.3 Interest Rate Risk
The Group has no long-term interest-bearing liabilities but does have interest rate risk exposure from periodic short-term drawdowns of
established funding facilities and placements of short term deposits, as operating cash flows necessitate. The Group’s short to medium
term liquidity position is monitored daily and reported to the Board monthly. Surplus funds are placed on call or short-term deposit with
high-credit-rated, Board-approved financial institutions.
37
5. Financing and Capital Structure
For the 53 week period ended 31 January 2016
5.2.4 Liquidity Risk
Liquidity risk is the risk that an unforeseen event or miscalculation in the required liquidity level will result in the Group foregoing
investment opportunities or not being able to meet its obligations in a timely manner, and therefore gives rise to lower investment
income or to higher borrowing costs than otherwise. Prudent liquidity risk management includes maintaining sufficient cash, and
ensuring the availability of adequate amounts of funding from credit facilities.
The Group’s liquidity exposure is managed by ensuring sufficient levels of liquid assets and committed facilities are maintained based on
regular monitoring of a rolling 3-month daily cash requirement forecast. The Group’s liquidity position fluctuates throughout the year, being
strongest immediately after the end of year trading period. The months leading up to Christmas trading put the greatest strain on Group cash
flows due to the build-up of inventory as well as the interim dividend payment. The Group operates well within its available funding facilities.
The following table analyses the Group’s financial liabilities and gross-settled forward foreign exchange contracts into relevant maturity
groupings based on the remaining period from the balance sheet date to the contractual maturity date. The cash flow hedge ‘outflow’
amounts disclosed in the table are the contractual undiscounted cash flows liable for payment by the Group in relation to all forward
foreign exchange contracts in place at balance date. The cash flow hedge ‘inflow’ amounts represent the corresponding injection of
foreign currency back to the Group as a result of the gross settlement on those contracts, converted using the forward rate at balance
date. The carrying value shown is the net amount of derivative financial liabilities and assets as shown in the balance sheet. Changes in
the carrying value affect profit when the underlying inventory to which the derivatives relate, is sold.
Trade and other payables are shown at carrying value in the table. No discounting has been applied as the impact of discounting is not significant.
The cash flow hedges inflow amounts use the forward rate at balance date.
As at 31 January 2016
3 months or
less
$000
3 – 6
months
$000
6 – 9
months
$000
9 – 12
months
$000
Total
$000
Carrying
Value
$000
Trade and other payables
(63,261)
-
-
-
(63,261)
(63,261)
Forward foreign exchange contracts
Cash flow hedges:
- outflow
- inflow
- Net
As at 25 January 2015
(20,016)
(14,862)
22,300
2,284
14,690
(172)
(16,008)
16,305
297
(388)
(51,274)
389
1
53,684
2,410
2,410
3 months or
less
$000
3 – 6
months
$000
6 – 9
months
$000
9 – 12
months
$000
Total
$000
Carrying
Value
$000
Trade and other payables
(74,324)
-
-
-
(74,324)
(74,324)
Forward foreign exchange contracts
Cash flow hedges:
- outflow
- inflow
- Net
(17,898)
(9,790)
(3,495)
(2,108)
(33,291)
19,785
1,887
11,142
1,352
3,739
244
2,360
252
37,026
3,735
3,735
38
5. Financing and Capital Structure
For the 53 week period ended 31 January 2016
5.2.5 Market Risk
Foreign exchange risk
The Group is exposed to foreign exchange risk arising from currency exposures primarily to the US dollar, in respect of purchases of inventory
directly from overseas suppliers. (Refer also to note 3.1.1).
The Group’s foreign exchange risk is managed in accordance with Board-approved Group Treasury Risk Management Policies. The current policy
requires hedging of both committed and forecasted foreign currency payment levels across the current and subsequent three calendar quarters.
The policy is to cover 100% of committed purchases and lower levels of forecasted purchases depending on which quarter the forecasted
exposure relates to. Hedging is reviewed regularly and reported to the Board monthly.
The Group uses forward foreign exchange contracts and maintains short-term holdings of foreign currencies in foreign denominated currency
bank accounts, with major financial institutions only, to hedge its foreign exchange risk in anticipation of future purchases.
The following table shows the fair value of forward foreign exchange contracts held by the Group as derivative financial instruments at balance date:
Current assets
Forward foreign exchange contracts
Total current derivative financial instrument assets
Current liabilities
Forward foreign exchange contracts
Total current derivative financial instrument liabilities
Period ended
31 January 2016
$000
Period ended
25 January 2015
$000
2,620
2,620
210
210
3,736
3,736
1
1
The contracts are subject to an enforceable master netting arrangement, which allows for net settlement of the relevant assets and liabilities.
Forward foreign exchange contracts – cash flow hedges
Where forward foreign exchange contracts have been designated and tested as an effective hedge the portion of the gain or loss on the hedging
instrument that is determined to be an effective hedge is recognised directly in other comprehensive income. These gains or losses are released to
the income statement at various dates over the subsequent financial year as the inventory for which the hedge exists, is sold.
The fair value of these contracts is determined by using valuation techniques as they are not traded in an active market. The valuation techniques
maximise the use of observable market data where it is available and rely as little as possible on entity specific estimates. The fair value is
determined by mark-to-market valuations using forward exchange market rates at balance date. These derivatives have been determined to be
within level 2 (for the purposes on NZ IFRS 13) of the fair value hierarchy as all significant inputs required to ascertain their fair value
are observable.
Forward foreign exchange contracts are used for hedging committed or highly probable forecast purchases of inventory for the ensuing
financial year. The contracts are timed to mature when major shipments of inventory are scheduled to be dispatched and the liability settled.
The cash flows are expected to occur at various dates within one year from balance date.
39
5. Financing and Capital Structure
For the 53 week period ended 31 January 2016
At balance date these contracts are represented by assets of $2,619,904 (2015: $3,735,872) and liabilities of $210,400 (2015: $1,200)
and together are included in equity as part of the cash flow hedge reserve, net of deferred tax, as a net gain of $1,734,843 (2015: net gain
$2,688,964). The cash flow hedge reserve also consists of gains and losses, net of deferred tax, from foreign currencies used as hedges, as a
net gain of $76,406 (2015: net gain of $180,532), refer note 3.1.1. The total of these net gains and losses amount to a net gain of $1,811,249
(2015: net gain $2,869,496).
When forward foreign exchange contracts are not designated and tested as an effective hedge, the gain or loss on the forward foreign exchange
contract is recognised in the income statement.
At balance date there are no such contracts in place (2015: Nil).
5.2.6 Sensitivity Analysis
Based on historical movements and volatilities and review of current economic commentary the following movements are considered
reasonably possible over the next 12 month period:
• A shift of -10% / +10% (2015:-10% / +10%) in the NZD against the USD, from the year-end rate of 0.6482 (2015: 0.7438),
• A shift of -0.5% / +0.25% (2015: -0.5% / +0.5%) in market interest rates from the year-end weighted average deposit rate
of 2.50% (2015: 3.75%).
If these movements were to occur, the positive / (negative) impact on consolidated profit and consolidated equity for each category of
financial instrument held at balance date is presented below.
As at 31 January 2016
Interest rate
Foreign exchange rate
-0.5%
+0.25%
-10%
+10%
Profit
$000
Equity
$000
Profit
$000
Equity
$000
Profit
$000
Equity
$000
Profit
$000
Equity
$000
Carrying
amount
$000
Financial assets:
Cash and cash equivalents1.
Derivatives – designated as
cashflow hedges (Forward
foreign exchange contracts)2.
Financial liabilities:
Derivatives – designated as
cashflow hedges (Forward
foreign exchange contracts)2.
17,554
(54)
(54)
27
27
2,620
210
-
-
-
-
-
-
-
-
Total increase /(decrease)
(54)
(54)
27
27
-
-
-
-
97
3,532
1,061
4,690
-
-
-
-
(79)
(2,557)
(766)
(3,402)
Receivables and payables have not been included above as they are denominated in NZD and are non-interest bearing and therefore not
subject to market risk.
1. Cash and cash equivalents include deposits at call which are at floating interest rates. The sensitivity to a -0.5% / +0.25% movement
in interest rates is ($53,667) / $26,834.
2. Derivatives designated as cashflow hedges are foreign exchange contracts and foreign currencies used to hedge against the NZD:USD foreign
exchange risk arising from foreign denominated future purchases. Based on outputs from a derivative valuation model, a -10% / +10% shift in the
NZD:USD foreign exchange rate has an impact of $4,689,964 / ($3,402,413) on derivative and cash valuation. There is no profit and loss sensitivity as
the hedges are 100% effective.
40
5. Financing and Capital Structure
For the 53 week period ended 31 January 2016
As at 25 January 2015
Interest rate
Foreign exchange rate
-0.5%
+0.5%
-10%
+10%
Profit
$000
Equity
$000
Profit
$000
Equity
$000
Profit
$000
Equity
$000
Profit
$000
Equity
$000
Carrying
amount
$000
Financial assets:
Cash and cash equivalents1.
Derivatives – designated as
cashflow hedges (Forward
foreign exchange contracts)2.
Financial liabilities:
Derivatives – designated as.
cashflow hedges (Forward
foreign exchange contracts)2.
89,690
(323)
(323)
323
323
3,736
1
-
-
-
-
-
-
-
-
Total increase /(decrease)
(323)
(323)
323
323
-
-
-
-
225
3,176
31
3,432
-
-
-
-
(184)
(2,245)
(21)
(2,450)
Receivables and payables have not been included above as they are denominated in NZD and are non-interest bearing and therefore not
subject to market risk.
1. Cash and cash equivalents include deposits at call which are at floating interest rates. The sensitivity to a -0.5% / +0.5% movement in interest rates
is ($322,884) / $322,884.
2. Derivatives designated as cashflow hedges are foreign exchange contracts and foreign currencies used to hedge against the NZD:USD foreign
exchange risk arising from foreign denominated future purchases. Based on outputs from a derivative valuation model, a -10% / +10% shift in the
NZD:USD foreign exchange rate has an impact of $3,431,838 / ($2,450,321) on derivative and cash valuation. There is no profit and loss sensitivity
as the hedges are 100% effective.
5.3 Equity
5.3.1 Capital Risk Management
Capital is defined by the Group to be Total Equity as shown in the balance sheet.
The Group’s capital comprises contributed equity, reserves and retained earnings. The Group’s objective when managing capital is to achieve a
balance between maximising shareholder wealth and ensuring the Group is able to operate competitively with the flexibility to take advantage
of growth opportunities as they arise. In order to meet these objectives the Group may adjust the amount of dividend payments made to
shareholders and/or seek to raise capital through debt and/or equity. There are no specific banking or other arrangements which require the
Group to maintain specified equity levels.
5.3.2 Share Capital
Share capital comprises ordinary shares only. 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.
All shares on issue are fully paid. All ordinary shares rank equally with one vote attached to each fully paid ordinary share and have equal
dividend rights and no par value.
41
5. Financing and Capital Structure
For the 53 week period ended 31 January 2016
Contributed equity – ordinary shares
No. of authorised shares
Share capital
Period ended
31 January 2016
Shares
Period ended
25 January 2015
Shares
Period ended
31 January 2016
$000
Period ended
25 January 2015
$000
Opening ordinary shares
216,592,500
215,534,000
46,550
44,878
Issue of ordinary shares arising
from the exercise of options
1,005,000
1,058,500
1,6921.
1,6721.
Balance at end of period
217,597,500
216,592,500
48,242
46,550
1. When options are exercised the amount in the share options reserve relating to those options exercised, together with the exercise price paid by the
employee, is transferred to share capital. The amounts transferred for the 1,005,000 shares issued during the period ended 31 January 2016 were
$274,000 and $1,417,500 respectively (2015: $261,941 and $1,410,050 respectively for the 1,058,500 shares issued).
5.3.3 Dividends
Provision is made for the amount of any dividend declared on or before the balance date but not distributed at balance date.
Interim dividend for the period ended 31 January 2016
Final dividend for the period ended 25 January 2015
Interim dividend for the period ended 25 January 2015
Final dividend for the period ended 26 January 2014
Period ended
31 January 2016
Cents per share
Period ended
25 January 2015
Cents per share
Period ended
31 January 2016
$000
Period ended
25 January 2015
$000
6.00
8.50
-
-
14.50
-
-
5.50
8.00
13.50
13,040
18,435
-
-
31,475
-
-
11,887
17,280
29,167
All dividends paid were fully imputed (refer also to note 2.3.3 for imputation credits available for use in subsequent periods). Supplementary
dividends of $227,190 (2015: $188,983) were provided to shareholders not tax resident in New Zealand, for which the Group received a
Foreign Investor Tax Credit entitlement.
On 10 March 2016 the directors resolved to provide for a final dividend to be paid in respect of the year ended 31 January 2016. The dividend
will be paid at a rate of 9.50 cents per share for all shares on issue as at 24 March 2016, with full imputation credits attached.
5.3.4 Reserves and Retained Earnings
Cashflow hedge reserve
The hedging reserve is used to record gains and losses on a hedging instrument in a cash flow hedge that are recognised directly in other
comprehensive income, as described in the accounting policy in section 5.2. The amounts are recognised as profit and loss when the associated
hedged transaction affects profit and loss. (Refer also to the consolidated statement of changes in equity).
Share options reserve
The share options reserve is used to recognise the fair value of share options granted but not exercised, lapsed or forfeited. Amounts are
transferred to share capital when vested share options are exercised by an option holder (Refer also to the consolidated statement of changes
in equity, and note 6.2).
Other reserves
Other reserves represents the adjustment made at balance date to reflect the fair value of the investment in Kathmandu Holdings Limited
which has been classified as available-for-sale financial assets in these financial statements (Refer also to the consolidated statement of
changes in equity and note 4.1).
42
6. Other Notes
For the 53 week period ended 31 January 2016
6.1 Related Party Transactions
6.1.1 Parent and Ultimate Controlling Party
Briscoe Group Limited is the immediate parent, ultimate parent and controlling party for all companies in the Group.
During the period the Company advanced and repaid loans to its subsidiaries by way of internal current accounts. In presenting the
financial statements of the Group, the effect of transactions and balances between fellow subsidiaries and those with the Company have
been eliminated. No interest is charged on internal current accounts. Except for the transactions detailed below to purchase shares from RA
Duke Limited and Kein Geld (NZ) Limited (entities associated with RA Duke), all transactions with related parties were in the normal course
of business. All transactions were provided on normal commercial terms.
The Group undertook transactions with the following related parties as detailed below:
• The RA Duke Trust, of which RA Duke and AJ Wall are trustees, as owner of the Rebel Sport premises at Panmure, Auckland, received
rental payments of $616,000 (2015: $610,000) from the Group, under an agreement to lease premises to The Sports Authority Limited
(trading as Rebel Sport).
• The RA Duke Trust received dividends of $24,593,170 (2015: $22,822,224).
• Of the 40,095,432 shares Briscoe Group Limited acquired in Kathmandu Holdings Limited, 10,053,487 shares were acquired from
RA Duke Limited and Kein Geld (NZ) Limited for $14,651,077, including brokerage fees of $43,844. (Six million of those shares were
originally acquired by RA Duke Limited and Kein Geld (NZ) Limited in their own right and the remainder were acquired for Briscoe Group
Limited by Kein Geld (NZ) Limited as agent and bare trustee for Briscoe Group Limited).
• RA Duke Limited received interest of $89,292 in relation to the amounts advanced to Briscoe Group Limited in relation to the transfer of
shares in Kathmandu Holdings Limited.
• P Duke, spouse of the Managing Director, received payments of $65,000 (2015: $65,000) in relation to her employment as an overseas
buying specialist with Briscoe Group Limited, and rental payments of $716,500 (2015: $751,622) as owner of the Briscoes Homeware
premises at Panmure, Auckland under an agreement to lease premises to Briscoes (NZ) Limited.
• SH Johnstone received a payment of $10,000 (2015: Nil) for services provided to the Group in relation to the Kathmandu takeover offer.
Material amounts outstanding between the Company and subsidiaries at year end were:
•
•
Loan from the Company to Briscoes (NZ) Limited $948,147 (2015: Loan to the Company $7,441,000).
Loan to the Company from The Sports Authority Limited (trading as Rebel Sport) $15,105,431 (2015: Loan from the Company $506,000)
6.1.2 Key Management Personnel
Key management includes the directors of the Company and those employees who the Company has deemed to have disclosure
obligations under subpart 6 of the Financial Markets Conduct Act 2013, namely the Chief Financial Officer, the Chief Operating Officer
and the General Manager Human Resources.
Key management compensation was as follows:
Salaries and other short term employee benefits
Share options benefit
Directors’ fees
Total benefits
Period ended
31 January 2016
$000
3,100
140
274
3,514
Period ended
25 January 2015
$000
3,020
143
218
3,381
Key management did not receive any termination benefits during the period (2015: Nil). In addition key management did not receive and
are not entitled to receive any post-employment or long term benefits (2015: Nil).
43
6. Other Notes
For the 53 week period ended 31 January 2016
6.1.3 Directors’ Fees and Dividends
Directors received directors’ fees and dividends in relation to their personally held shares as detailed below:
Executive Director
RA Duke
AJ Wall
Non-Executive Directors
SH Johnstone
RPO’L Meo
MM Devine
Period ended
31 January 2016
Period ended
25 January 2015
Directors’ fees
$000
Dividends
$000
Directors’ fees
$000
Dividends
$000
-
-
85
115
74
274
-
32
146
-
4
182
-
-
65
95
58
218
-
30
135
-
2
167
The following directors received dividends in relation to their non-beneficially held shares as detailed below:
Executive Director
RA Duke1.
AJ Wall1.,2.
Non-Executive Directors
SH Johnstone
RPO’L Meo
MM Devine
Period ended
31 January 2016
$000
Period ended
25 January 2015
$000
24,593
24,771
-
15
-
22,822
22,988
-
14
-
1. The RA Duke Trust, of which RA Duke and AJ Wall are trustees, received dividends of $24,593,170 during the period (2015: $22,822,224)
2. The Tunusa Trust, of which AJ Wall is a trustee, received dividends of $178,350 during the period (2015: $166,050).
44
6. Other Notes
For the 53 week period ended 31 January 2016
6.2 Executive Share Options
Equity-settled, share-based compensation
The Executive Share Option Plan allows Group employees to be granted options to acquire shares of the Company. The fair value of options
granted is recognised as an employee expense in the income statement with a corresponding increase in the share options reserve. The fair
value is measured at grant date and spread over the vesting periods. The fair value of the options granted is measured using the Black Scholes
valuation model, taking into account the terms and conditions upon which the options are granted. When options are exercised the amount
in the share options reserve relating to those options, together with the exercise price paid by an employee, is transferred to share capital.
On 25 July 2003 the Board approved an Executive Share Option Plan to issue options to selected senior executives and, subject to
shareholder approval, to Executive Directors. Options may be exercised in part or in full by the holder three years after the date of issue,
and lapse after four years if not exercised. Each option entitles the holder to one ordinary share in the capital of the Company. The
exercise price is determined by the Board but is generally set by reference to the weighted average market price of ordinary shares in the
Company for the period of five business days before and five business days after, as the Board in its discretion sees fit, either:
(a) the date on which allocations are decided by the Board; or
(b) the date on which allocations are made.
Payment must be made in full for all options exercised within 5 days of the date they are exercised.
During the financial year the Company issued 1,700,000 options (2015: 1,660,000) to senior executives.
The fair value of these options is estimated at $585,820 (2015: $606,564) under the Black Scholes valuation model using the following
inputs and assumptions:
Risk free interest rate
Expected dividend yield
Expected life (years)
Share price at grant date
Exercise price
Expected share volatility
2.72%
5.24%
3.84
$2.86
$2.75
21.70%
(2015: 3.80%)
(2015: 5.28%)
(2015: 3.65)
(2015: $2.70)
(2015: $2.64)
(2015: 23.90%)
The expected share volatility is derived by analysing the historic volatility over a recent historical period similar to the term of the options.
The estimated fair value for each tranche of options issued is amortised over the vesting period of three years, from the grant date. The
Company has recognised a compensatory expense in the income statement of $582,298 (2015: $573,440) which represents this amortisation.
Movements in the number of share options outstanding and their related weighted average exercise prices are as follows:
Period ended
31 January 2016
Period ended
25 January 2015
Average
exercise price
$ per share
2.09
2.75
2.24
1.41
1.38
2.41
Options
000
5,476
1,700
(142)
(1,005)
(102)
Average
exercise price
$ per share
1.74
2.64
1.92
1.33
1.30
Options
000
4,997
1,660
(75)
(1,059)
(47)
5,927
2.09
5,476
Balance at beginning of year
Issued
Forfeited
Exercised
Lapsed
Balance at end of year
Weighted average share price for options exercised during the period $2.88 (2015: $2.65).
Of the 5,927,000 outstanding options at balance date (2015: 5,476,000), 1,165,000 were exercisable (2015: 927,000).
45
6. Other Notes
For the 53 week period ended 31 January 2016
Share options outstanding at the end of the year have the following expiry dates, exercise dates and exercise prices:
Expiry month
Exercise month
Exercise price
October 2015
October 2014
October 2016
October 2015
October 2017
October 2016
July 2018
July 2017
November 2019
November 2018
Total share options outstanding
$1.55
$2.43
$2.64
$2.75
Period ended
31 January 2016
000
Period ended
25 January 2015
000
-
927
1,165
1,447
1,615
1,700
5,927
1,387
1,502
1,660
-
5,476
The weighted average remaining contractual life of options outstanding at the end of the period was 2.27 years (2015: 2.32)
Share options reserve
Balance at beginning of year
Current year amortisation
Options forfeited and lapsed transferred to retained earnings
Options exercised transferred to share capital
Balance at end of year
Period ended
31 January 2016
$000
Period ended
25 January 2015
$000
1,058
582
(75)
(274)
1,291
785
573
(38)
(262)
1,058
Since balance date and up to the date of these financial statements a further 30,000 ordinary shares have been issued under the
Executive Share Option Plan as a result of executives exercising share options.
6.3 Contingent Liabilities
There were no contingent liabilities as at 31 January 2016 (2015: Nil).
6.4 Events After Balance Date
On 10 March 2016 the directors resolved to provide for a final dividend to be paid in respect of the year ended 31 January 2016. The dividend
will be paid at a rate of 9.50 cents per share for all shares on issue as at 24 March 2016, with full imputation credits attached. (Note 5.3.3)
Since balance date and up to the date of these financial statements a further 30,000 ordinary shares have been issued under the Executive
Share Option Plan as a result of executives exercising share options. (Note 6.2)
On 26 February 2016 the sale and purchase agreement for the sale of Group owned property at Hastings became unconditional. This property
is classified in these financial statements as held-for-sale assets. Final settlement is expected to be completed by the end of 2016. (Note 3.2)
46
6. Other Notes
For the 53 week period ended 31 January 2016
6.5 New Accounting Standards
There were no new standards or amendments to standards applied during the period.
Certain new standards, amendments and interpretations of existing standards have been published that are mandatory for later periods and
which the Group has not early adopted. These will be applied by the Group in the mandatory periods listed below. The key items applicable to
the Group are:
• NZ IFRS 9: Financial Instruments (effective from annual periods beginning on or after 1 January 2018)
This standard addresses the classification, measurement and recognition of financial assets and liabilities. It replaces the guidance
in NZ IAS 39 Financial Instruments: Recognition and Measurement that relates to the classification and measurement of financial
instruments. It retains but simplifies the mixed measurement model and establishes three primary measurement categories for
financial assets; amortised cost, fair value through other comprehensive income and fair value through profit or loss. The basis
of classification depends on the entity’s business model and the contractual cash flow characteristics of the financial asset.
Investments in equity are required to be measured at fair value through profit or loss with the irrecoverable option at inception to
present changes in fair value in other comprehensive income not recycling. There is now a new expected credit losses model that
replaces the incurred loss impairment model used in NZ IAS39.
For financial liabilities there were no changes to classification and measurement except for the recognition of changes in own credit
risk in other comprehensive income, for liabilities designated at fair value through profit or loss. NZ IFRS 9 relaxes the requirements
for hedge effectiveness by replacing the bright line hedge effectiveness tests. It requires an economic relationship between the
hedged item and hedging instrument and for the ‘hedged ratio’ to be the same as the one actually used for risk management
purposes. Contemporaneous documentation is still required but is different to that currently prepared under NZ IAS 39.
The Group intends to apply this standard in the 2018/19 financial year and is yet to assess its full impact.
• NZ IFRS 15: Revenue from contracts with customers (effective from annual periods beginning on or after 1 January 2017)
This standard addresses recognition of revenue and establishes principles for reporting useful information to users of financial
statements about the nature, amount, timing and uncertainty of revenue and cash flows arising from an entity’s contracts with
customers. Revenue is recognised when a customer obtains control of a good or service and thus has the ability to direct the use
and obtain the benefits from the good or service. It replaces the current revenue recognition guidance in NZ IAS 18 Revenue and
NZ IAS 11 Construction Contracts. The standard is not expected to materially impact the Group.
• NZ IFRS 16: Leases (effective from annual periods beginning on or after 1 January 2019)
This standard replaces the current guidance in NZ IAS 17. Under NZ IFRS 16, a contract is, or contains, a lease if the contract
conveys the right to control the use of an identified asset for a period of time in exchange for consideration. Under NZ IAS 17,
a lessee was required to make a distinction between a finance lease (on balance sheet) and an operating lease (off balance sheet).
NZ IFRS 16 now requires a lessee to recognise a lease liability reflecting future lease payments and a ‘right-of-use asset’ for
virtually all lease contracts.
The Group currently intends to adopt NZ IFRS 16 on its effective date and has yet to assess its full impact.
47
Independent Auditors’ Report
to the shareholders of Briscoe Group Limited
Report on the Consolidated Financial Statements
We have audited the consolidated financial statements of Briscoe Group Limited (“the Company”) on
pages (cid:20)(cid:24) to (cid:23)(cid:26), which comprise the consolidated balance sheet as at 31 January 2016, the consolidated(cid:3)
income statement, the consolidated statement of comprehensive income, the consolidated statement
of changes in equity and the consolidated statement of cash flows for the period then ended, and the
notes to the financial statements that include significant accounting policies and other explanatory
information for the Group. The Group comprises the Company and the entities it controlled at
31 January 2016 during the financial period.
Directors’ Responsibility for the Consolidated Financial Statements
The Directors are responsible on behalf of the Company for the preparation and fair presentation of
these consolidated financial statements in accordance with New Zealand Equivalents to International
Financial Reporting Standards and International Financial Reporting Standards and for such internal
controls as the Directors determine are necessary to enable the preparation of consolidated financial
statements that are free from material misstatement, whether due to fraud or error.
Auditors’ Responsibility
Our responsibility is to express an opinion on these consolidated financial statements based on our
audit. We conducted our audit in accordance with International Standards on Auditing (New
Zealand). These standards require that we comply with relevant ethical requirements and plan and
perform the audit to obtain reasonable assurance about whether the consolidated financial statements
are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures
in the consolidated financial statements. The procedures selected depend on the auditors’ judgement,
including the assessment of the risks of material misstatement of the consolidated financial
statements, whether due to fraud or error. In making those risk assessments, the auditors consider the
internal controls relevant to the Company’s preparation and fair presentation of the consolidated
financial statements in order to design audit procedures that are appropriate in the circumstances, but
not for the purpose of expressing an opinion on the effectiveness of the Company’s internal control.
An audit also includes evaluating the appropriateness of accounting policies used and the
reasonableness of accounting estimates, as well as evaluating the overall presentation of the
consolidated financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for
our audit opinion.
We are independent of the Group. Our firm carries out other services for the Group from time to time
in the areas of taxation advice and remuneration benchmarking services. The provision of these other
services has not impaired our independence.
PricewaterhouseCoopers, 188 Quay Street, Private Bag 92162, Auckland 1142, New Zealand
T: +64 (9) 355 8000, F: +64 (9) 355 8001, www.pwc.com/nz
48
Independent Auditors’ Report
Briscoe Group Limited
Opinion
In our opinion, the consolidated financial statements on pages (cid:20)(cid:24) to (cid:23)(cid:26) present fairly, in all material(cid:3)
respects, the financial position of the Group as at 31 January 2016, and its financial performance and
cash flows for the period then ended in accordance with New Zealand Equivalents to International
Financial Reporting Standards and International Financial Reporting Standards.
Restriction on Use of our Report
This report is made solely to the Company’s shareholders, as a body, in accordance with the
Companies Act 1993. Our audit work has been undertaken so that we might state those matters which
we are required to state to them in an auditors’ report and for no other purpose. To the fullest extent
permitted by law, we do not accept or assume responsibility to anyone other than the Company and
the Company’s shareholders, as a body, for our audit work, for this report or for the opinions we have
formed.
Chartered Accountants
10 March 2016
Auckland
49
Corporate Governance
Corporate Governance
Role of the Board
The Board of Directors (“the Board”) of Briscoe Group Limited (“the
Company”) is elected by shareholders to oversee the management
of the Company and its subsidiaries and to direct performance in
the long term best interests of the Company and its shareholders.
The focus of the Board is the creation of company and shareholder
value and ensuring the Company is managed in accordance with best
practice. Corporate governance is regularly reviewed and updated in
accordance with good business practice.
The principal responsibilities of the Board are to:
• establish the Company’s objectives and review the major
strategies for achieving these objectives;
• establish an overall policy framework within which the Company
conducts its business;
• review the Company’s performance including approval of and
monitoring against budget;
• ensure that Group financial statements are prepared and
presented to give a true and fair view of the Group’s financial
position, financial performance and cash flows;
• review performance of senior executives against approved
objectives and key performance indicators;
• ensure effective policies and procedures are in place to safeguard
the integrity of the Company’s financial reporting;
• ensure that any significant risks facing the Company are identified
and that appropriate risk management programmes are in place to
control and report on these risks;
• ensure that the Group operates in accordance with New Zealand
laws, regulations, the Rules (including the continuous disclosure
regime), professional standards and contractual obligations; and
• report to shareholders and other key stakeholders.
The Board has delegated day-to-day management of the
Company to the Group Managing Director and other executives
of the Company. Operational and administrative policies relevant
to the Company’s business are in place and the Company has an
internal audit system for monitoring the Company’s operational
policies and practices.
50
The Chairman, Managing Director and Deputy Managing Director
determine the agenda for Board meetings. On a monthly basis, the
Board receives operational reports summarising the Company’s
activities including key performance indicators. In addition, the
Board receives regular briefings from the management team on
key strategic and performance issues either as part of regular Board
meetings or in specific briefing sessions.
Board Membership
The Company’s constitution sets out policies and procedures on the
operation of the Board including the appointment and removal of
directors. The NZX Main Board Listing Rules (the “Rules”) and the
Company’s constitution provide that a minimum of three directors is
required, of whom at least two must be independent. Currently the
Board comprises five directors, being an independent Non-Executive
Chairman, the Group Managing Director, the Deputy Managing
Director and two independent Non-Executive Directors.
The Board acknowledges the importance of independent directors in
ensuring an optimal balance between Board members who are able
to bring a wide range of business experience and skills and those with
direct company knowledge and operational responsibility.
Under the constitution, one third of directors must retire by
rotation at the annual meeting each year but, if eligible, may offer
themselves for re-election. The Group Managing Director, in his
capacity as an Executive Director, is exempt from the requirement
to retire by rotation.
Pursuant to Rule 3.3.5, the Company is required to make an
announcement to the market advising the closing date for director
nominations. That announcement must be no less than 10 business
days prior to the closing date and the closing date must be not more
than two months prior to the annual meeting.
The Board undertakes to meet at least ten times during the
financial year. For the year ending 31 January 2016 the Board met
twelve times.
Profiles of the current directors appear on page 54 of this report.
Board Review
The Board annually reviews its performance, and that of Board
committees, to ensure that the Board and its committees are
performing satisfactorily and meeting their respective objectives.
In addition, the performance of individual directors is also subject to
review with a particular emphasis on those Board members who are
due to retire by rotation and wish to seek re-election. The review
process also assists with the process of identifying the training needs,
if any, of Board members to ensure that they remain current on how
to best perform their duties as a director.
Board Committees
There are two formally constituted committees to provide specific
input and guidance to particular areas of corporate governance; the
Audit Committee and the Human Resources Committee.
The committees meet as required and operate under specific charters
which are reviewed and approved by the Board annually, setting
out committees’ roles and responsibilities. In order to fulfil its
responsibilities, each committee is empowered to seek any information
it requires from employees and to obtain such independent legal or
other professional advice it may deem necessary. The proceedings
of the committees are reported to the Board. These charters are
published on our website at www.briscoegroup.co.nz.
Audit Committee
The Audit Committee comprises three independent directors – Stuart
Johnstone (Chairman), Dame Rosanne Meo and Mary Devine, as
well as the Group Managing Director, Rod Duke. The Committee
assists the Board in fulfilling its responsibilities for Company financial
statements and external financial reporting. The Group Managing
Director is a member of the Committee to provide operational
insight to assist the Committee.
The Audit Committee is responsible to the Board for reviewing the
Company’s accounting policies and financial statements, promoting
integrity in financial reporting, reviewing the adequacy and
effectiveness of the Company’s internal controls and recommending
the appointment of, as well as reviewing the performance and
recommendations of the external auditors. In turn, the Company’s
management team makes representations to the Audit Committee
and the Board, as to the completeness and accuracy of the
Company’s financial statements.
The Audit Committee is responsible for determining whether
potential engagements of the auditors are appropriate in the context
of seeking to prevent audit independence from being impaired (or
being seen to be impaired).
The Chief Financial Officer is responsible for the Company’s day-to-
day relationship with the auditors, including for ensuring that the
Company’s business divisions provide the auditors with timely and
accurate information and full access to the Company’s records. In
addition, the auditors are able to communicate directly with the
chairman of the Audit Committee at any time.
51
Human Resources Committee
The Human Resources Committee comprises three independent
directors – Dame Rosanne Meo (Chairman), Mary Devine and Stuart
Johnstone, as well as the Group Managing Director, Rod Duke.
The Human Resources Committee is responsible for ensuring the
Company has a sound employment policy framework, that there
is an effective and stimulating workplace and that there is an
environment within which management talent and potential can be
identified, assessed and developed.
Nominations and Governance
Briscoe Group does not have a formally constituted Nominations and
Governance Committee. The Board views the responsibilities usually
associated with this committee as a collective responsibility and
those matters are included as part of its primary role of overseeing
the management and performance of the Company. Each director
undertakes to ensure they have the necessary time and resources
required to enable them to meet the responsibilities associated with
their directorship. Specific requirements of governance are addressed
at Board meetings during the course of the year. These specific
requirements include ensuring the Board contains an appropriate
mix of skills and experience, making recommendations to the Board
on new directors for nomination, determining the independence
of directors, and ensuring the Company maintains a high level of
corporate governance. Directors may seek their own independent
advice to assist with their responsibilities.
Board Remuneration
Shareholders are asked to approve the level of directors’ fees from
time to time. In keeping with its views in relation to nominations,
rather than have a separate Remuneration Committee (governed by
a charter), the Board as a whole takes responsibility for monitoring
developments in the New Zealand market and recommending
remuneration packages for directors to the Company’s shareholders.
Fees are established to be in line with those of New Zealand based
organisations of a similar scope and size to the Company.
Diversity
A breakdown of the gender composition of directors and officers
as at the Company’s balance date, including comparative figures, is
shown below:
31 January 2016
25 January 2015
Female
Male
Female
Male
Directors
Officers1.,2.
2
-
3
3
2
1
3
2
1. Excludes Managing Director and Deputy Managing Director (included in
breakdown of directors).
2. Officers is defined as the members of the senior management team,
who report either directly to the Board or to the Group Managing
Director.
The Company does not have a formal diversity policy.
Code of Conduct
The Board has adopted a corporate Code of Conduct, available
on our website www.briscoegroup.co.nz. The Code of Conduct
defines the levels of ethical business practice expected of the
Board and within the Company (including employees and
contractors). The Company ensures that all new employees are
aware of the Code of Conduct and are provided with relevant
training. In addition, the Code of Conduct addresses compliance
standards and procedures, provides mechanisms for reporting
unethical behaviour and ensures that disciplinary measures are
available to address any violations. It covers:
• Conflicts of interest;
• Confidentiality;
• Payments, gifts and entertainment;
• Trading in company securities;
• Workplace principles;
• Use of company information and assets;
• Obligations to act honestly and in the best interests of the
Company as required by law;
• Delegation of authority;
• Accuracy of records;
• Compliance with any applicable laws, regulations and rules; and
• Fair dealing with customers, employees, suppliers and competitors.
The Board is responsible for reviewing the Code of Conduct and
adherence to it.
Risk Management
As an integral part of its role of overseeing the management of the
Company and its subsidiaries, the Board approves the Company’s risk
management policies and receives regular reports to monitor the
Company’s risk management performance relative to these policies,
with particular emphasis on:
•
•
•
•
Operational Risks: risks associated with the Company’s
normal business operations, including normal day-to-day
exposures relating to customers, stores, employees, systems,
suppliers and regulatory bodies;
Funding Risks: risks associated with the funding of the
Company’s operations, including exposures relating to
investment of surplus cash, and to interest rate and exchange
movements;
Environmental Risks: risks associated with the
environment in which the Company operates that are
outside the Company’s control, including exposures to
natural disasters and to changes in social trends, economic
conditions and customer preferences; and
Strategic Risks: risks associated with Company initiatives
that are outside the normal course of business, including
exposures relating to initiatives to expand into new brands,
markets, regions and business activities, and to adopt new
systems.
52
Board and Committee Composition as at 31 January 2016
Director
Classification
Committee membership
Audit committee
Human Resources committee
Dame Rosanne Meo
Rod Duke
Stuart Johnstone
Mary Devine
Alaister Wall
Independent (Chair)
Executive
Independent
Independent
Executive
Member
Member
Chair
Member
-
Chair
Member
Member
Member
-
NZX Corporate Governance Best Practice Code
The Company’s corporate governance practices conform with the
guidelines set down in the NZX Corporate Governance Best Practice
Code in almost all respects. The areas in which the Company’s
practices depart from that Code are confined to the absence of
specific training requirements for directors, the inclusion of the
Group Managing Director on the Audit Committee, the lack of a
Nominations Committee and a Remuneration Committee, and
the absence of director remuneration by means of a performance-
based equity remuneration plan. The Board as a whole takes
responsibility for monitoring developments in the New Zealand
market and recommending remuneration packages for directors to
the Company’s shareholders rather than delegating this function to a
Remuneration Committee pursuant to a written charter.
Independent Directors
Under Rule 3.3.2, a listed company must identify which of its
directors are determined by the Board to be independent.
Rule 10.4.5(l) requires the annual report to include a statement as to
which of its directors are Independent Directors and which are not
Independent Directors as at the balance date.
The board and committee memberships as at the balance date
are detailed above together with the independence classification
as determined by the Board, in accordance with the Rules. As a
relatively small board, there is a clear understanding of the required
roles and expectations of the Independent Directors.
Trading in Briscoe Group Securities
The Company has adopted a formal procedure governing the
sale and purchase of the Company’s quoted financial products by
directors and employees. All directors and employees must act
in accordance with this procedure and the requirements of the
Financial Markets Conduct Act 2013.
The procedure requires employees to obtain the written consent of
a director, or in the case of a director, of the Chairman of the Board,
prior to trading in the Company’s shares. Generally, this consent will
only be given in respect of trading in the 60 day period following the
announcement of the Company’s half year and annual results.
Effective Communication
The Board places great importance on effective communications
to the Company’s shareholders and employees and the market
generally. The Company has internal procedures in place to ensure
that key financial and material information is communicated to the
market in a clear and timely manner. In addition to its disclosure
obligations under the Rules (including making the required release of
annual and half-yearly results), the Company makes quarterly sales
releases. This information is made available to the NZX and also to
a variety of media, including by means of the Company’s website.
The Company regularly reviews its practices to ensure it clearly
communicates its goals, strategies and performance.
The Board encourages shareholder attendance at the Company’s
annual meeting and welcomes shareholder debate on all matters of
significance affecting the Company and its business.
53
General Disclosures
Board of Directors
Dame Rosanne Meo, OBE: Chairman (Non-Executive)
Chairman of AMP Staff Superannuation and The Real Estate Institute
of New Zealand. Director of Overland Footwear Limited and Rosanne
Meo & Associates Limited.
Rod Duke: Group Managing Director and Deputy Chairman
Group Managing Director since 1991. Director of Kein Geld (NZ)
Limited, RA Duke Limited and RD Golf Investments Limited.
Alaister Wall: Deputy Managing Director
Executive of Group since 1982. Director of Kein Geld (NZ) Limited,
RA Duke Limited and RD Golf Investments Limited.
Stuart Johnstone: Director (Non-Executive)
Investment banker and company director.
The Sports Authority Limited, (trading as Rebel Sport), New Zealand’s
largest retailer of most leading brands of sporting goods.
The subsidiaries are 100% owned by Briscoe Group Limited.
There were no changes in company structure during the year.
Review of Operations
A. Results for the 53 Week Period Ended 31 January 2016
Sales Revenue
Profit Before Income Tax
Income Tax
Profit After Income Tax
$000
552,892
66,292
(19,155)
47,137
Mary Devine, ONZM, BCom, MBA: Director
(Non-Executive)
Professional Non-Executive Director and corporate adviser.
Director of Meridian Energy Limited, Meridian LTI Trustee Limited,
IAG New Zealand Limited, IAG (NZ) Holdings Limited, Lumley
General Insurance (NZ) Limited, AMI Insurance Limited, Crossing CBD
Limited, Top Retail Limited and Devine Consultancy (2014) Limited.
B. Dividends
Subsequent to balance date, the directors have declared a final
dividend of 9.50 cents per share payable 31 March 2016. Non-resident
shareholders of the Group will also receive a supplementary dividend
of 1.6765 cents per share. Dividends are fully imputed to New Zealand
resident shareholders.
Subsidiary Companies
Directors
Rod Duke and Alaister Wall are directors of the following subsidiaries:
Briscoes (NZ) Limited, The Sports Authority Limited (trading as
Rebel Sport), Rebel Sport Limited, Living and Giving Limited. Stuart
Johnstone is a director of The Sports Authority Limited.
A. Remuneration and all other benefits relating to the
53 week period ending 31 January 2016 ($000)
Non-Executive Directors
RPO’L Meo
SH Johnstone
MM Devine
Executive Directors
RA Duke (Managing Director)
AJ Wall (Deputy Managing Director)
Executive Directors do not receive directors’ fees
115
85
74
972
465
Financial Statements
The consolidated financial statements of the Group for the 53 week
period ended 31 January 2016 are shown on pages 12 to 47 in
this report.
Changes in Accounting Policies
In preparing these financial statements the accounting policies
outlined in the financial statements have been applied. There were
no significant changes in accounting policies during the year.
Principal Activities of the Group
Briscoe Group Limited is a non-trading holding company, but
provides management services to its subsidiaries.
The principal trading subsidiaries are Briscoes (New Zealand) Limited,
a specialist homeware retailer selling leading branded products, and
54
B. Shareholdings
Beneficially Held
As at 18 March 2016
SH Johnstone
AJ Wall
MM Devine
1,005,000
220,000
30,000
Non-Beneficially Held
As at 18 March 2016
RA Duke and AJ Wall each as Trustees
of the RA Duke Trust
AJ Wall*
RPO’L Meo
169,860,315
1,230,000
100,000
* Other than in relation to the RA Duke Trust.
For further details refer to Substantial Product Holders information
on page 56 of this report
C. Share dealings
During the 53 week period ended 31 January 2016 the following
directors acquired shares in the Company:
R A Duke and A J Wall each as trustees of the R A Duke Trust:
Date of Transaction
7 April 2015
29 April 2015
30 April 2015
1 May 2015
11 November 2015
Number of
shares acquired
Consideration
301,000
$842,800
5,000
24,990
15,000
50,000
$14,150
$67,974
$42,450
$137,500
D. Interests in contracts
During the year the following directors have declared pursuant to
Section 140 (1) of the Companies Act 1993 that they be regarded as
having an interest in the following transactions:
•
•
•
•
Payment of rental of $616,000 (2015: $610,000) on the
retail property of which the RA Duke Trust is the owner.
(Refer to note 6.1.1 of the financial statements).
Briscoe Group Limited acquired 10,053,487 shares in
Kathmandu Holdings Limited from RA Duke Limited and
Kein Geld (NZ) Limited (entities associated with RA Duke)
for $14,651,077 including brokerage fees of $43,844.
RA Duke Limited received interest of $89,292 in relation to
amounts advanced to Briscoes Group Limited in relation to
the transfer of shares in Kathmandu Holdings Limited.
SH Johnstone received a payment of $10,000 for services
provided to Briscoes Group Limited in relation to the
Kathmandu takeover offer.
E. Directors’ Insurance
As provided by the Group’s Constitution and in accordance with
Section 162 of the Companies Act 1993 the Group has arranged
Directors’ and Officers’ Liability Insurance which ensures directors
will incur no monetary loss as a result of actions undertaken by them
as directors provided they act within the law.
F. Directors’ and Officers’ use of Company Information
During the period the Board received no notices pursuant to
Section 145 of the Companies Act 1993 relating to use of Company
information.
State of Affairs
The directors are of the opinion that the state of affairs of the Group
is satisfactory. Details of the period under review are included in the
Chairman’s Review, the Managing Director’s Review of Operations
and the audited financial statements.
Employee Remuneration
The number of employees within the Group (other than directors)
receiving remuneration and benefits above $100,000, relating to
the 53 week period ending 31 January 2016, are indicated in the
following table:
Number of Employees
$100,000 – 109,999
$110,000 – 119,999
$120,000 – 129,999
$130,000 – 139,999
$140,000 – 149,999
$150,000 – 159,999
$160,000 – 169,999
$170,000 – 179,999
$180,000 – 189,999
$190,000 – 199,999
$200,000 – 209,999
$210,000 – 219,999
$220,000 – 229,999
$230,000 – 239,999
$240,000 – 249,999
$250,000 – 259,999
$280,000 – 289,999
$290,000 – 299,999
$300,000 – 309,999
$410,000 – 419,999
$440,000 – 449,999
$450,000 – 459,999
$720,000 – 729,999
$750,000 – 759,999
5
10
8
5
7
5
4
2
4
1
2
3
1
1
1
1
1
1
1
1
1
1
1
1
55
Remuneration to Auditors
The fee for the audit of the Group and subsidiaries paid to
PricewaterhouseCoopers was $116,000 (2015: $97,000).
Fees paid to the auditors for other services provided, including
a half yearly review, amounted to $47,000 (2015: $26,000).
Shareholders Information
Holding Range at 18 March 2016
No. Investors
Total Holdings
1-1,000
1,001-5,000
5,001-10,000
10,001-100,000
100,001 and over
909
1,557
544
442
35
642,837
4,666,259
4,372,266
10,852,299
%
0.30
2.14
2.01
4.99
197,113,839
90.56
3,487
217,647,500
100%
Substantial Product Holders
The following information is given pursuant to section 293 of the
Financial Markets Conduct Act 2013. As at 31 January 2016, details
of the Substantial Product Holders in the company and their relevant
interests in the company’s shares are as follows:
Substantial Product Holder
R A Duke (1)
A J Wall (2)
Holding as at
26 January 2016(3)
169,860,315
171,310,315
(1) R A Duke has a relevant interest as a trustee of the R A Duke Trust
which was disclosed in the SSH notice dated 13 March 2012, in respect
of 166,644,369 shares. As at 31 January 2016 this interest was in
respect of 169,860,315 shares.
(2) A J Wall has three relevant interests, which were disclosed in the SSH
notice dated 13 March 2012. These were (i) as a trustee of the R A Duke
Trust, in respect of 166,644,369 shares; (ii) as a trustee of the Tunusa
Trust, in respect of 1,230,000 shares; and (iii) legal and beneficial title,
in respect of 220,000 shares. As at 31 January 2016 the relevant
interest as a trustee of the R A Duke Trust was in respect of
169,860,315 shares. The other interests remain unchanged.
(3) This information reflects the company’s records and disclosures made
under section 280(1)(b) of the Financial Markets Conduct Act 2013.
TOTAL NUMBER OF VOTING SHARES IN
THE COMPANY AS AT 31 JANUARY 2016
WAS 217,597,500
56
Top 20 Holder List
As at 18 March 2016
Rank
Holder’s Name
Total
%
1
2=
2=
4
5
6
7=
7=
9
10
11
12
13
14
15
16
17
18
19
20
JB Were (NZ) Nominees Limited (RA Duke Trust) ....................................... 169,892,315........................................... 78.06
Gerald Harvey ...............................................................................................................5,250,000 ..............................................2.41
Harvey Norman Properties (NZ) Ltd ....................................................................5,250,000 ..............................................2.41
New Zealand Central Securities Depository Limited ......................................4,197,931 ..............................................1.93
FNZ Custodians Limited ...........................................................................................1,504,322 ..............................................0.69
Alaister John Wall, Beverley Ann Wall and Benedict Douglas Tauber
as Trustees of the Tunusa Trust established for the benefit of the
family of AJ and BA Wall ............................................................................................1,230,000 ..............................................0.57
JB Were (NZ) Nominees Limited ...........................................................................1,000,000 ..............................................0.46
Stuart Hamilton Johnstone and Lorraine Rose Johnstone ..............................1,000,000 ..............................................0.46
Graham John Paull and Owen Brent Ennor ........................................................... 800,000 ..............................................0.37
Manhattan Trustee Limited ........................................................................................ 683,000 ..............................................0.31
Shu-Wen Chiang ............................................................................................................ 653,631 ..............................................0.30
Investment Custodial Services Limited .................................................................. 589,165 ..............................................0.27
Forsyth Barr Custodians Limited ............................................................................... 497,293 ..............................................0.23
Custodial Services Limited .......................................................................................... 391,619 ..............................................0.18
Keith Arthur William Brunt ......................................................................................... 365,000 ..............................................0.17
Peter William Burilin ..................................................................................................... 352,163 ..............................................0.16
Carla Zwart Brockman ................................................................................................... 336,300 ..............................................0.15
Gemscott Limited .......................................................................................................... 283,000 ..............................................0.13
Custodial Services Limited .......................................................................................... 250,345 ..............................................0.12
Custodial Services Limited .......................................................................................... 249,823 ..............................................0.11
A number of the registered holders listed above hold shares as nominees for, or on behalf of, other parties.
57
Notes
58
Directory
Calendar
Directors
Dame Rosanne PO’L Meo (Chairman)
Rodney A Duke
Stuart H Johnstone
Alaister J Wall
Mary M Devine
Registered Office
36 Taylors Road Morningside
Auckland
Telephone (09) 815 3737
Facsimile (09) 815 3738
Postal Address
PO Box 884
Auckland Mail Centre
Auckland
Solicitors
Simpson Grierson
Bankers
Bank of New Zealand
Auditors
PricewaterhouseCoopers
Share Registrars
Link Market Services Limited
Deloitte Centre
Level 11
80 Queen Street
Auckland 1010
Telephone +64 9 375 5998
Websites
www.briscoegroup.co.nz
www.briscoes.co.nz
www.rebelsport.co.nz
www.livingandgiving.co.nz
www.briscoes.com.au
Annual Balance Date ...................................................January
Preliminary Profit Announcement ................................March
Annual Report Published ................................................. April
Final Dividend ................................................... 31 March 2016
Annual Meeting ..................................................... 19 May 2016
Half Year Results ....................................................September
Interim Dividend .......................................................... October
59