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Gowest Gold Ltd.Annual Report
2011
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CONTENTS
Five Year Financial Summary
Company Profile and Mission Statement
Chairman’s Review
Managing Director’s Review of Operations
Health and Safety
GWA Bathrooms & Kitchens
GWA Heating & Cooling
GWA Door & Access Systems
GWA Commercial Furniture
Board of Directors
Corporate Governance Statement
Directors’ Report
GWA Group Financial Report
Other Statutory Information
Shareholder Information and Timetable
1
2
4
6
10
12
13
14
15
16
18
26
40
91
92
2010/11 Year Performance Highlights
■■ Revenue from continuing operations increased by 11%
to $726 million principally due to recent acquisitions
■■ Trading Earnings Per Share (EPS) from continuing operations
improved by 14%
■■ Earnings before Interest and Tax (EBIT) from continuing
■■ Fully franked final dividend of 8.5 cents per share, with total
operations of $107 million increased by 13%
dividend maintained at 18.0 cents for the year
■■ Contributions from all business segments increased during
the year with new acquisitions performing to plan
■■ Strong Australian currency and high Australian costs require
further restructuring in 2011/12 to maintain competitiveness
Five Year Financial Summary
Revenue from continuing operations
Earnings before interest, tax, depreciation,
2006/07
$’000
636,124
2007/08
$’000
648,902
2008/09
$’000
678,344
2009/10
$’000
656,809
2010/11
$’000
726,367
amortisation and restructuring costs
118,533
117,314
105,060
112,099
125,243
(%)
18.6
18.1
15.5
17.1
Depreciation and amortisation
(19,779)
(17,920)
(18,105)
(17,551)
Earnings before interest, tax and restructuring costs
(%)
Interest (net)
Trading profit before tax
(%)
Tax expense
(%)
Trading profit after tax
Restructuring costs after tax
Net profit after tax from continuing operations
Loss from discontinued operations (net of income tax)
Net profit after tax for the period
Net cash from operating activities
Capital expenditure
Research and development
Net debt
Shareholders’ equity
Other Ratios and Statistics
Return on shareholders’ equity (%)
Interest cover (times)
Net debt / (net debt + equity) (%)
Basic earnings per share (cents)
Trading earnings per share (cents)*
Ordinary dividend per share (cents)
Special dividend per share (cents)
Total dividend per share (cents)
Franking (%)
Ordinary dividend payout ratio (%)
Share price (30 June) ($)
Dividend yield (total dividend)(%)
Number of employees
* excludes restructuring expenses
17.2
(18,087)
107,156
14.8
98,754
15.5
99,394
15.3
86,955
12.8
94,548
14.4
(12,366)
(14,623)
(13,844)
(15,027)
(15,175)
86,388
13.6
84,771
13.1
73,111
10.8
79,521
12.1
91,981
12.7
(24,975)
(24,612)
(21,919)
(24,068)
(28,622)
28.9
61,413
(5,095)
56,318
–
56,318
24,841
21,516
5,360
225,614
408,802
13.8
9.6
35.6
20.2
22.0
18.0
4.0
22.0
100
89.1
4.42
5.0
1,957
29.0
60,159
(14,269)
45,890
–
45,890
102,992
22,235
6,056
193,557
389,120
11.8
8.0
33.2
16.4
21.5
18.0
1.5
19.5
100
109.8
2.50
7.8
1,786
30.0
51,192
(2,867)
48,325
–
48,325
78,628
17,348
6,619
154,985
426,164
11.3
7.6
26.7
16.9
17.9
18.0
–
18.0
100
106.5
2.30
7.8
1,891
30.3
55,453
–
55,453
(6,926)
48,527
67,165
15,450
7,729
175,952
431,089
11.3
7.5
29.0
16.2
18.5
18.0
–
18.0
100
111.1
3.01
6.0
1,922
31.1
63,359
–
63,359
–
63,359
88,558
24,727
9,486
198,083
439,995
14.4
8.3
31.0
21.0
21.0
18.0
–
18.0
100
85.7
2.75
6.5
2,150
Note: The financial years 2006/07 through to 2008/09 include the results of both Rover Mowers and Wisa Beheer. These businesses were divested during the 2009/10 financial year.
GWA GROUP LIMITED 2011 ANNUAL REPORT
Company
Profile
GWA Group Limited (GWA) listed on the Australian Securities
Exchange in May 1993 and is Australia’s leading supplier of
building fixtures and fittings to households and commercial
premises. The Company has approximately 2,100 employees with
manufacturing and distribution facilities located across Australia.
GWA currently operates through four distinct business divisions
including:
GWA Bathrooms & Kitchens is Australia’s foremost designer,
manufacturer, importer and distributor of domestic and
commercial bathroom, kitchen and laundry products.
The range is distributed under Australian brands including
Caroma, Dorf, Fowler, Stylus, Clark, Epure, Radiant, Irwell and
international brands including Hansa, Schell, KWC and Virtu.
Our Mission
GWA’s primary objective is to sustainably grow shareholder
wealth over time. This objective will be achieved by continuing
to invest in the development of people, systems, new products
and world leading technology, to sustain and build the premium
profitability of the business over time.
The Company’s core building fixtures and fittings businesses
will focus on the research and development of innovative
new products to maximise market opportunities and create
competitive advantage. The Company will continue to develop
GWA GROUP LIMITED 2011 ANNUAL REPORT
GWA Heating & Cooling is an Australian designer, manufacturer,
importer and distributor of a range of hot water and ducted
heating and cooling systems for the residential and commercial
markets. The range is distributed under Australian brands
including Brivis, APAC, Dux, EcoSmart and Radiant.
GWA Door & Access Systems is a leading Australian designer,
manufacturer, importer and distributor of a comprehensive
range of domestic and commercial door hardware and fittings
and garage doors and openers. The range is distributed under
Australian brands including Gainsborough, Trilock, Renovator,
Austral Lock, Gliderol, Matador and international brands
including Hillaldam and Eco Schulte.
GWA Commercial Furniture is at the forefront of Australian
design, manufacture, import and distribution of quality
commercial furniture and seating. The range is distributed
under the Sebel brand.
GWA has grown significantly since listing as a result of the
strong operating performance of the Company’s core building
fixtures and fittings businesses and successful acquisitions.
The Company remains committed to growing shareholder
wealth through continuous business improvement initiatives
and pursuing acquisition opportunities that add value to its
core business segments and that support expansion into
new markets.
products through sustainable manufacturing processes and
which provide solutions for reducing domestic and commercial
water consumption and carbon emissions.
GWA will grow the profitability of its business by investing for
sustainable growth and adapting its business models for a
changing market. The Company will continue the pursuit of
acquisition opportunities that add value to its core business
segments and that support expansion into new markets.
PMS279
Process Black 75%
3
Chairman’s
Review
Geoff McGrath
The 2010/11 year has been one of
contrast with the inconsistent performance
of the dual speed Australian economy and
extreme weather conditions causing
disruption to building activity.
The Board considers that the GWA businesses performed well in
these circumstances. We now have three core business segments
of scale including Bathrooms & Kitchens, Heating & Cooling and
Door & Access Systems in the Australian building fixtures and
fittings sector, and an efficient Commercial Furniture business. Our
strategy to focus on the core Australian building fixtures and fittings
businesses has been reinforced during the year with the acquisition
of Gliderol Garage Doors and we will continue to look for sensible
growth opportunities.
Our overarching strategy is to expand through market and product
extensions in our core business segments. This will be achieved
through growing our existing businesses (organic growth) or through
acquisitions (inorganic growth). We estimate that our core markets
constitute $4 to $5 billion of annual activity in which the GWA
Group currently has less than 15% market share. This provides
opportunities for growth despite the competitive nature of these
markets. The Commercial Furniture business has had a strong year
but we will continue to test whether more value can be achieved by
divesting this business.
The Board itself is continuing to undergo a transition and has been
strengthened during the year by the appointments of John Mulcahy
and Peter Birtles as directors following the retirements of Barry
Thornton and David Barry last year. Both appointments were made
after an extensive search for suitable directors to complement the
skills of the existing Board members. We are aware of the current
focus on Board diversity but the appointments were based on
attracting the most relevant skills and experience which are required
for an effective Board. We will continue to look for opportunities to
improve both diversity and relevant experience when making future
appointments.
OvERvIEW OF RESULTS
The Group achieved a net profit after tax from continuing
businesses of $63.4 million in the 2010/11 year on sales revenue
of $726.4 million. Trading earnings before interest and tax of
$107.2 million represented a 13.3% increase on the prior year’s
performance due to contributions from acquisitions, sales generated
from the Government stimulus programs and ongoing business
improvement initiatives. We believe this is a credible performance
given the decline in business activity in the second half of the year.
The sharp decline in dwelling approvals in the second half of the
year and the uncertainty and lack of confidence which is causing
households to constrain discretionary spending, will create a
challenging economic environment in the 2011/12 year. Our
businesses are in good shape to take advantage of all opportunities
in the weaker environment. The Managing Director will expand on
the outlook for the year ahead together with our strategic priorities
in his Review of Operations.
DIvIDEnDS AnD CAPITAL MAnAGEMEnT
The current GWA dividend policy is that absent an unexpected
decline in profitability, ordinary dividends will be maintained at
18.0 cents per share until such time as it equals 70% to 80% of
earnings. It is proposed that dividends will increase as profitability
improves in accordance with the above dividend payout ratio.
The Group’s strong operating cash flow enabled the directors to
declare a final fully franked ordinary dividend of 8.5 cents per share
to be paid in October. Together with the interim dividend of 9.5 cents
per share paid in April, this maintains the ordinary fully franked
dividend for the year at 18.0 cents per share, representing a payout
ratio of 86%. We expect that the same ordinary dividend will be
maintained in the year ahead, absent unforseen circumstances.
The Dividend Reinvestment Plan will not be offered to shareholders
for the final dividend and remains suspended.
Net debt at the end of June 2011 was $198 million. Prudent
management of our asset portfolio and working capital has meant
that net debt has increased by only $22 million despite funding
the $41 million Gliderol Garage Doors acquisition. Our debt is well
covered by total bank facilities of $300 million and we appreciate
the ongoing support of our banks including Commonwealth Bank,
Australia and New Zealand Banking Group, National Australia Bank,
GWA GROUP LIMITED 2011 ANNUAL REPORT
Trading EBIT
10/11
09/10
08/09
07/08
06/07
$m
Dividend Per Share
10/11
09/10
08/09
07/08
06/07
Ordinary Dividend
Special Dividend
84
86
88 90 92
94
96
98 100 102 104 106 108
0
5.0
10.0
15.0
20.0
25.0
Trading EBIT up 13% reflecting contributions from acquisitions, sales from
Government stimulus programs and ongoing business improvement initiatives.
Strong operating cash flow has enabled ordinary dividends to be maintained
at 18 cents per share fully franked.
Westpac Banking Corporation and HSBC Bank Australia. Their
support has been reinforced during the year through the refinancing
of our debt facilities from bi-lateral arrangements to a syndicated
facility with an extended maturity profile.
ExECUTIvE REMUnERATIOn
For the 2011/12 executive remuneration review, the Board engaged
the services of an independent external remuneration adviser,
Guerdon Associates, to assist with benchmarking executive
remuneration levels. This independent advice, together with recent
feedback from shareholders, has resulted in a decision to change
the mix of our incentive structure including the strengthening of
performance hurdles.
Our Remuneration Report has been expanded this year to explain
the changes which will be effective for the 2011/12 year. The
Board has endeavoured to balance the need to address market
trends whilst positioning GWA to retain and attract a high quality
management team led by our experienced Managing Director of
the past 8 years, Peter Crowley. As part of the changes, Mr Crowley
has agreed to a freeze on his fixed remuneration for 3 years.
Our executive and management incentive schemes cover
approximately 16% of total staff employees with total short term
incentive payments for the year representing less than 5% of trading
profit. The Board believes this is a reasonable balance of reward
for management and shareholders and is necessary to ensure we
are market competitive to retain our high quality executive and
management team.
SUSTAInAbILITY AnD CARbOn EMISSIOnS
The Board is committed to reducing energy, carbon emissions,
water and waste across the GWA Group operations. We do believe
that industrial processes, which account for 6% of direct carbon
emissions, have been unfairly targeted for the proposed carbon tax
to fund the Government’s direct action plans. Politically sensitive
sectors with larger emission footprints have not been targeted in the
same way. The carbon tax is another cost which negatively impacts
Australian manufacturing, in addition to the strong Australian
currency, and GWA will need to find further cost savings to ensure
we remain a competitive supplier.
GWA reports its group carbon emissions annually under the Federal
Government’s National Greenhouse and Emissions Reporting
(NGER) Scheme and the reports can be accessed on GWA’s
website. We are enhancing transparency this year through the
preparation of a standalone Sustainability Report to demonstrate
the continuous improvement we aim to achieve for a sustainable
future. This report will be placed on GWA’s website for access by
shareholders and other interested parties.
Our flagship operations, the Caroma sanitaryware factory at Wetherill
Park and the Dux water heater factory at Moss Vale reduced carbon
emissions by 11% and 13% respectively during the year. Active
improvement programs are continually being worked on to ensure
our facilities are world class in their environmental footprint.
PRODUCT InnOvATIOn
Product innovation is a core focus for sustaining our competitive
advantage and in 2010/11 GWA spent 1.3% of revenue on product
innovation and development.
Our product development activities include product design,
functionality and environmental attributes. We innovate both in
the product itself and improved installation attributes to make
our products more attractive to consumers, handymen and
tradespeople.
GWA PEOPLE
Our business is only as good as our people and we aim to provide
a safe and rewarding environment in the workplace. We are very
pleased with progress in safety performance resulting in a 14%
reduction in the total injury frequency rate in 2010/11. This is
the sixth consecutive year of improvement and represents a
consolidation of the step change in safety performance achieved
in 2009/10.
In closing, I would like to thank management and staff for their
efforts in achieving the improved financial result in the 2010/11 year.
The current year will be challenging but we have the right people
and businesses to maximise our opportunities.
5
Managing
Director’s
Review of
Operations
Peter Crowley
The results for 2010/11 are presented in the Financial Statements
for GWA’s continuing operations and include a full year’s contribution
from Brivis Climate Systems, which was acquired in April last year
and five months contribution from Gliderol Garage Doors, which was
acquired in January 2011.
Revenue increased by 11% due to the contributions from the
new acquisitions with like for like underlying sales being flat. Sales
showed good growth in the first half of the year but the cessation of
Government stimulus programs coincided with a decline in building
activity in the second half of the year. The decline in activity was
initially attributed to the adverse weather conditions across the east
coast of Australia in the summer months but this broadened as low
consumer confidence caused a general decline in discretionary
spending and new dwelling approvals and renovation activity.
The chart below demonstrates this trend by showing the twelve
month moving annual numbers for dwelling activity since 2003.
Given the above decline in activity we are pleased with the financial
results for the 2010/11 year outlined below. This highlights the strong
contributions from new acquisitions and the improvement in operating
results with increased margins and strong operating cash flows.
New Dwelling Activity – 12 Month Moving Average
$million
2010/11
2009/10 % Change
Sales Revenue
726.4
656.8
10.6%
Trading EBIT
EBIT Margin
Trading Profit after Tax from
Continuing Operations
107.2
94.5
13.3%
14.8%
14.4%
63.4
55.5
14.3%
Discontinued Operations
–
(6.9)
Net Profit after Tax
63.4
48.5
30.6%
Cash generated from
Operations
126.1
105.3
19.7%
The 11% increase in sales revenue reflects the contributions from
the new acquisitions. Underlying Australian demand increased sales
by 1% but this was offset by weaker North American sales and some
product price repositioning. For Australian demand, the positive
contribution from sales to Government stimulus programs was offset
by lower Dux environmental water heater sales. This reflects the
impact of reductions in Federal Government rebates in August 2009.
APPROVALS
COMMENCEMENTS
COMPLETIONS
Source: BIS Shrapnel
s
r
e
b
m
u
N
l
a
u
n
n
A
g
n
i
v
o
M
190,000
180,000
170,000
160,000
150,000
140,000
130,000
120,000
JUNE 03
JUNE 04
JUNE 05
JUNE 06
JUNE 07
JUNE 08
JUNE 09
JUNE 10
JUNE 11 (f)
DEC 03
DEC 04
DEC 05
DEC 06
DEC 07
DEC 08
DEC 09
DEC 10
GWA GROUP LIMITED 2011 ANNUAL REPORT
Sales and profit benefited from market development activities and
our positioning to take maximum advantage of spending under the
Federal Government’s Building the Education Revolution (BER)
program. This program has principally benefited our Commercial
Furniture business but also impacted our Bathrooms & Kitchens
business segment.
We see growth opportunities by extending these capabilities to
enable a larger range of products to be offered with an installation
and service option. We will continue to apply financial discipline as
we look for growth opportunities with an emphasis on product and
market extensions to our current core Australian building fixtures and
fittings businesses.
Continued strong operating cash flow reflects ongoing supply chain
management improvements. Cash generated from operations of
$126 million compared to $105 million in the prior year and assisted
in maintaining our high dividend payout ratio whilst funding growth.
Net debt increased by $22 million to $198 million despite funding
the $41 million acquisition of Gliderol Garage Doors.
STRATEGY AnD GROWTH
Last year we confirmed that we have sufficient scope for growth in
our core Australian building fixtures and fittings businesses through
both organic and inorganic initiatives.
This was further demonstrated during the year with the Gliderol
Garage Door acquisition. We now have three core business segments
of scale which are managed under separate management structures.
These core business segments are reported separately in the
Financial Statements as:
■■ Bathrooms & Kitchens
■■ Heating & Cooling
■■ Door & Access Systems
In addition to these core business segments, we will look to maximise
value in operating the non-core Sebel commercial furniture business.
We tested the market in the past 12 months to see if there were
potential new owners who put more value on the business than
GWA. We have not yet reached agreement with a potential owner but
are continuing with negotiations to sell the business, with a decision
expected by the end of August 2011.
As part of our strategy development, our core markets in Australia
have been identified with an annual activity level of $4 to $5 billion.
GWA has an overall 15% share of these markets which we will look to
increase through organic or inorganic growth. Organic growth involves
leveraging what we have by developing new market channels,
extending existing relationships with builders and merchants,
product innovation or new distributorships. Inorganic growth will
be through product or market extensions which may involve the
acquisition of businesses to facilitate the supply of new products
that leverage our existing product offering or expanding our
installation and service capabilities.
The Gliderol Garage Doors acquisition is a good example of how we
can acquire a business and add value by integrating garage door
and household electronic access systems to provide a new product
offering to the market. We also have strong builder relationships in
both Gliderol and Gainsborough which can be leveraged to grow
the businesses if we maintain a competitive offer to the market.
The nature of GWA’s products means that there is an extensive
installation and service offering in most of our businesses.
Our core strategies for success in the businesses we operate are
unchanged and involve the key value propositions to our markets,
including:
■■ Investment in innovative and sustainable products;
■■ Leveraging our investment in brands, sales and marketing to
ensure our products are specified and widely available;
■■ Low cost supply chain to ensure a cost competitive supply position;
■■ Continuing improvements in operational and business efficiency
with the aid of a modern ERP system; and
■■ Optimising our supply chain infrastructure to deliver superior
customer service levels.
SEGMEnT PERFORMAnCE
Segment performance reporting in the Financial Statements has
been expanded to comprise the following:
Bathrooms & Kitchens – sale of vitreous china toilet suites, hand
basins, plastic cisterns, tapware, baths, spas, kitchen sinks, laundry
tubs and bathroom accessories.
Door & Access Systems – sale of garage doors, door handles and
door access systems.
Heating & Cooling – sale of water heating and climate control systems.
Commercial Furniture – sale of education, hospitality and aged care
furniture and stadia seating.
A highlight of the 2010/11 results is that all business segments grew
both revenue and trading EBIT which demonstrates the underlying
improvement either through acquisitions or operating performance.
Sales from Bathrooms & Kitchens were negatively impacted by the
decline in North America sales and the need for some product price
repositioning to compete with imported products. Competitiveness of
imported products has improved due to the strong Australian currency.
Some growth was achieved in more profitable product lines resulting in
improved margins. Results were also assisted by the improvement in
Wetherill Park factory operations and ongoing efficiency gains in back
office activities leveraging our ERP systems investment.
Door & Access Systems sales grew by 38% due to the inclusion
of $29 million of sales from Gliderol Garage Doors, representing
5 months of trading following the acquisition in January. Underlying
sales grew by 2.6% with some traction from the new Hillaldam
distributorship late in the year. Trading conditions were particularly
difficult in Queensland and the commercial sector was difficult
nationally. A new residential electronic access system, integrating
the garage door and front door, will be launched to the market in
late 2011 to provide an up-sell option for builders.
7
Managing Director’s Review of Operations Cont.
Segment results are summarised below:
$million
Sales Revenue
2010/11
2009/10
% Change
Trading EBIT
2010/11
2009/10
% Change
Bathrooms
& Kitchens
Door & Access
Systems
Heating
& Cooling
Commercial
Furniture
Other
Total
339.9
337.4
0.8%
77.6
74.2
4.6%
114.0
82.9
37.6%
17.2
14.6
17.3%
195.3
161.5
20.9%
17.2
14.6
17.7%
77.3
74.8
3.2%
8.9
5.7
56.2%
(0.1)
0.2
-13.7
-14.6
726.4
656.8
10.6%
107.2
94.5
13.3%
Heating & Cooling sales include a full year’s contribution from Brivis
Climate Systems which was acquired in April last year. Sales of
Dux environmental water heaters were down 8% due to reduced
government rebates. The integration of Brivis and Dux to identify
leverage opportunities has progressed well and we continue to work
on growth options from product development and leveraging builder
relationships. The Moss Vale factory upgrade is progressing to plan
and we expect commissioning to be completed in the second quarter
of 2011/12.
Commercial Furniture sales grew by 3% with the Federal
Government’s BER program winding down in the last quarter of
2010/11. Trading EBIT grew strongly as the investment in our supply
chain allowed us to maximise the value from these sales.
to maintain our investment grade metrics and we will continue
to evaluate the merits of the DRP as a source of funds for growth
opportunities.
GWA continued to enjoy the support of our banks and the maturity
dates for the core facilities have been extended during the year with
a change in our debt structure from bi-lateral arrangements to a
syndicated bank facility. All our lending banks participated in the
syndicate. We have sufficient undrawn facilities and have in-principle
support from our banks to increase facilities to assist with funding
growth opportunities if required.
Bank
$million
Available
Facilities
Drawn
Facilities
Maturity Profile
CASH FLOW
Cash generated from operations increased by 20% to $126 million
as the strong trading result was matched with improved working
capital management. Our investment in working capital reduced
from 23.9% to 21.8% of sales which indicates improved capital
efficiency and good progress towards our target of 20%.
Net capital expenditure on plant, equipment and systems of
$25 million was up on last year due to the Moss Vale factory
upgrade and the ongoing investment in rolling out our ERP
systems upgrade across the group.
Net interest paid during the year increased to $16.6 million due
to higher debt levels to fund the Gliderol Garage Door acquisition.
FInAnCIAL COnDITIOn AnD CAPITAL
MAnAGEMEnT
Net debt at June 2011 increased by $22 million to $198 million
despite funding the $41 million acquisition of Gliderol Garage Doors.
The gearing ratio (net debt/net debt plus equity) of 31% is within
our target range and the leverage ratio (Net debt/EBITDA) is a very
acceptable 1.53 times. Interest cover (EBITDA/Net Interest) of
8.64 times further highlights the Company’s strong financial metrics.
Given the strength of our financial position we did not activate
the Dividend Reinvestment Plan (DRP) during the year which
demonstrates the benefits of ongoing cash flow management.
As we search for growth options, one of our key financial criteria is
100
50
50
50
50
300
CBA
ANZ
NAB
Westpac
HSBC
Gross
debt
Cash and
deposits
Net debt
78.2
39.1
39.1
39.1
39.1
234.6 July 2014 - $200 million
July 2016 - $100 million
(36.5)
198.1
RESTRUCTURInG
With the sustained strength of the Australian currency and high
cost of Australian manufacturing we have undertaken a review of
the competitiveness of our businesses and concluded that further
restructuring is required in 2011/12. We are committed to Australian
manufacturing where it provides a source of competitive advantage
but the strength of commodity prices and the ongoing weakness of
the US economy is likely to sustain a high Australian currency for the
foreseeable future and we must rebalance our sourcing strategies to
remain competitive.
As a result of the strategic review we have concluded the following:
■■ The Caroma sanitaryware factory at Wetherill Park will remain a
core manufacturing operation but will focus on market service
to supplement lower cost offshore supply. Some further capital
investment will also be made to better support our value proposition;
GWA GROUP LIMITED 2011 ANNUAL REPORT
■■ The Dux water heater factory at Moss Vale is currently
undergoing an $18 million upgrade to enhance competitiveness
and this will be completed in the second quarter of 2011/12;
■■ The Gainsborough die-casting and plating operations at Blackburn
will close. Keying and assembly operations at Blackburn are
integral to our market offer and will be retained; and
■■ The recently acquired, Gliderol Garage Doors and Brivis Climate
Systems operations, and the Adelaide plastic cisterns operation
remain integral to our market offer and will be retained.
The restructuring will result in an 8% reduction in the total workforce
with a total cost, including capital expenditure of approximately
$20 million. We expect the profit and cash impact will be largely
offset by property sales and working capital management
improvements. Reduced operations will result in a 25% reduction
in our Australian carbon footprint.
HEALTH AnD SAFETY
Management is committed to continuous improvement in the
Company’s health and safety performance through better safety
systems and processes, extensive communication with our
workforce and increased diligence in identifying and removing
safety risks across our workplace.
The step change in safety performance achieved in 2009/10 has
been consolidated with a further 14% decline in the total injury
frequency rate in 2010/11. With our total injury frequency rate
reducing to 10 we now have a consistent sense of purpose in
creating a safe work environment for our people. Despite these
impressive results, we still had 11 employees sustain a lost time
injury during the year which we will strive to reduce. Good safety is
good management which reflects both the efforts of management
and the diligence of our workforce. We remain committed to
continuous safety improvements with the objective of creating an
injury free work environment.
The chart below highlights the continued improvement in the total
injury frequency rate in the 2010/11 year.
GWA Group Total Injury Frequency Rate
45
40
35
30
25
20
15
10
5
0
2006
2007
2008
2009
2010
2011
SUSTAInAbILITY AnD CARbOn REDUCTIOn
GWA has an active program to improve our impact on the
environment through the reduction of energy, carbon emissions,
water and waste. Our environmentally sustainable products are also
a major source of competitive advantage for the Company.
GWA reports greenhouse gas emissions under the National
Greenhouse and Energy Reporting Scheme (NGER). We are
supplementing this with a standalone Sustainability Report which
will be placed on the GWA website to allow for transparency in our
improvement initiatives.
In 2010/11 GWA reported a total of 15,000 tonnes of direct carbon
emissions and 33,000 tonnes of indirect carbon emissions through
the purchase of energy.
PEOPLE
GWA’s long term success has been due to the efforts of a committed
and talented workforce. We are continuing to examine ways to bring
new thinking and skills into the business while also developing our
people to provide succession opportunities. The Company recognises
the benefits that can be achieved from a diverse workforce and has
implemented policies aimed at improving workplace diversity.
In support of these objectives, a significant investment has
been made through the GWA Leadership Program with the aim
of underpinning a high performance culture. This involves the
development of personnel in core capabilities supported by
rigorous goal setting and performance management procedures.
During 2010/11 GWA joined with the Australian Institute of
Management to develop an in-house Certificate of Management
program. This constitutes 4 modules of advanced learning to better
prepare our managers to be effective in their roles.
OUTLOOk
The 2011/12 year will benefit from a full year of trading from Gliderol
Garage Doors but we expect that underlying demand will reduce by
3% to 4% due to lower dwelling approvals, cessation of Government
stimulus programs and reduced household discretionary spending
impacting renovation activity.
A range of restructuring activities will be undertaken during the year
to improve competitiveness which will require a transition in our
supply chains to lower our cost base. As noted earlier, we expect this
to involve an 8% reduction in the workforce with the cost in the year
being largely offset by property sales and working capital efficiency
improvements.
Given the current market uncertainty it is difficult to provide
guidance for 2011/12 until we confirm the underlying demand and
we will be in a better position to update the market at the Annual
General Meeting in October following first quarter trading.
We expect the 2011/12 ordinary dividend payout will be maintained
at current levels in accordance with the dividend policy, absent
unforeseen circumstances.
9
Health and Safety
GWA Group continues to ensure that
it provides a safe workplace for its
employees, contractors, visitors and
customers in an efficient and compliant
manner.
Through divisional or site based health and safety advisers,
GWA promotes awareness of health and safety in a continuous
improvement environment.
The health and safety advisers meet with the Group Risk Manager
with the collective objectives of:
■■ Discussing safety performance, goals and improvement strategies
■■ Exchanging ideas and detailing successful improvement programs
■■ Promoting training through guest speakers and external experts
■■ Arranging visits to view best practice sites
■■ Planning for cross site auditing (whereby health and safety
advisers visit other internal GWA sites)
■■ Planning and implementing of new systems and procedures
The Group Risk Manager reports twice per annum to the Audit
Committee. The reporting includes current health and safety
performance, current improvement plans and compliance to
regulations. An audit plan, consistent with health and safety
objectives, is also presented for approval by the Audit Committee
for the new financial year.
HEALTH AnD SAFETY PERFORMAnCE
GWA Group measures a range of balanced safety performance
indicators. Proactive indicators such as number of hazards identified,
risk assessments undertaken and actions issued and completed on
time are recorded for each GWA site.
GWA GROUP LIMITED 2011 ANNUAL REPORT
Three key measures of safety outcomes are:
1. Lost Time Injury Frequency Rate (LTIFR) which measures lost
time (injury that results in an inability to work for at least one
full shift)
2. Medical Treatment Injury Frequency Rate (MTIFR) which
measures the number of doctor treated injuries per million
hours worked
3. Injury Severity Rate which measures the number of hours
for a lost time injury per million hours worked
The collective sum of MTIFR plus LTIFR results in the Total
Injury Frequency Rate (TIFR) for GWA Group.
Major projects for the 2010/11 year include:
■■ Undertaking of external pilot program on safety leadership
for supervisors and front line managers
■■ Commenced work on transition to the new harmonisation
Work Health and Safety Act that will operate from 1 Jan 2012
■■ Commenced integration of Gliderol (acquired in January
2011) ensuring health and safety systems are consistent
with GWA policies and procedures
At the start of the 2010/11 year GWA set a target of 30% year on
year improvement on the 2009/10 results for TIFR. The actual
improvement in performance was 14% but was influenced
by weaker results from Gliderol, GWA Group’s most recent
acquisition. Highlights within the GWA Group business units
include:
GWA Group Total Injury Frequency Rate
50
40
30
20
10
0
2006
2007
2008
2009
2010
2011
GWA Group Lost Time Injury Frequency Rate
10
8
6
4
2
0
2006
2007
2008
2009
2010
2011
GWA Group Medical Treatment Injury Frequency Rate
35
30
25
20
15
10
5
0
2006
2007
2008
2009
2010
2011
■■ GWA Bathrooms & Kitchens achieved a TIFR of 3.84,
down 70% from the previous year
GWA Group Injury Severity Rate
■■ GWA Commercial Furniture achieved a Lost Time Injury
free year
■■ GWA Heating & Cooling (Dux) achieved a Lost Time
Injury free year
Improvement objectives are planned to be met through
continuation of the 2010/11 initiatives and further integration
of health and safety systems into Gliderol. Some key sites are
planning to work towards the AS4801 safety management system.
6000
5000
4000
3000
2000
1000
0
2006
2007
2008
2009
2010
2011
11
HEAD OFFICE LOCATIOn
GWA Bathrooms & Kitchens
Caroma Industries Limited
4 Ray Road
Epping NSW 2121
AUSTRALIA
Telephone 61 2 9202 7000
Facsimile 61 2 9202 7099
Websites: www.caroma.com.au
www.fowler.com.au
www.dorf.com.au
www.irwell.com.au
www.stylus.com.au
www.epure.com.au
www.clark.com.au
www.radiantstainless.com.au
www.toiletrebate.com.au
www.starionaust.com.au
PMS279
Process Black 75%
SEGMEnT PERFORMAnCE
Sales Revenue
Trading EBIT
Margin
2010/11
$’000
2009/10
$’000
339,915
337,377
77,631
22.8%
74,208
22.0%
Increase
0.8%
4.6%
bUSInESS DESCRIPTIOn
GWA Bathrooms & Kitchens is Australia’s foremost designer,
manufacturer, importer and distributor of domestic and commercial
bathroom and kitchen products. The product range includes
sanitaryware, tapware, showers, accessories, bathware, stainless
steel sinks and laundry tubs. GWA Bathrooms & Kitchens is at the
forefront of product innovation incorporating water saving technology
and is the market leader in water efficient sanitaryware and tapware.
MAIn PRODUCTS AnD SERvICES
Vitreous china toilet suites, urinals, basins, plastic cisterns, bathroom
accessories and fittings. Acrylic and pressed steel spas, baths and
shower trays. Tapware, showers and accessories, stainless steel
sinks and laundry tubs.
MAjOR bRAnDS
Owned: Caroma, Dorf, Fowler, Stylus, Clark, Epure, Radiant, Irwell
Exclusive: Hansa, Schell, KWC, Virtu
OPERATInG LOCATIOnS
Australia, New Zealand, North America, China
MAjOR MARkETS
New dwellings, renovation, replacement and commercial markets in
Australia, New Zealand and selected international markets.
STRATEGIC DIRECTIOn
GWA Bathrooms & Kitchens will maintain leadership in the domestic
market by creating value for its customers through the development
of innovative products with appealing design and advanced water
saving technology, and providing a superior level of customer
service. GWA Bathrooms & Kitchens will continue to invest in its
iconic brands to reinforce its brand values. GWA Bathrooms &
Kitchens is committed to continuous process improvement in its
Australian manufacturing and supply operations.
GWA GROUP LIMITED 2011 ANNUAL REPORT
STRATEGIC DIRECTIOn
GWA Heating & Cooling will continue to develop its range of climate
solutions for consumers and take them to market through its
channel partners under its strong brands. Much of the development
in the division will be centered around reducing energy and water
consumption to meet emerging Australian regulations. GWA Heating
& Cooling will continue to strengthen its key customer and channel
relationships, invest in brands and reduce costs through investment
in improved manufacturing capability and selective sourcing of
products and components.
HEAD OFFICE LOCATIOn
GWA Heating & Cooling
Dux Manufacturing Limited
Lackey Road
Moss Vale NSW 2577
AUSTRALIA
Telephone 61 2 4868 0200
Facsimile 61 2 4868 2014
Brivis Climate Systems Pty Ltd
61 Malcolm Road
Braeside VIC 3195
AUSTRALIA
Telephone 61 3 9264 9555
Facsimile 61 3 9264 9400
Websites: www.dux.com.au
Website: www.brivis.com.au
www.ecosmart.com.au
www.hotwaterrebate.com.au
SEGMEnT PERFORMAnCE
Sales Revenue
Trading EBIT
Margin
2010/11
$’000
2009/10
$’000
195,298
161,495
17,195
14,607
8.8%
9.0%
Increase
20.9%
17.7%
bUSInESS DESCRIPTIOn
GWA Heating & Cooling was formed after the acquisition of Brivis
Climate Systems in April 2010. The division comprises the Dux,
EcoSmart and Brivis business units. GWA Heating & Cooling is
an Australian designer, manufacturer and importer of hot water,
heating and cooling systems. All products are developed to provide
consumers with greater control and comfort in their home or place
of work. GWA Heating & Cooling has developed an extensive range
of innovative environmental products to meet changing regulatory
requirements, while assisting consumers to reduce their energy
consumption and manage comfort in the home.
MAIn PRODUCTS AnD SERvICES
A wide range of products to assist consumers manage comfort
and energy in their homes. The range includes hot water systems,
including mains pressure gas and electric storage, continuous flow
gas, electric and gas boosted solar and heat pump products; heating
and cooling systems, including ducted gas furnaces, evaporative
coolers and refrigeration based heating and cooling systems, and
photovoltaic renewable energy systems.
MAjOR bRAnDS
Owned: Brivis, APAC, Dux, EcoSmart, Radiant
OPERATInG LOCATIOnS
Australia, overseas distributors
MAjOR MARkETS
GWA Heating & Cooling participates in the new home, renovation
and replacement or breakdown markets primarily for residential
applications.
13
HEAD OFFICE LOCATIOn
GWA Door & Access Systems
Gainsborough Hardware Industries Limited
31-33 Alfred Street
Blackburn VIC 3130
AUSTRALIA
Telephone 61 3 9877 1555
Facsimile 61 3 9894 1599
Websites: www.gainsboroughhardware.com.au
www.ausloc.com
Gliderol International Pty Limited
32 Jacobsen Crescent
Holden Hill SA 5088
AUSTRALIA
Telephone 61 8 8261 9633
Facsimile 61 8 8261 9700
Website: www.gliderol.com.au
SEGMEnT PERFORMAnCE
Sales Revenue
Trading EBIT
Margin
2010/11
$’000
114,026
17,158
15.0%
2009/10
$’000
82,881
14,622
17.6%
Increase
37.6%
17.3%
bUSInESS DESCRIPTIOn
GWA Door & Access Systems is a leading Australian designer,
manufacturer, importer and distributor of a comprehensive range
of domestic and commercial door hardware and fittings, including
security products. In January 2011, the division was expanded with
the acquisition of the Australian garage door and opener business of
Gliderol. Gliderol is a leading manufacturer and distributor of garage
door and openers for the residential and commercial markets.
MAIn PRODUCTS AnD SERvICES
A comprehensive range of door hardware and access systems
comprising door handles (knobs and levers), door locks, door
closers, hinges and other door accessories. A wide range of roller
doors, automatic operators, gate operators, sectional overhead
doors, roller shutters, tilt door, specialty doors, garage storage
solutions and accessories.
MAjOR bRAnDS
Owned: Gainsborough, Trilock, Renovator, Austral Lock,
Gliderol, Matador
Exclusive: Hillaldam, Eco Schulte
OPERATInG LOCATIOnS
Australia, New Zealand, export markets
MAjOR MARkETS
Domestic home builders, DIY and building projects, commercial
buildings and multi-dwelling developments.
STRATEGIC DIRECTIOn
GWA Door & Access Systems strategic direction encompasses
the development of new and innovative door hardware, access
system technologies and garage door products to suit domestic
buildings and commercial projects. GWA Door & Access Systems
will continue to focus on its key customer relationships through
market leading product innovation and design, and superior levels
of customer service.
GWA GROUP LIMITED 2011 ANNUAL REPORT
STRATEGIC DIRECTIOn
As well as its strong emphasis on new product development,
GWA Commercial Furniture will continue to pursue traditional
markets using its strong brand name and good customer service to
drive sales through increased market share. Current export markets
will also be expanded with the division pursuing opportunities in
education and stadia markets overseas.
HEAD OFFICE LOCATIOn
GWA Commercial Furniture
Sebel Furniture Limited
92 Gow Street
Padstow NSW 2211
AUSTRALIA
Telephone 61 2 9780 2222
Facsimile 61 2 9793 3152
Website: www.sebel.com.au
SEGMEnT PERFORMAnCE
Sales Revenue
Trading EBIT
Margin
2010/11
$’000
2009/10
$’000
77,260
74,839
8,940
11.6%
5,724
7.6%
Increase
3.2%
56.2%
bUSInESS DESCRIPTIOn
GWA Commercial Furniture Division is at the forefront of Australian
design, manufacture, import and distribution of quality commercial
furniture and seating.
MAIn PRODUCTS AnD SERvICES
Broad range of commercial furniture suited to its target markets.
The range includes dining seating and tables, outdoor furniture, mass
seating for stadia and public areas, casual corporate markets, and
tables, desks and chairs for the education and aged care markets.
MAjOR bRAnDS
Owned: Sebel
OPERATInG LOCATIOnS
Australia, New Zealand, Hong Kong, United Kingdom, Germany
and dealers in over 50 export markets.
MAjOR MARkETS
Entertainment, hospitality, healthcare, public seating, sports
stadia, corporate and educational markets. Sells direct to builders,
developers, clubs and hotels.
15
DARRYL MCDOnOUGH
bbUS (ACTY), LLb (HOnS), SjD, FCPA, FAICD
Deputy Chairman and non-Executive Director
■■ Expertise: Experienced public company director and lawyer
■■ Special Responsibilities: Deputy Chairman of Board, Member of
Nomination Committee
Mr McDonough was appointed a Non-Executive Director of GWA
Group Limited in February 2009 and was appointed Deputy
Chairman in October 2009. He has over 25 years of corporate
experience as a director and lawyer. He has served as a director
of a number of public companies in the past, including Bank of
Queensland Limited and Super Retail Group Limited and is a
Past-President of The Australian Institute of Company Directors,
Queensland Division.
During the past three years, Mr McDonough has served as a director
of the following other listed company, and the period in which the
directorship has been held:
■■ Super Retail Group Limited 2003 – 2010
RObERT AnDERSOn
non-Executive Director
■■ Expertise: Property investment and transport logistics
Mr Anderson was appointed a Non-Executive Director of GWA Group
Limited in 1992. He was appointed a director of the former public
company, GWA Limited in 1979 after joining the Group in 1955
where he gained wide experience in management, investment and
property matters.
board of Directors
GEOFF MCGRATH MIIE
Chairman and non-Executive Director
■■ Expertise: Manufacturing and general management
■■ Special Responsibilities: Chairman of Board, Chairman of
Nomination Committee and member of Audit and Remuneration
Committees
Mr McGrath was appointed a Non-Executive Director of GWA
Group Limited in 2004 and was appointed Chairman effective
1 July 2010. He retired from GWA Group Limited in May 2003 after
43 years service, including the last 10 years as Managing Director.
In 1982 Mr McGrath was appointed Managing Director of the GWA
Manufacturing Group companies following the takeover of UPL
Group by the former public company, GWA Limited.
During the past three years, Mr McGrath has served as a director
of the following other listed companies, and the period in which the
directorships have been held:
■■ Campbell Brothers Limited – since 2003*+
■■ Fletcher Building Limited 2003 – 2009
*denotes current directorship +denotes Chairman
PETER CROWLEY bA bECOn FAICD
Managing Director
■■ Expertise: Broad manufacturing experience in Australia
and overseas
2003: Managing Director of GWA Group Limited;
2001: Managing Director and Chief Executive, Austrim Nylex
Limited, a diversified industrial company;
1999: Executive Director, Cement and Lime, The Rugby Group PLC,
a UK Public Company with extensive international cement
operations. During this period, also served as a director of
Adelaide Brighton Limited;
1997: Chief Executive, Cockburn Cement Limited (a subsidiary of
The Rugby Group PLC), Western Australia’s largest cement
producer and Australia’s largest lime producer;
1982: Various roles with Queensland Cement Limited and its parent
company Holderbank culminating in General Management
responsibilities within Australia and South-East Asia.
GWA GROUP LIMITED 2011 ANNUAL REPORT
bILL bARTLETT FCA, CPA, FCMA, CA(SA)
non-Executive Director
jOHn MULCAHY PHD (CIvIL EnGInEERInG), FIE AUST
non-Executive Director
■■ Expertise: Chartered Accountant, actuarial, insurance and
■■ Expertise: Civil Engineer and experienced public company director
financial services
■■ Special Responsibilities: Chairman of Audit and Remuneration
Committees and a member of the Nomination Committee
Mr Bartlett was appointed a Non-Executive Director of GWA Group
Limited in 2007 and Chairman of the Audit Committee in October
2009. He is a Fellow of the Institute of Chartered Accountants with
over 35 years experience in accounting, and was a partner at Ernst
& Young in Australia for 23 years, retiring on 30 June 2003. He is a
director of the Bradman Foundation and Museum and Chairman of
the Cerebral Palsy Council of Governors.
During the past three years, Mr Bartlett has served as a director of
the following other listed companies, and the period in which the
directorships have been held:
■■ Suncorp Group Limited since 2003*
■■ Reinsurance Group of America Inc (NYSE) since 2004*
■■ Abacus Property Group since 2007*
*denotes current directorship
PETER bIRTLES bSC, ACA
non-Executive Director
■■ Expertise: Chartered Accountant, retail, financial and operational
■■ Special Responsibilities: Member of Audit Committee
Mr Birtles was appointed a Non-Executive Director of GWA Group
Limited in November 2010. He is a Chartered Accountant and is
the current Managing Director and Chief Executive Officer of Super
Retail Group Limited (“Super Retail”). He was formerly the Chief
Financial Officer of Super Retail. Prior to joining Super Retail, he
held a variety of finance, operational and information technology
roles with The Boots Company in the United Kingdom and Australia
and worked for Coopers & Lybrand.
During the past three years, Mr Birtles has served as a director of
the following other listed companies, and the period in which the
directorship has been held:
■■ Super Retail Group Limited since 2006*
*denotes current directorship
■■ Special Responsibilities: Member of Remuneration Committee
Mr Mulcahy was appointed a Non-Executive Director of GWA
Group Limited in November 2010. He is a Fellow of the Institute
of Engineers and is a Non-Executive Director of Mirvac Group
Limited, Chairman of Coffey International Limited and a Guardian
of the Future Fund. He is the former Managing Director and Chief
Executive Officer of Suncorp Group Limited (“Suncorp”). Prior to
joining Suncorp, he held a number of senior executive roles at the
Commonwealth Bank and Lend Lease Corporation.
During the past three years, Mr Mulcahy has served as a director
of the following other listed companies, and the period in which the
directorships have been held:
■■ Mirvac Group Limited since 2009*
■■ Coffey International Limited since 2009*+
■■ Suncorp Group Limited 2003 – 2009
*denotes current directorship +denotes Chairman
RICHARD THORnTOn CA b COM LLb (HOnS) LLM
Executive Director and Company Secretary
■■ Expertise: Chartered Accountant, taxation and finance
Mr Thornton was appointed an Executive Director of GWA Group
Limited in May 2009. He joined GWA Group Limited in 2002
as Group Taxation Manager and Treasurer and was appointed
Company Secretary in 2003. He is a Chartered Accountant and is
experienced in accounting, taxation and finance through positions
at Coopers & Lybrand, Citibank and Ernst & Young in Australia and
overseas. Mr Thornton continued in his role as Company Secretary
following his appointment as an Executive Director in 2009. He is a
Director of Great Western Corporation Pty Ltd.
17
Corporate
Governance Statement
for the Year Ended 30 june 2011
The board of Directors is responsible for
the corporate governance of GWA Group
■■ Monitoring of executive and senior management performance,
including the implementation of corporate strategies, and
ensuring appropriate resources are available
Limited (“the Company”) which is an
■■ Appointment and monitoring of the performance of the Managing
essential part of the role of the board.
Director
The Company’s corporate governance practices have been in
place since listing and are constantly reassessed in the light of
experience, contemporary views and guidelines on corporate
governance practices. The Board adopts practices it considers to be
superior and which will lead to better outcomes for the Company’s
shareholders.
The Board supports the Corporate Governance Principles and
Recommendations (“the recommendations”) of the ASX Corporate
Governance Council. The Board confirms that the current corporate
governance practices of the Company meet or exceed the
recommendations.
The Board supports the changes to the recommendations
requiring disclosure of the Company’s diversity policies which are
effective from 1 January 2011. In recent years, the Company has
implemented a number of important diversity related policies and
initiatives to further the Board’s objective for achieving a diverse
workforce. A specific Diversity Policy is currently being developed
in accordance with the recommendations and will be implemented
during the 2011/12 year. Details of the Diversity Policy will be
outlined in next year’s Corporate Governance Statement.
PRInCIPLE 1 – LAY SOLID FOUnDATIOnS
FOR MAnAGEMEnT AnD OvERSIGHT
Role of the board
The Board is responsible for the long term growth and financial
performance of the Company. The Board charts the strategic
direction of the Company and monitors executive and senior
management performance on behalf of shareholders. To achieve
this, the Board is engaged in the following activities:
■■ Providing input and final approval of corporate strategies and
performance objectives developed by senior management
■■ Approval and monitoring of financial and other reporting
GWA GROUP LIMITED 2011 ANNUAL REPORT
■■ Liaison with the Company’s External Auditor through the Audit
Committee
■■ Ensuring that the Company has appropriate systems of risk
management and internal controls, reporting mechanisms and
delegation authority limits in place
■■ Approval and monitoring the progress of major capital
expenditure, capital management, acquisitions and divestments
■■ Any other matters required to be dealt with by the Board from
time to time depending upon circumstances of the Company
■■ Other matters referred to in the Board Committee charters
The Board operates under a charter that details the functions and
responsibilities of the Board. The charter is reviewed annually
to ensure it remains consistent with the Board’s objectives and
responsibilities. Refer to the Company’s website for a copy of
the charter.
Delegations Policy
The Board has approved a Delegations Policy which clearly outlines
the authorities of the Board and those which have been delegated to
senior executives. The policy ensures that the executives understand
the authorities delegated by the Board and are accountable to
the Board for its compliance. Annual reviews are conducted on
the appropriateness of the delegated authorities and any material
breaches are reported to the Board.
Letter of Appointment
New directors of the Company are provided with a formal letter of
appointment which outlines the key terms and conditions of their
appointment. Similarly, senior executives including the Managing
Director and Chief Financial Officer have formal job descriptions and
letters of appointment describing their salary arrangements, rights
and responsibilities and entitlements on termination.
A comprehensive induction program is available to directors and
senior executives to ensure full understanding of the Company, its
policies and procedures and the industry within which it operates.
Profiles of the directors are set out on in the Annual Report. The
profiles outline the skills, experience and expertise of each Board
member, including the period of office held by each director.
Performance Reviews
Performance reviews of staff including senior executives are
conducted formally on a bi-annual basis. The performance
review process is critical to the development of staff and enables
performance issues to be addressed. The Company has identified
core competencies for the key roles in the organisation and these are
incorporated into individual job descriptions. During the performance
review process, the performance of staff is assessed against the
business objectives and core competencies.
Measurable personal financial and business improvement goals
are established during the performance review process and the
achievement of the personal goals is incorporated into the Company’s
Short Term Incentive Plan as outlined in the Remuneration Report.
PRInCIPLE 2 – STRUCTURE THE bOARD
TO ADD vALUE
board Meetings
The Board meets at least 10 times each year for scheduled meetings
and may, on other occasions, meet to deal with specific matters
that require attention between scheduled meetings. Together with
the Board Committees, the directors use the Board meetings to
challenge and fully understand the business and its operational
issues. To assist with the Board’s understanding of the business,
the Board regularly conducts Board meetings at the various business
locations followed by management presentations and site tours.
The Divisional General Managers are required to regularly attend
and present at the Board meetings on operational issues and
performance. An annual group strategy meeting is held as part of
the budget approval process which enables the Board to review
corporate strategies and performance with the Divisional General
Managers. This ensures that the Board is effectively carrying out
its duties of providing input and approving corporate strategies and
performance objectives.
The Chief Financial Officer is required to attend Board meetings
and present the finance department monthly report, and to answer
questions from the directors on financial performance, accounting,
risk management and treasury matters.
The Executive Director is responsible for the completion and
dispatch of the agenda and Board papers for each meeting. The
Executive Director prepares the draft minutes for each meeting,
which are tabled at the next Board meeting for review and approval.
The Executive Director is accountable to the Board, through the
Chairman, on all corporate governance matters.
The composition of the Board is determined by the Nomination
Committee and, where appropriate, external advice is sought.
The following principles and guidelines are adhered to:
■■ The Board should maintain a majority of non-executive directors
■■ The Board should consist of a majority of independent directors
■■ The Chairperson should be a non-executive director
■■ The role of Chairperson and Managing Director should not be
exercised by the same individual
■■ Non-executive directors should not be involved in management
of the day to day operations of the Company
■■ All Board members should be financially literate and have relevant
experience in the industries in which the Company operates
Re-Election of Directors
In accordance with the Company’s constitution, at each Annual
General Meeting, a number of directors will face re-election. One
third of the Board (excluding the Managing Director and any director
not specifically required to stand for re-election) must stand for re-
election. In addition, no director (other than the Managing Director)
may hold office for more than three years without standing for
re-election and any director appointed by the Board since the last
Annual General Meeting must stand for re-election at the next Annual
General Meeting. All retiring directors are eligible for re-election.
Independence of Directors
The Board considers that the non-executive directors must be
independent from management and free of any business or other
relationship that could interfere, or reasonably be perceived to interfere,
with the exercise of their unfettered and independent judgment.
In considering the relationships which may affect independent status
as outlined in the recommendations of the ASX Corporate Governance
Council, it has been determined that the Company’s non-executive
directors are independent. Therefore, the Board comprises 75%
independent directors and 25% non-independent directors (being
the Managing Director and Executive Director) which meets the
recommendations of the ASX Corporate Governance Council.
The following non-executive directors are considered by the Board to
be independent:
■■ Mr Geoff McGrath, Chairman and Non-Executive Director
■■ Mr Darryl McDonough, Deputy Chairman and Non-Executive
Director
Composition of the board
The Board presently comprises 8 directors, 6 of whom, including
the Chairman and Deputy Chairman, are non-executive directors
and 2, the Managing Director and Executive Director, are executive
directors.
■■ Mr Robert Anderson, Non-Executive Director
■■ Mr Bill Bartlett, Non-Executive Director
■■ Mr John Mulcahy, Non-Executive Director
■■ Mr Peter Birtles, Non-Executive Director
19
Corporate Governance Statement for the Year Ended 30 june 2011 Cont.
The Board is responsible for ensuring that the action of individual
directors in the Boardroom is that of independent persons. The
Board distinguishes between the concept of independence and
issues of conflict of interest or material personal interest which may
arise from time to time – refer Conflicts of Interest below.
In recognising the importance of the independence of directors
and the immediate disclosure of conflicts of interest, the Board has
included both matters as permanent items on the agenda at Board
meetings. Any independence or conflict of interest issues arising
during the relevant period must be disclosed to the Chairman prior
to each Board meeting. The disclosure is recorded in the Register
of Directors’ Interests and in the Board minutes.
board Succession Planning
The Board has established succession plans for the retirement of
individual Board members to ensure an appropriate balance of
skills, experience and expertise on the Board. The Board views
director renewal as an essential process to ensure optimal Board
performance. In accordance with the succession plans, the following
director retirements and appointments have occurred in recent years:
■■ Appointment of Mr Bill Bartlett in 2007
The materiality thresholds used for the determination of
independence and issues of conflict of interest has been considered
from the point of view of the Company and directors. For the
Company, a relationship which accounts for 5% or more of its
revenue is considered material. For a director, a relationship
which accounts for 5% or more of the total income of a director is
considered material. Directors’ fees are not subject to this test.
Access to Independent Advice
Directors and the Board Committees have the right in connection
with their duties and responsibilities to seek independent advice
at the Company’s expense. Prior written approval of the Chairman
is required, but this will not be unreasonably withheld. Where
appropriate, directors share such advice with the other directors.
nomination Committee
The Nomination Committee meets as required and on several
occasions throughout the year. For membership and attendance
details of the Nomination Committee, refer to the Directors’ Report.
The composition of the Nomination Committee is based on the
following principles:
■■ The Nomination Committee should consist of non-executive
■■ Retirement of Mr Martin Kriewaldt in 2008
directors only
■■ Retirement of Mr Jim Kennedy in 2009
■■ The Nomination Committee should consist of a majority of
■■ Appointment of Mr Darryl McDonough in 2009
■■ Appointment of Mr Richard Thornton in 2009
■■ Retirement of Mr Barry Thornton in 2010
■■ Retirement of Mr David Barry in 2010
■■ Appointment of Mr John Mulcahy in 2010
■■ Appointment of Mr Peter Birtles in 2010
Further director retirements and appointments are expected in
future years to continue the Board succession planning process,
whilst ensuring an efficient and effective Board is maintained.
Conflicts of Interest
The directors are required to disclose to the Board any relationships
from which a conflict of interest might arise. A director who has an
actual or potential conflict of interest or a material personal interest
in a matter is required to absent himself from any meeting of the
Board or Board Committee, whenever the matter is considered. In
addition, the director does not receive any Board papers or other
documents in which there is a reference to the matter.
This process is applied to business and trading relationships,
dealings with the directors, dealings with companies with common
directors and dealings with any significant shareholders of the
Company.
independent directors
■■ The Nomination Committee should consist of a minimum of
three members
■■ The Chairperson should be the Chairperson of the Board or
another non-executive director
The Nomination Committee operates under a charter that details the
Committee’s role and responsibilities, composition, structure and
membership requirements. The charter is reviewed annually to ensure
it remains consistent with the Board’s objectives and responsibilities.
Refer to the Company’s website for a copy of the charter.
The main responsibilities of the Committee include:
■■ Assessment of the necessary and desirable competencies of
Board members
■■ Review of the Board succession plans
■■ Evaluation of the performance and contributions of Board
members
■■ Recommendations for the appointment and removal of directors
■■ Review of the remuneration framework for the non-executive
directors
■■ Reporting to the Board on the Committee’s role and
responsibilities covering all the functions in its charter
GWA GROUP LIMITED 2011 ANNUAL REPORT
In performing its responsibilities, the Nomination Committee receives
appropriate advice from external consultants and other advisers as
required.
acceptance form is signed by new employees acknowledging their
understanding and on-going compliance with the Code of Conduct
and the Company’s policies and procedures.
The Executive Director prepares the draft minutes for each
Nomination Committee meeting, which are tabled at the next
Nomination Committee meeting for review and approval. The draft
minutes are also included in the Board papers of the next Board
meeting following the Nomination Committee meeting.
Selection and Appointment of Directors
The Nomination Committee is responsible for the selection and
appointment of directors. In the circumstances where there is a need
to appoint a director, whether due to the retirement of a director,
growth of the Company, or changed circumstances of the Company,
certain procedures will be followed including the following:
■■ Determination of the skills and experience appropriate for an
appointee, having regard to those of the existing directors and
other likely changes to the Board;
■■ Upon identifying a potential appointee, consider the competency
and qualifications, independence, other directorships, time
availability, and the effect that their appointment would have on
the overall balance of the composition of the Board; and
■■ The Board members consent to the proposed appointee.
Induction Program
The Nomination Committee is responsible for ensuring that an
effective induction program for new directors is in place and regularly
reviewed to ensure its effectiveness. The Board has developed a
comprehensive induction program for new directors to allow the new
appointees to participate fully and actively in Board decision making.
The Board views the induction program as critical in enabling the
new directors to gain an understanding of the Company and the
markets in which it operates.
Performance Evaluation
On an annual basis, the Nomination Committee conducts a formal
evaluation of the performance of the Board, the Board Committees
and the individual Board members to determine whether functioning
effectively by reference to current good practice. The performance
evaluation is conducted by the Chairman of the Board through open
discussions with the Board members and detailed questionnaires as
required. Any issues or improvement opportunities identified from the
performance evaluation are actioned.
PRInCIPLE 3 – PROMOTE ETHICAL AnD
RESPOnSIbLE DECISIOn-MAkInG
Code of Conduct
The Company’s objective is to conduct its business with the
highest standards of personal and corporate integrity. To assist
employees in achieving this objective, the Company has developed
a comprehensive Code of Conduct which guides the behaviour of
directors, officers and employees and demonstrates the commitment
of the Company to ethical practices. The Code of Conduct is
incorporated as part of new employees’ induction training and an
The Code of Conduct states the values and policies of the Company
and complements the Company’s risk management and internal
control practices. The Code of Conduct is reviewed annually
and updated to ensure that it reflects current good practice and
to promote the ethical behaviour of all employees. Refer to the
Company’s website for a copy of the Code of Conduct.
Share Trading Policy
The Company has developed a share trading policy which prohibits
directors, officers and other “potential insiders” from trading in GWA
shares during designated periods unless exceptional circumstances
exist. The designated periods are 30 June until the release of the
Company’s full year results to the Australian Securities Exchange and
31 December until the release of the Company’s half year results to
the Australian Securities Exchange, unless otherwise determined by
the Board.
Outside of these designated periods, there are no trading restrictions
where the directors, officers and other “potential insiders” are not
in the possession of unpublished insider information. At all times, if
an employee possesses unpublished insider information about the
Company, that person is prohibited from trading in GWA shares. In
addition, employees must not engage in any active short term trading
in GWA shares.
As an additional restriction, the directors must advise the Chairman
prior to trading outside the designated periods and confirm to the
Chairman that they do not possess unpublished insider information.
The policy also requires the directors to notify the Executive Director
within two business days after trading, to enable the Executive
Director to lodge the required disclosures with the Australian
Securities Exchange.
Diversity in the Workforce
The Company is committed to the promotion of diversity in the
organisation through the implementation of targeted employment
policies and initiatives to achieve a diverse workforce. The Board
understands the significant benefits that can arise from increasing
the pool of talent from which the Company can draw high quality
employees and the different perspectives that can be brought to the
organisation from a diverse workforce.
The Company’s current employment policies encourage diversity
within the workforce and the Board proposes to strengthen its diversity
focus through the development and implementation of a specific
Diversity Policy containing measurable objectives for the Board to
assess. The policy will be approved by the Board during the 2011/12
year and will be made available on the Company’s website.
In recent years, the Company has introduced a number of diversity
related policies and initiatives with the specific aim of increasing the
number of women within the workforce, particularly in management
positions. The new policies were implemented to promote ‘Work
Life Balance’, assist in attracting more females to apply for positions
21
Corporate Governance Statement for the Year Ended 30 june 2011 Cont.
■■ The Audit Committee should consist of at least three members
■■ The Audit Committee should include members who are
financially literate with at least one member who has financial
and accounting related expertise
The Audit Committee is governed by a charter which outlines
the Committee’s role and responsibilities, composition, structure
and membership requirements. The charter is reviewed annually
to ensure it remains consistent with the Board’s objectives and
responsibilities. Refer to the Company’s website for a copy of the
charter. A detailed Terms of Reference has been developed to
ensure the Audit Committee meeting agenda is consistent with the
Committee’s role and responsibilities as outlined in the charter.
The External Auditor, Managing Director, Chief Financial Officer,
Executive Director, Group Commercial Manager, Group Risk Manager
and other Company executives (as required) attend Audit Committee
meetings, by invitation, to present the relevant statutory information,
Financial Statements, reports, and to answer the questions of the
members. At the Audit Committee meetings, the members will meet
with the External Auditor without management present.
The main responsibilities of the Audit Committee include:
■■ Review of financial statements and external financial reporting
■■ Assess the management processes supporting external reporting
■■ Assess whether the external reporting is adequate to meet the
information needs for shareholders
■■ Recommendations on the appointment and removal of the
External Auditor
■■ Review and monitor the performance and independence of
the external audit function
■■ Review of tax planning and tax compliance systems and
processes
■■ Review and monitor risk management and internal compliance
and control systems
■■ Assess the performance and objectivity of the internal audit
function
■■ Reporting to the Board on the Committee’s role and
responsibilities covering all the functions in its charter
The Executive Director prepares the draft minutes for each Audit
Committee meeting, which are tabled at the next Audit Committee
meeting for review and approval. The draft minutes are also
included in the Board papers of the next Board meeting following
the Audit Committee meeting.
advertised and retaining the current female employees. The policies
covered flexible work arrangements, phased retirement, career
breaks, unpaid leave and paid parental leave.
As outlined in the Company’s 2011 Equal Opportunity for Women in
the Workplace Report, the overall workforce consists of 29% women
and 71% men. Of those employees in leadership or management
positions, 19% are women. There are currently no women on the
Board or holding an executive position. However, over a 12 month
period the Company has seen an increase in the number of women
in senior management positions and they now comprise 18% of
senior managers in the organisation which is an increase of 5% on
the prior year.
The following table outlines the Company’s workplace profile at
31 March 2011:
Title
Board
Senior Executives
Senior Managers
Managers
Team Leader/Supervisor
Professional
Skilled Workers
Admin Staff
Production/Distribution Staff
Sales Staff
Service Staff
Total
% Women
% Men
0
0
18
15
36
16
1
78
22
30
64
29
100
100
82
85
64
84
99
22
78
70
36
71
The Company is an active equal opportunity employer which is
highlighted in the employee recruitment process, and is compliant
with the Equal Opportunity for Women in the Workplace Act 1999.
PRInCIPLE 4 – SAFEGUARD InTEGRITY In
FInAnCIAL REPORTInG
Audit Committee
The Audit Committee meets as required and at least four times
throughout the year. For membership and attendance details of the
Audit Committee, refer to the Annual Report.
The composition of the Audit Committee is based on the following
principles:
■■ The Audit Committee should consist of non-executive
directors only
■■ The Audit Committee should consist of a majority of
independent directors
■■ The Chairperson of the Audit Committee must be an
independent director and not Chairperson of the Board
GWA GROUP LIMITED 2011 ANNUAL REPORT
Certification of Financial Reports
The Managing Director and Chief Financial Officer state in writing to
the Board each reporting period that in their opinion the Company’s
financial reports present a true and fair view of the Company’s
financial position and performance, and are in accordance with
relevant Accounting Standards. The statements from the Managing
Director and Chief Financial Officer are based on a formal sign-off
framework established throughout the Company and reviewed by the
Audit Committee as part of the financial reporting process.
External Auditor Independence
The Board recognises the importance of a truly independent
external audit firm to ensure that the audit function delivers, for
the benefit of the Board and all other stakeholders, an unbiased
confirmation of both the Financial Statements and the state of affairs
of the Company. Consistent with the Board’s commitment to an
independent audit firm, a policy has been approved by the Board
on the role of the External Auditor, which is designed to ensure the
independence of the external audit function.
The Audit Committee reviews the independence of the external audit
function annually and makes a recommendation to the Board on
continuing independence. As part of this review, the Audit Committee
examines the non-audit roles performed by the External Auditor to
satisfy itself that the auditor’s independence is not compromised.
Whilst the value of non-audit services could, in extreme cases,
compromise audit independence, more important is to ensure that
the External Auditor is not passing an audit opinion on the non-audit
work of its own firm.
As a further measure to ensure the independence of the audit
function, the Chairman of the Audit Committee must pre-approve
all audit services provided by the External Auditor and non-audit
services with a value of greater than $5,000.
During the year, the Company’s External Auditor, KPMG, provided
an Auditor Independence Declaration to the Board (refer to the
Directors’ Report) that, to the best of their knowledge and belief,
there have been no contraventions of:
Rotation of External Auditor
KPMG has advised the Company that their policy of audit partner
rotation requires a change in the lead engagement partner and review
partner after a period of five years. An audit partner rotation plan has
been reviewed and approved by the Audit Committee to ensure the
transition process is managed effectively. In accordance with the plan,
effective from 1 July 2010, Mr Greg Boydell was appointed the Lead
Engagement Partner following the rotation of Mr Mark Epper.
PRInCIPLE 5 – MAkE TIMELY AnD bALAnCED
DISCLOSURE
The Company is committed to ensuring the timely disclosure of
material price sensitive information through compliance with the
continuous disclosure obligations in the ASX Listing Rules and the
Corporations Act 2001. The Company includes continuous disclosure
as a permanent item on the agenda for Board meetings. The Board
has approved a Continuous Disclosure Policy to ensure the Company
complies with the continuous disclosure requirements and to ensure
accountability at the executive and senior management level for that
compliance.
The Managing Director is the Company’s Continuous Disclosure
Compliance Officer and is responsible for ensuring compliance
with the continuous disclosure requirements and overseeing and
authorising disclosure of information to the ASX. All media releases
which contain material price sensitive information must be approved
by the Board prior to release to the ASX.
The Executive Director coordinates the communications with the ASX
including ensuring compliance with regulatory requirements and
overseeing information released to the ASX, shareholders and other
interested parties. Announcements made to the ASX are published
on the Company’s website immediately after release.
PRInCIPLE 6 – RESPECT THE RIGHTS OF
SHAREHOLDERS
The Company is committed to ensuring shareholders and the
financial markets are provided with full, open and timely information
about its activities. This is achieved by the following:
■■ The auditor independence requirements of the Corporations
■■ Ensuring that shareholder communications (including the
Act 2001 in relation to the audit; and
■■ Any applicable code of professional conduct in relation to
the audit.
In considering the KPMG declaration and the recommendation
of the Audit Committee, the Board is satisfied with the continuing
independence of the external audit function. For details of the non-
audit roles performed by KPMG during the year, please refer to the
notes to the Financial Statements.
Selection and Appointment of External Auditor
Following shareholder approval at the 2004 Annual General Meeting,
KPMG were appointed External Auditor for the financial year
commencing 1 July 2004 after a comprehensive tender process
conducted by the Audit Committee. KPMG replaced Ernst & Young
who had been the External Auditor since 1995.
Annual Report and Notice of Annual General Meeting) satisfy
relevant regulatory requirements and guidelines. The Company
is committed to producing shareholder communications in
plain english with full and open disclosure about the Company’s
policies and procedures, operations and performance.
■■ Ensuring that shareholders have the opportunity to receive
external announcements by the Company through the corporate
website, www.gwagroup.com.au. All Company announcements
and information released to the market (including half and full
year results) are located on the website and may be accessed
by shareholders. There is a Corporate Governance section on
the website which outlines the Company’s governance practices
and other information including details of the Company’s social
responsibilities, sustainability and environmental performance.
23
Corporate Governance Statement for the Year Ended 30 june 2011 Cont.
■■ The Board is committed to the use of electronic communications
with shareholders to reduce the environmental impact and costs.
Shareholders can elect to receive Company communications
electronically, although not all communications are made
available electronically. Annual Reports are no longer printed and
mailed to shareholders, unless specifically requested. Annual
Reports are made available to shareholders on the Company’s
website in an accessible and user friendly format. Shareholders
are mailed the Notice of Annual General Meeting and Proxy Form,
which includes details on accessing the online Annual Report and
proxy voting.
■■ The Company encourages shareholders to attend and participate
at the Annual General Meeting to canvass the relevant issues
of interest with the Board. If shareholders are unable to attend
the Annual General Meeting personally, they are encouraged
to participate through proxy voting. The Company has recently
embraced online proxy voting to make it easier for shareholders
to lodge their proxy votes if they are unable to attend the Annual
General Meeting. The Company endeavours to set the timing
and the location of the Annual General Meeting so that it is
convenient for shareholders generally.
■■ The External Auditor attends the Annual General Meeting and
is available to answer questions from shareholders about the
conduct of the external audit and the preparation and content
of the Audit Report. Shareholders attending the Annual General
Meeting are made aware they can ask questions of the External
Auditor concerning the conduct of the audit.
PRInCIPLE 7 – RECOGnISE AnD MAnAGE RISk
The Board recognises that effective risk management processes
help ensure the business is more likely to achieve its business
objectives and that the Board meets its corporate governance
responsibilities. In meeting its responsibilities, the Board has
ensured that management has put in place comprehensive risk
management policies and practices across the Company which
addresses each of the key elements and requirements of AS/NZS
Standard 4360: 2004 – Risk Management.
Such processes include defining the risk oversight responsibilities of
the Board and the responsibilities of management in ensuring risks
are both identified and effectively managed. The agreed policies and
practices are made effective through the combined activities of:
■■ An Audit Committee that reports to the Board on risk
management and internal control matters in accordance with
its main responsibilities as outlined in the Audit Committee
Charter. Whilst ultimate responsibility for risk oversight rests with
the Board, the Audit Committee is an efficient mechanism for
focusing the Company on risk oversight, risk management and
internal controls;
■■ An Executive Risk Committee (ERC) comprising the executive
and senior management of the Company which has been
established to identify business risks in the organisation and
review status and risk mitigation activities. Formal enterprise
risk profiles have been prepared for the businesses and these
are reviewed half yearly by the ERC. The major business risks
are reported to the Audit Committee at the June and November
meetings together with risk mitigation activities. The ERC reports
to the Audit Committee on its activities as outlined in the ERC
charter;
■■ A Finance Committee comprising the executive and senior
management of the Company which has been established to
review and monitor the financial risks in the organisation and
oversee the execution of finance policies and risk mitigation
activities. The Finance Committee reports to the Audit Committee
on its activities as outlined in the Finance Committee charter;
■■ A Group Commercial Manager who has primary responsibility
for designing, implementing and coordinating the overall risk
management and internal control practices of the Company.
The Group Commercial Manager attends the Audit Committee
meetings to present the Internal Audit Report and prepares a
monthly Commercial Risk Report for the Board. Whilst reporting
to the Chief Financial Officer on a day to day basis, the Group
Commercial Manager has the authority to report directly to the
Board on any matter;
■■ A Group Risk Manager who has specific responsibilities in
respect of operational risks including occupational health and
safety, business continuity, environmental and sustainability
risks. The Group Risk Manager prepares a monthly Group Risk
Report for the Board and attends the June and November Audit
Committee meetings to present the Operational Risk Report;
■■ A co-sourced Internal Audit structure under the management
of BDO. The Internal Audit activities are carried out by a
combination of internal and appropriately qualified external
resources based on an Audit Committee approved programme
of work. Such activities link to the Company’s risk management
practices by ensuring risks are being adequately identified and
managed through the effective and efficient operation of control
procedures. The internal audit function is independent of the
external audit function; and
■■ External Audit activities undertaken by the External Auditor,
KPMG, to review internal controls as part of the year end audit
procedures. Internal control weaknesses are identified by the
External Auditor and communicated to management to address
through a formal reporting process. The actions taken by
management are reviewed by the Chief Financial Officer as part
of the stewardship review process.
GWA GROUP LIMITED 2011 ANNUAL REPORT
The Company has implemented risk management software across
the Group for the purpose of identifying and managing occupational
health and safety, business continuity and environmental risks. The
software is a critical tool for senior management and has enhanced
the identification, reporting and monitoring of actions in this
important area in order to support management’s objectives.
Risk management is embedded in the Company’s policies and
procedures which have enabled the Company to pro-actively identify
and manage all types of risk within the organisation. The Board aims
to continually evaluate and re-assess the risk management and
internal control practices of the Company to ensure current good
practice is maintained and to preserve and create value within the
organisation.
Certification of Risk Management Controls
In conjunction with the certification of financial reports, the Managing
Director and Chief Financial Officer state in writing to the Board each
reporting period that in their opinion:
■■ The statement is founded on a sound system of risk management
and internal compliance and control which implements the
policies adopted by the Board; and
■■ The Company’s risk management and internal compliance and
control system is operating efficiently and effectively in all material
respects.
The statements from the Managing Director and Chief Financial
Officer are based on a formal sign-off framework established
throughout the Company and reviewed by the Audit Committee as
part of the financial reporting process.
PRInCIPLE 8 – REMUnERATE FAIRLY AnD
RESPOnSIbLY
Remuneration Committee
The Remuneration Committee meets as required and on several
occasions throughout the year. For membership and attendance
details of the Remuneration Committee, refer to the Directors’ Report.
The composition of the Remuneration Committee is based on the
following principles:
■■ The Remuneration Committee should consist of non-executive
directors only
■■ The Remuneration Committee should consist of a majority of
independent directors
■■ The Remuneration Committee should consist of a minimum of
three members
■■ The Chairperson of the Remuneration Committee should be an
independent director
The Remuneration Committee operates under a charter that details
the Committee’s role and responsibilities, composition, structure and
membership requirements. The charter is reviewed annually to ensure
it remains consistent with the Board’s objectives and responsibilities.
Refer to the Company’s website for a copy of the charter.
The main responsibilities of the Committee include:
■■ Review of the Company’s remuneration and incentive policies
■■ Review of executive and senior management remuneration
packages
■■ Review of the Company’s recruitment, retention and termination
policies and procedures
■■ Review of the Company’s superannuation arrangements
■■ Reporting to the Board on the Committee’s role and
responsibilities covering all the functions in its charter
In performing its responsibilities, the Remuneration Committee
receives appropriate advice from independent external advisers.
During the year, the Remuneration Committee engaged the services
of Guerdon Associates to provide market benchmarking data to assist
with the 2011/12 executive remuneration review and to advise on
proposed changes to the remuneration structure following feedback
from shareholders.
The Executive Director prepares the draft minutes for each
Remuneration Committee meeting which are tabled at the next
Remuneration Committee meeting for review and approval. The draft
minutes are also included in the Board papers of the next Board
meeting following the Remuneration Committee meeting.
Remuneration Policies
The Board’s objective in setting the Company’s remuneration policies
is to provide maximum stakeholder benefit from the retention
of a high quality Board and executive team. This is achieved by
remunerating directors and executives fairly and appropriately
based on relevant market benchmarking data and the linking of the
executives’ emoluments to the Company’s financial and operating
performance in order to align with shareholder wealth creation.
The Nomination Committee is responsible for determining the
remuneration for the non-executive directors, with the maximum
aggregate amount approved by shareholders. The non-executive
directors receive their remuneration by way of directors’ fees only
(including statutory superannuation) and are not able to participate
in the executive incentive schemes. There are no director retirement
benefits other than statutory superannuation.
The Remuneration Committee is responsible for reviewing and
determining the remuneration and incentive arrangements for
the executives. The Remuneration Committee obtains market
benchmarking data from an independent external adviser to assist
in determining market remuneration levels. The remuneration
and incentive arrangements have been structured to ensure that
performance is fairly rewarded and to attract, motivate and retain a
high quality executive team.
For details of the Company’s remuneration policies and disclosures,
refer to the Remuneration Report.
25
Directors’ Report
as at 30 june 2011
Your directors present their report on
the consolidated entity of GWA Group
Limited (“the Company”) and the entities it
controlled during the financial year ended
DIRECTORS’ InTERESTS
The relevant interest of each director in the share capital of the
Company as notified by the directors to the Australian Securities
Exchange in accordance with Section 205G(1) of the Corporations
Act 2001 as at the date of this report is:
30 june 2011.
DIRECTORS
The following persons were directors of the Company during the
financial year and up to the date of this report. Directors were in
office this entire period unless otherwise stated.
G J McGrath, Chairman and Non-Executive Director
D D McDonough, Deputy Chairman and Non-Executive Director
P C Crowley, Managing Director
R M Anderson, Non-Executive Director
W J Bartlett, Non-Executive Director
J F Mulcahy, Non-Executive Director (Appointed 24 November 2010)
P A Birtles, Non-Executive Director (Appointed 24 November 2010)
R J Thornton, Executive Director
D R Barry, Non-Executive Director (Retired 28 October 2010)
Details of the directors’ qualifications, experience and special
responsibilities are located in the Annual Report.
Details of the directorships of other listed companies held by each
director in the three years prior to the end of the 2010/11 financial
year, and the period for which each directorship has been held, are
listed in the Annual Report.
COMPAnY SECRETARY
Mr R J Thornton was appointed Company Secretary of GWA Group
Limited in 2003. Mr Thornton continued in his role as Company
Secretary following his appointment as Executive Director in May
2009. Details of Mr Thornton’s qualifications and experience are
located in the Annual Report.
GWA GROUP LIMITED 2011 ANNUAL REPORT
Director
G J McGrath
D D McDonough
P C Crowley
R M Anderson
W J Bartlett
J F Mulcahy
P A Birtles
R J Thornton
Total
Ordinary Shares
150,000
100,495
750,000
8,418,442
30,914
25,000
15,000
111,194
9,601,045
The executive directors, Mr P C Crowley and Mr R J Thornton, are
holders of Performance Rights under the GWA Group Limited Long
Term Incentive Plan. For details of the Performance Rights held,
please refer to the Remuneration Report.
Note 33 to the Financial Statements sets out the number of shares
held directly, indirectly or beneficially by directors or their related
entities at balance date as prescribed in Accounting Standard AASB
124, this being 19,587,525 shares (last year 19,488,525 shares).
CORPORATE STRUCTURE
GWA Group Limited is a Company limited by shares that is
incorporated and domiciled in Australia. GWA Group Limited has
prepared a Consolidated Financial Report incorporating the entities
that it controlled during the financial year ended 30 June 2011,
which are outlined in Note 30 of the Financial Statements.
PRInCIPAL ACTIvITIES
The principal activities during the year within the consolidated entity
were the research, design, manufacture, import and marketing
of building fixtures and fittings to households and commercial
premises and the distribution of these various products through a
range of distribution channels in Australia and overseas.
In January 2011, the Company acquired Gliderol Garage Doors
which is a leading Australian manufacturer and distributor of garage
doors and openers for the residential and commercial markets. There
have been no other significant changes in the nature of the activities
of the consolidated entity during the year.
EMPLOYEES
The consolidated entity employed 2,150 employees as at 30 June
2011 (last year 1,944 employees).
The consolidated entity recognises the productivity benefits to be
gained from investing in its employees to improve motivation and
individual skills. The consolidated entity remains committed to
ensuring that staff are provided access to appropriate training and
development programs.
The consolidated entity has implemented employment policies aimed
at encouraging diversity in the workforce to attract and retain the best
people, including a stronger representation of women. All companies
in the consolidated entity are active equal opportunity employers and
the consolidated entity is compliant with the Equal Opportunity for
Women in the Workplace Act 1999.
SEGMEnT PERFORMAnCE
The segment performance of the Company for the financial year ended
30 June 2011 is outlined in the table at the bottom of this page.
EARnInGS PER SHARE
Earnings Per Share
Basic earnings per share
Basic earnings per share –
continuing operations
2010/11
cents
2009/10
cents
21.0
21.0
16.2
18.5
REvIEW OF OPERATIOnS
A review of the operations of the consolidated entity and the results
of those operations for the financial year ended 30 June 2011 is
provided in the Managing Director’s Review of Operations.
STATE OF AFFAIRS
Changes in the state of affairs of the consolidated entity during the
financial year resulted from the pursuit of acquisition opportunities
to expand the core building fixtures and fittings business through
market and product extensions. Details of the changes are as follows:
■■ On 31 January 2011, the consolidated entity purchased the
shares of Gliderol International Pty Ltd for $40.7 million. Gliderol
Garage Doors is a leading Australian manufacturer and distributor
of garage doors and openers for the residential and commercial
markets and has been integrated with the Gainsborough door
hardware business to form GWA Door & Access Systems.
In the opinion of the directors, there were no other significant
changes in the state of affairs of the consolidated entity during
the financial year, other than disclosed in the Directors’ Report or
referred to in the Financial Statements or notes thereto.
DIvIDEnDS
Dividends paid or declared by the Company to shareholders since
the end of the previous financial year were:
Declared and paid during 2010/11 financial year
Dividend
Final 2009/10
Ordinary
Interim 2010/11
Ordinary
Cents per
share
Total
Amount
$’000
8.5
25,594
9.5
28,604
Franked
Date of
Payment
Fully
Franked
6 October
2010
Fully
Franked
5 April
2011
Franked dividends declared and paid during the year were franked at
the corporate tax rate of 30%.
Declared after end of the 2010/11 financial year
After balance date the following dividend was approved by the
directors. The dividend has not been provided and there are no
income tax consequences.
Dividend
Final 2010/11
Ordinary
Cents per
share
Total
Amount
$’000
8.5
25,630
Franked
Date of
Payment
Fully
Franked
6 October
2011
The financial effect of the dividend has not been brought to account
in the Financial Statements for the year ended 30 June 2011 and will
be recognised in subsequent Financial Reports.
The record date for the final dividend is 16 September 2011
and the dividend payment date is 6 October 2011. The Dividend
Reinvestment Plan will not be offered to shareholders for the final
dividend and remains suspended.
Business Segment
Segment Sales
Trading EBIT
Bathrooms & Kitchens
Heating & Cooling
Door & Access Systems
Commercial Furniture
Unallocated
Total
2010/11
$’000
339,915
195,298
114,026
77,260
(132)
726,367
2009/10
$’000
337,377
161,495
82,881
74,839
217
656,809
2010/11
$’000
77,631
17,195
17,158
8,940
(13,768)
107,156
2009/10
$’000
74,208
14,607
14,622
5,724
(14,613)
94,548
27
Directors’ Report as at 30 june 2011 Cont.
SIGnIFICAnT EvEnTS AFTER bALAnCE DATE
Subsequent to 30 June 2011, the consolidated entity has progressed
negotiations with a third party in relation to the divestment of the
Sebel business. The Sebel business represents the Commercial
Furniture segment which includes the sale of education, hospitality
and aged care furniture and stadia seating. At the date of this report,
the consolidated entity has not yet reached agreement with the third
party. Negotiations are continuing and a decision is expected by the
end of August 2011.
On 16 August 2011, the directors declared a final ordinary dividend
of 8.5 cents per share in respect of the financial year ended 30 June
2011. The dividend will be fully franked at the 30% corporate tax
rate. The total amount of the dividend is $25.630 million (last year
$25.594 million). In accordance with Accounting Standards, the
dividend has not been provided for in the Financial Statements for
the year ended 30 June 2011.
There has not been any other matter or circumstance, other than
that referred to in the Financial Statements or notes thereto, that
has arisen since the end of the financial year, that has significantly
affected, or may significantly affect, the operations of the
consolidated entity, the results of those operations, or the state of
affairs of the consolidated entity.
LIkELY DEvELOPMEnTS AnD ExPECTED
RESULTS
Likely developments and expected results of the operations of the
consolidated entity are provided in the Managing Director’s Review
of Operations.
In the next financial year, the consolidated entity will continue to
pursue strategies for increasing the profitability and market share
of the businesses. There will be further investment in research and
new product development to ensure that the consolidated entity
generates the best possible returns from the businesses and to
create competitive advantage.
Further information on likely developments and expected results of
the operations of the consolidated entity have not been included in
this report because the directors believe it would be likely to result in
unreasonable prejudice to the consolidated entity.
EnvIROnMEnTAL REGULATIOn AnD
PERFORMAnCE
Environmental Licenses
The consolidated entity holds licenses issued by environmental
protection and water authorities that specify limits for discharges to
the environment which arise from the operations of entities that it
controls. These licenses regulate the management of discharge to
air, storm water run-off, removal and transport of waste associated
with the manufacturing operations in Australia. Where appropriate,
an independent review of the consolidated entity’s compliance with
license conditions is made by external advisers.
The consolidated entity, in conjunction with external advisers,
monitors storage and treatment of hazardous materials within
particular operations. Prior to any discharge to sewers, effluent
is treated and monitored to ensure strict observance with license
conditions. The directors are not aware of any breaches of the
consolidated entity’s license conditions during the financial year
ended 30 June 2011.
Environmental Remediation
In previous financial years, the consolidated entity investigated and
reported two environmental contamination issues at factory sites
at Revesby NSW and Eagle Farm QLD. The Revesby site is leased
and occupied by McIlwraith-Davey Pty Ltd. The Eagle Farm site
was previously occupied by Corille Limited (formerly Rover Mowers
Limited) and was sub-leased to MTD Products Australia Pty Ltd on
1 April 2010 following the sale of the Rover Mowers business. The
Company no longer occupies the site and the sub-lease to MTD
Products Australia Pty Ltd expired in November 2010.
During the year, the remediation activities at the Revesby site were
conducted in accordance with the Voluntary Remediation Proposal
approved by the Department of Environment, Climate Change
and Water (NSW). It is expected that the remediation activities will
be completed during the 2011/12 year. McIlwraith-Davey Pty Ltd
will continue to occupy the site after the remediation activities are
completed until lease expiry in April 2013.
Whilst there was no legal obligation to remediate the Eagle Farm
site, the Board approved targeted remediation activities to mitigate
potential future environmental liabilities. The remediation activities
were substantially completed during the 2010/11 year. It is expected
that a Site Audit Statement declaring the site is suitable for ongoing use
and with no ongoing monitoring obligations will be obtained during the
2011/12 year. The consolidated entity no longer occupies the site.
InDEMnIFICATIOn AnD InSURAnCE OF
DIRECTORS AnD ExECUTIvES
Indemnification
The Company’s constitution provides that, to the extent permitted
by the law, every current (and former) director or secretary of the
Company shall be indemnified out of the assets of the Company
against all costs, expenses and liabilities which results directly or
indirectly from facts or circumstances relating to the person serving
(or having served) in their capacity as director or secretary of the
Company, but excluding any liability arising out of conduct involving
a lack of good faith or conduct known to the person to be wrongful or
any liability to the Company or related body corporate.
Insurance Premiums
The Company has paid premiums in respect of insurance contracts
which provide cover against certain liabilities of every current (and
former) director and officer of the Company and its controlled
entities. The contracts of insurance prohibit disclosure of the total
amount of the premiums paid, or the nature of the liabilities covered
under the policies.
GWA GROUP LIMITED 2011 ANNUAL REPORT
Premiums were paid in respect of every current (and former) director
and officer of the Company and controlled entities, including the
directors named in the Directors’ Report, the Chief Financial Officer
and all persons concerned or taking part in the management of the
Company and its controlled entities.
REMUnERATIOn REPORT - AUDITED
The Remuneration Report provides information about the
remuneration arrangements for key management personnel
(‘KMP’), which includes non-executive directors and the most senior
group executives, for the year ended 30 June 2011. Reference to
‘executives’ in this report means KMP executives.
The report covers the following matters:
1. Board role in setting remuneration strategy and principles;
2. Relationship between remuneration policy and company
performance;
3. Description of non-executive director remuneration;
4. Description of executive remuneration;
The Board engages with shareholders, management and other
stakeholders to continuously refine and improve executive and director
remuneration polices and practices. The Nomination Committee is
responsible for determining the remuneration arrangements for the
non-executive directors, with the annual maximum aggregate amount
approved by shareholders. The Remuneration Committee deals with
remuneration matters for executives.
Both the Nomination Committee and the Remuneration Committee
have the authority to engage external professional advisers without
seeking approval of the Board or management.
During the reporting period, the Nomination Committee and the
Remuneration Committee obtained advice from Guerdon Associates
for 2011/12 remuneration. Guerdon Associates does not provide
services to management and is considered to be independent.
In response to feedback from shareholders and advice from
Guerdon Associates a number of changes are proposed to the
2011/12 remuneration structure which are consistent with GWA’s
remuneration strategy. These changes are detailed in this report.
1.1 Executive remuneration strategy –
5. Details of director and executive remuneration;
2011/12 changes
6. Key terms of employment contracts; and
7. Legacy equity based remuneration plans.
1. bOARD ROLE In SETTInG REMUnERATIOn
STRATEGY AnD PRInCIPLES
GWA’s strategy is to provide remuneration that is fair and sufficient
to attract and retain management and directors with the experience,
knowledge, skills and judgment required for the consolidated entity’s
success.
The key principle is that remuneration varies between the median
and third quartiles (or higher if warranted by superior performance)
relative to companies of comparable size and scope to GWA.
As a result of shareholder feedback on current practices, GWA’s
executive remuneration structure will be changed with effect from
the start of the 2011/12 financial year.
The Remuneration Committee aims to ensure that the mix of fixed
and variable remuneration for executives is appropriate for the
cyclical, mature, competitive and lower growth industries in which
GWA operates, having regard to:
■■ The need to protect the market leading positions of established
products against large global competitors in order to maintain
competitiveness; and
■■ The importance of developing growth opportunities whilst
maintaining stability of earnings and a high operating cash flow
to fund the fully franked dividend payments to shareholders.
Shareholder Concern
GWA Board Response
Fixed remuneration for Managing Director and
some executives is above third quartile measured
against peer companies
Long term incentives are too high
Long term incentives are subject to “cliff” vesting
with low targets
Incentives could encourage excessive risk taking
Managing Director’s fixed remuneration will be frozen for the next three years
Reduce long term incentives with more emphasis on short term incentives with part
deferred subject to further testing
Remove “cliff” reward vesting that may encourage excessive risk taking as a
performance threshold is approached. The Long Term Incentive plan will have
graduated vesting scales to more closely align reward with performance
Performance targets will be increased for reasonably achievable levels and stretch
targets applied for full vesting
Shift some of the incentive from longer term to shorter term requirements for growth
with payment of deferred amounts subject to further testing
A higher proportion of short term incentives will be set to stretch targets requiring
sustainable performance
29
Directors’ Report as at 30 june 2011 Cont.
The Committee acknowledges that this strategy has generally
resulted in the approval of a higher proportion of fixed remuneration
for executives compared to peer companies and a lower proportion of
variable remuneration.
2. RELATIOnSHIP bETWEEn REMUnERATIOn
POLICY AnD COMPAnY PERFORMAnCE
Remuneration is linked to performance by:
■■ Applying challenging financial and non-financial measures to
Key concerns raised by shareholders and proposed changes to
GWA’s remuneration structure to apply for the 2011/12 financial year
are summarised in the table on page 29. Where appropriate, the
adjustments to the 2011/12 remuneration structure are detailed in
the various sections of this report.
1.2 Managing Director’s remuneration
The Managing Director’s fixed remuneration has been established
over the past 8 years of service to shareholders where he has
consistently delivered value and positioned the consolidated entity for
sustainable performance. This was demonstrated during the recent
global financial crisis where GWA weathered the extreme volatility
in the financial markets with only a moderate impact on profitability
and no impact on the Company’s high dividend pay-out. The strong
financial position enabled the Company to refinance bank debt
without any requirement for a dilutive equity raising.
During the 8 years of service, the Managing Director has received
only modest incentive payments due to the low growth experienced
in the building sector. The Board believes the above changes to
the 2011/12 remuneration structure represent an appropriate
balance between addressing the issues raised by shareholders and
maintaining a competitive compensation package for key executives.
assess performance; and
■■ Ensuring that these measures focus management on operational
and strategic business objectives that create shareholder value.
GWA measures performance on the following key corporate measures:
■■ Earnings per share (‘EPS’) growth;
■■ Total shareholder return (‘TSR’) relative to companies with similar
scope, operations, customers or products; and
■■ Economic Profit, defined as the pre tax profit after deducting the
cost of capital for funds used.
Remuneration for all executives varies with performance on these
key measures together with achievement of key personal goals which
underpin delivery of these financial outcomes and are linked to the
consolidated entity’s performance review process.
The graph below shows the Company’s performance over rolling 3
year periods for the 3 years to 30 June 2011 compared to the Long
Term Incentive peer group companies for the 2009 to 2011 grants
(i.e. GUD Holdings Limited, Hills Industries Limited, Bradken Limited,
Spotless Group Limited, Alesco Corporation Limited, Dulux Group
Limited, Pacific Brands Limited, Adelaide Brighton Limited, Ansell
Limited and Paperlinx Limited). Dulux Group Limited replaced Crane
Group Limited following its delisting from the ASX in May 2011.
3 Year Rolling TSR
GWA 3 Year Rolling TSR
Peer Group 3 Year Rolling TSR 50th Percentile
^ Assuming 36 months in each rolling period
40.00%
20.00%
0.00%
-20.00%
-40.00%
-60.00%
-80.00%
JUNE 08
OCT 08
FEB 09
JUNE 09
OCT 09
FEB 10
JUNE 10
OCT 10
FEB 11
JUNE 11
AUG 08
DEC 08
APR 09
AUG 09
DEC 09
APR 10
AUG 10
DEC 10
APR 11
Source: Guerdon Associates
GWA GROUP LIMITED 2011 ANNUAL REPORT
The following table is a summary of key shareholder wealth statistics for the Company over the last five years:
Financial Year
Trading EBIT ($m)
Trading EPS* (cents)
Total DPS (cents)
Share Price ($)
2006/07
2007/08
2008/09
2009/10
2010/11
98.8
99.4
86.4
94.5
107.2
22.0
21.5
17.9
18.5
21.0
22.0
19.5
18.0
18.0
18.0
4.42
2.50
2.30
3.01
2.75
* Excludes restructuring expenses
The remuneration and incentive framework which has been put
in place by the Board has ensured that executives are focused on
both sustaining short term operating performance with moderate
long term strategic growth. This has contributed to the Company
generating the shareholder returns as set out in the above table and
graph, including a total of 95.5 cents in fully franked dividends paid
to shareholders in the last five financial years which includes 5.5
cents in special dividends.
A comparison of key performance goals and outcomes for 2010/11
is provided in the table below:
3. DESCRIPTIOn OF nOn-ExECUTIvE DIRECTOR
REMUnERATIOn
There has been no change to the basis of non-executive director fees
since the prior reporting period.
Fees for non-executive directors are fixed and are not linked to
the financial performance of the consolidated entity. The Board
believes this is necessary for non-executive directors to maintain their
independence.
At the 2004 Annual General Meeting, shareholders approved non-
executive director fees up to an annual maximum aggregate amount
of $1.09 million (including statutory superannuation). The actual fees
paid to the non-executive directors are outlined in the Remuneration
Tables (see section 5.1).
Non-executive director remuneration consists of base fees and
statutory superannuation, plus an additional fee for each Board
committee on which a director sits. The payment of committee fees
recognises the additional time commitment required by directors who
serve on one or more committees. Non-executive directors are not
2010/11 Goals
Results
able to participate in the executive incentive schemes or the GWA
Employee Share Plan.
The Nomination Committee obtains market benchmarking data
from an external remuneration adviser to ensure that the level and
allocation of non-executive director remuneration is market based
and fairly represents the responsibilities and time spent by the
directors on Company matters. The most recent benchmarking
survey from Guerdon Associates sampled the same companies
used for executive remuneration benchmarking (see section 4.2)
and found the fees received by most non-executive directors were
positioned at about the 60th percentile.
Retirement benefits are not available for non-executive directors of
the Company, other than statutory superannuation.
4. DESCRIPTIOn OF ExECUTIvE REMUnERATIOn
4.1 Executive remuneration structure
Executive remuneration has a fixed component and a component
that varies with performance.
The variable component ensures that total pay varies with
performance. The short term incentive (‘STI’) provides rewards for
performance over a 1 year period. The long term incentive (‘LTI’)
provides rewards for performance over a 3 year period.
The maximum total remuneration that can be provided to an
executive is capped, with maximum incentive payments expressed
as a percentage of total fixed remuneration. Total fixed remuneration
for the purposes of the incentives includes superannuation and non-
monetary benefits. The STI and LTI maximum percentages are less
than most market peers given the emphasis on stability of earnings,
cash flow and dividends and the relatively high fixed pay.
Achieve leading safety performance to work
towards an injury free workplace
Sustain profitability through effective management
of brands and supply chain
Continuously improve operating performance
Safety performance as measured by Total Injury Frequency rate improved by 14%
EBIT margins, return on funds employed and key operating measures have improved
Continued improvement in workforce productivity with 4% underlying reduction for
similar sales levels on like for like basis
Pursue growth in core building fixtures and
fittings market
Trading profit increased by 13% due to acquisitions and organic growth initiatives
successfully executed during the year
31
Directors’ Report as at 30 june 2011 Cont.
4.1.1 Managing Director remuneration structure
A comparison of the current and the proposed 2011/12 incentives
structure for the Managing Director is provided in the table below:
Maximum short
term incentive
% of fixed
remuneration
LTI % of fixed
remuneration
(grant date fair
value)
60
80
60
40
Total
performance
pay as %
of fixed
remuneration
120
120
Managing
Director
Current
2010/11
Proposed
2011/12
A comparison of the current and the proposed 2011/12 STI for the
Managing Director is provided in the table below:
Managing
Director
Personal
Goals
Financial
Targets
Total
Reasonably
Achievable
Maximum
for achieving
stretch goals
Current
2010/11
Proposed
2011/12
10
20
30
30
40
50
60
80
4.1.2 Other Executives remuneration structure
A comparison of the current and the proposed 2011/12 incentives
structure for other executives is provided in the table below:
Maximum short
term incentive
% of fixed
remuneration
LTI % of fixed
remuneration
(grant date fair
value)
40
50
40
30
Total
performance
pay as %
of fixed
remuneration
80
80
Other
Executives
Current
2010/11
Proposed
2011/12
A comparison of the current and proposed 2011/12 STI for the other
executives is provided in the table below:
Other
Executives
Personal
Goals
Financial
Targets
Total
Reasonably
Achievable
Maximum
for achieving
stretch goals
Current
2010/11
Proposed
2011/12
10
20
20
20
30
40
40
50
The proposed changes for all executives, including the Managing
Director, result in a shift in incentives from longer term to shorter
term requirements to sustain competitiveness, deliver value and
growth, and maintain cash flows for dividends. This will be supported
by a requirement that 50% of the financial targets component of the
STI will be deferred and subject to further testing with payment at
the discretion of the Board at the time of signing the following year’s
annual audited Financial Statements. The further testing involves the
Board verifying the integrity of the achievement of the STI financial
targets. Interest will be earned by the executives on the deferred
component.
The payment of the STI at the reasonably achievable level has
a greater likelihood of achievement than not, if management
successfully implement improvement plans, and the maximum level
has stretch targets with a one in three year likelihood of achievement.
4.2 Fixed remuneration
Fixed remuneration is the sum of salary and the direct cost of
providing employee benefits, including superannuation, motor
vehicles, car parking and fringe benefits tax.
The level of fixed remuneration is set:
■■ To retain proven performers with difficult to source experience
in manufacturing and global supply chain management;
■■ To attract external recruits with depth and breadth of expertise
usually acquired while working with larger companies; and
■■ In recognition that the primary focus in recent years has been
on conserving market leadership, cash flow and dividends.
Based on an independent survey by Guerdon Associates, this has
resulted in fixed remuneration for most executive positions at GWA
being at or above the third quartile for companies of comparable
market capitalisation or business units of comparable revenues.
The 26 listed companies included in the survey provided reliable
and robust statistical remuneration benchmarking and shared
some common attributes with GWA, but few direct competitors and
good position matches exist for precise remuneration positioning.
Judgment was therefore exercised by the Remuneration Committee
in determining appropriate remuneration levels, having regard to the
background and experience of the individuals.
While market levels of remuneration are monitored on a regular
basis, there is no contractual requirement or expectation that pay
will be adjusted each year. Where these levels are above the 75th
percentile fixed remuneration will either be frozen or increases will be
below market levels.
GWA GROUP LIMITED 2011 ANNUAL REPORT
4.3 Short-term incentive (‘STI’)
The formula is:
4.3.1 STI overview
The STI plan provides for an annual payment that varies with
performance measured over the Company’s financial year to
30 June 2011. The STI is aligned to shareholder interests as
executives will only become entitled to the majority of payments if
profitability improves (allowing for the building cycle), with maximum
incentive payments above the reasonably achievable level linked
directly to shareholder wealth creation. Total incentive payments to
executives and management represent less than 5% of trading profit.
As noted in section 4.1, the maximum STI that can be earned is
capped to minimise excessive risk taking.
The STI payment is made in cash after finalisation of the annual
audited Financial Statements. No part of the STI for the year to
30 June 2011 was deferred.
In 2011/12, 50% of the financial targets component of the STI will be
deferred and subject to further testing following adjustments to the
remuneration structure as outlined in the table in section 1.1 above.
4.3.2 STI performance requirements
4.3.2.1 Personal Goals
The personal goals set for each executive includes achievement of
key milestones to improve or consolidate the Company’s or business
unit’s strategic position. The goals vary with the individual’s role, risks
and opportunities.
The achievement of personal goals reinforces the Company’s
leadership model for improved performance management through
achieving measurable personal goals established during the
performance review process at the beginning of the financial year.
The personal goals can be drawn from a number of areas specific to
individual roles including financial measures such as working capital
management, workplace health and safety performance, execution of
Company strategy and key business improvement projects.
The inclusion of personal goals in the remuneration structure ensures
that executives can be recognised for good business performance
whether or not the Company or business unit achieves its STI
financial performance targets. This ensures the executives remain
focused on continuous performance improvement in their role.
4.3.2.2 Financial Targets
Financial performance targets are based on a combination of
improving revenue, margin and/or improved Return on Funds
Employed (ROFE). This will be calculated using the principle of
Economic Profit which is the pre tax profit after deducting the
cost of funds used in generating the profit.
Economic Profit = EBIT – (Funds Employed x pre tax cost of capital)
Pre tax cost of capital is 15% per annum
(NB: Where significant restructuring has been undertaken in a division, trading EBIT
will be used for the calculation of Economic Profit)
Under the STI framework, a business unit head may receive an STI
payment if business unit Economic Profit has grown, although the
overall corporate Economic Profit may not have grown, and vice versa.
The Board retains the right to vary from policy in exceptional
circumstances. However, any variation from policy and the reasons
for it will be disclosed.
4.4 Long-term incentive (‘LTI’)
4.4.1 LTI overview
Executives participate in a LTI plan. This is an equity based plan that
provides for a reward that varies with Company performance over
three year periods. Three years is considered to be the maximum
time period over which financial projections and detailed business
plans can reasonably be made.
The LTI is provided as Performance Rights, with each right entitling
the holder to an ordinary share in the Company (or in limited cases to
a cash payment), subject to meeting financial performance hurdles
and the holder remaining in employment with the Company until the
nominated vesting date.
If the vesting conditions and performance hurdles are achieved,
ordinary shares will be issued to the participants at no cost.
Performance Rights are cancelled if the performance hurdles
are not met.
The performance hurdles for the LTI are selected by the
Remuneration Committee. Half of the Performance Rights are based
on Total Shareholder Returns (TSR) for GWA compared to a peer
group of companies (which is a relative performance requirement)
and half of the Performance Rights are based on growth in Earnings
Per Share (EPS) (which is an absolute performance requirement).
The EPS performance condition is calculated as net profit after tax
as set out in the Company’s annual audited Financial Statements
divided by the weighted average of ordinary shares on issue. The
Board has discretion to make reasonable adjustments to base year
EPS where it is unduly distorted by significant or abnormal events.
Any such adjustments will be disclosed.
A participant may not dispose of the ordinary shares issued under
the LTI until the seventh anniversary of the grant date and the
shares are subject to a holding lock upon issue. There are limited
circumstances where a participant may dispose of the shares before
the end of the seven year period, including cessation of employment
33
Directors’ Report as at 30 june 2011 Cont.
with the Company or where the Board grants approval. In considering
an application from a participant to dispose of the shares, the Board
will consider whether the sale is in the best interests of the Company,
relevant policies and regulations and other factors.
In accordance with the rules of the LTI plan, the executives are
prohibited from entering into hedging transactions or arrangements
which reduce or limit the economic risk of holding unvested
Performance Rights.
The LTI rules do not allow for re-testing of the performance hurdles
after the initial performance period.
For the 2011 LTI grant, the proportion of Performance Rights that
can vest will be calculated and the shares will vest in August 2013
subject to achieving the performance hurdles.
All unvested rights will be forfeited if the Board determines that
an executive has committed an act of fraud, defalcation or gross
misconduct or in other circumstances specified by the Board.
4.4.2 LTI performance requirements
4.4.2.1 TSR Hurdle
Performance Rights in the tranche to which the relative TSR
performance requirement applies, will vest if GWA’s TSR exceeds
the median of the peer group of companies. The peer group for
measuring the relative TSR hurdle is outlined in the table below.
4.4.2.2 EPS Hurdle
EPS growth is measured over the three years from 1 July 2010 to
30 June 2013. The EPS hurdle is calculated as net profit after tax,
as set out in the Company’s annual audited Financial Statements,
divided by the weighted average number of ordinary shares on
issue. The base year EPS for the 2011 LTI grant was adjusted by
the Board for the significant item included in the Company’s annual
audited Financial Statements for the year ended 30 June 2010. The
effect of the adjustment was to increase base year EPS from 16.2
cents to 18.5 cents to ensure that the hurdle was not distorted by
the significant item and was reflective of the underlying operating
performance of the business.
Performance Rights in the tranche to which the EPS performance
requirement applies will vest if EPS growth equals or exceeds 10%
over the 3 year performance period.
4.4.3 Changes from 2012
For the 2012 LTI plan, the “cliff” vesting for the performance hurdles
in the 2011 plan will be replaced by vesting scales graduated with
performance and more demanding performance hurdles. The
comparator group for the 2012 LTI plan will be expanded to include
selected comparator group companies used by Guerdon Associates
for benchmarking executive fixed remuneration levels for the
2011/12 remuneration review.
A comparison of the current and proposed 2012 changes to the
LTI plan can be seen in the following table:
Relative TSR hurdle
50% of rights vest if GWA’s TSR exceeds the median 25% of performance rights vest if GWA’s TSR equal
2011
2012
Comparator Group
for TSR hurdle
GUD Holdings Limited, Hills Industries Limited,
Bradken Limited, Spotless Group Limited, Alesco
Corporation Limited, Dulux Group Limited, Pacific
Brands Limited, Adelaide Brighton Limited, Ansell
Limited, Paperlinx Limited
Absolute EPS growth hurdle
50% of rights vest if GWA’s EPS grows by 10% or
more over 3 year performance period
or exceeds the median and 50% vest if it equal or
exceeds the 75th percentile
Performance in the range of 25% to 50% will be
awarded on a pro rata basis
Reece Australia Limited, Adelaide Brighton Limited,
Ansell Limited, Brickworks Limited, CSR Limited,
Goodman Fielder Limited, Bradken Limited,
Dulux Group Limited, Super Retail Group Limited,
Premier Investments Limited, Pacific Brands
Limited, GUD Holdings Limited, Spotless Group
Limited, Breville Group Limited, Hills Holdings
Limited
25% of performance rights vest if GWA’s EPS
grows by 3% or more per annum and 50% vest
if it grows by 8% or more per annum over 3 year
performance period
Performance in the range of 25% to 50% will be
awarded on a pro rata basis
GWA GROUP LIMITED 2011 ANNUAL REPORT
5. DETAILS OF DIRECTOR AnD ExECUTIvE
(d) The Long Term Incentive (LTI) Plan was approved by
REMUnERATIOn
5.1 Remuneration Tables
Details of the nature and amount of each element of remuneration of
each director of the Company and other key management personnel
for the year ended 30 June 2011 are outlined in the Remuneration
Tables on page 36.
Notes to the Remuneration Tables
(a) The Short Term Incentive (STI) cash bonus is for the performance
during the financial year ended 30 June 2011 based on the
achievement of personal goals and financial performance targets.
The STI cash bonuses are paid annually following the end of the
preceding financial year. The amounts have been determined
following individual performance reviews and have been approved
by the Remuneration Committee.
(b) The short term non-monetary benefits include the provision of
motor vehicles, medical benefits membership, salary continuance
and life insurance and any applicable fringe benefits tax thereon.
(c) The Employee Share Plan interest includes an amount
representing commercial interest that would have been
charged during the period on the executives outstanding
employee loan balances owed to the Company had these loans
not been interest free. The benefit is classified as a long term
benefit in the Remuneration Tables which reflects the long term
nature of the incentive.
shareholders at the 2008 Annual General Meeting. Performance
rights were granted to executives in each of the years 30 June
2009, 2010 and 2011 and are subject to vesting conditions
and the achievement of the EPS and TSR performance hurdles
over the three year performance periods. No performance rights
vested during the years 30 June 2009, 2010 and 2011. The fair
value of the performance rights granted in each of the years were
calculated using Binomial option pricing model (EPS hurdle) and
Monte Carlo simulation (TSR hurdle) valuation methodologies
and allocated to each financial year evenly over the three year
performance period. If the EPS and TSR performance hurdles are
not achieved, then no benefits will be received by the executives
under the LTI.
(e) The Board approved a retention bonus for Mr L Patterson in
2008 due to the rapidly changing regulatory environment and
the increased business complexity facing the Dux business. The
retention bonus was subject to the achievement of performance
hurdles linked to value creation including market share and EBIT
performance.
35
Directors’ Report as at 30 june 2011 Cont.
Short–term
Long–term
Post-
employment
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e
t
i
e
f
r
o
f
s
u
n
o
B
%
r
a
e
y
n
i
-
-
-
-
-
-
-
-
-
-
-
-
-
-
37.7
43.0
25.1
29.8
29.1
29.6
19.1
28.6
26.1
30.5
55.3
17.4
24.1
27.1
19.0
34.2
-
-
-
-
-
-
-
-
-
-
-
-
-
-
64
87
75
93
82
100
75
93
100
93
76
20
25
-
20
100
-
-
-
-
-
-
-
-
-
-
-
-
-
-
36
13
25
7
18
-
25
7
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7
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-
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-
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a
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o
T
$
51,188
111,507
107,066
104,967
321,199
115,866
143,200
133,307
107,999
108,002
66,765
-
65,915
-
2,678,611
2,874,300
455,760
432,059
645,671
698,879
883,641
995,384
498,335
474,191
1,047,273
570,104
785,353
237,675
476,525
317,282
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3,069
9,207
49,940
48,666
26,521
36,142
11,824
11,007
46,917
25,003
5,513
-
5,443
-
50,000
50,000
32,583
24,873
49,091
52,238
48,000
48,000
37,129
31,818
-
-
-
-
-
45,309
50,000
3,800
36,483
15,866
Non–Executive Directors
D Barry,
Non-Executive Director
(Retired 28 October 2010)
2011
34,100
2010
102,300
R Anderson,
Non-Executive Director
G McGrath,
Chairman
W Bartlett,
Non-Executive Director
D McDonough,
Deputy Chairman
P Birtles,
Non-Executive Director
(Appointed 24 November 2010)
J Mulcahy,
Non-Executive Director
(Appointed 24 November 2010)
2011
2010
2011
2010
2011
2010
2011
2010
2011
2010
2011
2010
57,126
56,301
294,678
79,724
131,376
122,300
61,082
82,999
61,252
-
60,472
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
14,019
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2011 1,428,814
600,600
98,804
92,393
408,000
2010 1,368,975
780,000 129,699
89,176
456,450
282,469
73,636
9,589
16,941
40,542
232,157
83,620
30,511
15,956
44,942
377,236
119,407
31,229
400,019
133,680
39,867
-
-
68,708
73,075
603,343
202,650
13,716
50,098
(34,167)
603,477
229,400
12,444
47,230
54,833
322,086
113,818
289,799
92,500
8,928
8,099
-
-
16,375
51,975
Executive Directors
P Crowley,
Managing Director
R Thornton,
Executive Director
Executives
G Oliver, General Manager
– Group Development
W Saxelby,
Chief Financial Officer
G Welsh, General Manager
GWA Commercial Furniture
L Patterson, Chief Executive
GWA Heating & Cooling
N Evans, Chief Executive
GWA Bathrooms & Kitchens
(Commenced Employment
17 March 2010)
2011
2010
2011
2010
2011
2010
2011
2010
2011
2010
2011
505,766
57,800
40,537
2010
169,500
-
-
P Crossley, General
Manager Gainsborough
(Appointed 1 April 2010)
2011
348,859
26,128
847
2010
180,856
70,500
11,973
* Comparative STI cash bonus amounts have been adjusted to reflect the actual amounts paid.
GWA GROUP LIMITED 2011 ANNUAL REPORT
-
-
-
-
131,250
64,375
64,208
38,087
380,150
110,361
7,651
42,257
68,708
400,000
38,145
334,384
25,920
42,758
48,658
73,075
5.2 Share based payments
5.2.1 Performance Rights
The table below shows details of the Performance Rights granted to key management personnel during the year ended 30 June 2011 and in
prior years that affects compensation in this or future reporting periods. No Performance Rights vested during the year.
Number of
rights granted
Grant date*
% forfeited
in year
Fair value
of rights at
grant date
Issue price used to
determine number
of rights granted
Executive Directors
P Crowley, Managing Director
R Thornton, Executive Director
Executives
G Oliver, General Manager
Group Development
W Saxelby,
Chief Financial Officer
G Welsh,
General Manager
GWA Commercial Furniture
L Patterson,
Chief Executive
GWA Heating & Cooling
N Evans, Chief Executive
GWA Bathrooms & Kitchens
(Commenced employment 17 March 2010)
P Crossley,
General Manager Gainsborough
(Appointed 1 April 2010)
2011
2010
2009
2011
2010
2009
2011
2010
2009
2011
2010
2009
2011
2010
2009
2011
2010
2009
2011
2010
2009
2011
2010
2009
300,000
305,000
355,000
30,000
30,000
35,000
50,000
50,000
55,000
-
-
21 February 2011
12 March 2010
27 February 2009
21 February 2011
12 March 2010
27 February 2009
21 February 2011
12 March 2010
27 February 2009
-
-
100,000
27 February 2009
-
35,000
40,000
50,000
50,000
55,000
75,000
75,000
-
45,000
40,000
-
-
12 March 2010
27 February 2009
21 February 2011
12 March 2010
27 February 2009
21 February 2011
12 March 2010
-
21 February 2011
12 March 2010
-
-
-
50
-
-
50
-
-
50
-
-
50
-
-
50
-
-
50
-
-
-
-
-
-
802,500
785,375
583,975
80,250
77,250
57,595
133,750
128,750
90,475
-
-
164,500
-
90,125
65,800
133,750
128,750
90,475
200,625
193,125
-
120,375
103,000
-
3.00
2.84
2.46
3.00
2.84
2.46
3.00
2.84
2.46
-
-
2.46
-
2.84
2.46
3.00
2.84
2.46
3.00
2.84
-
3.00
2.84
-
Note
* The issue price used to determine the number of rights offered to all participants during the year, including Mr Crowley and other key
management personnel, was $3.00 being the volume weighted average price of the Company’s shares calculated over the 20 trading days
after the Company’s Annual General Meeting on 28 October 2010. The grant dates and corresponding fair values per right in the above table
have been determined in accordance with Australian Accounting Standards. Fair values have been calculated using Binomial option pricing
model (EPS hurdle) and Monte Carlo simulation (TSR hurdle) valuation methodologies. The fair value of rights issued during the year under
the EPS hurdle was $3.05 per right and the TSR hurdle was $2.30 per right.
All of the above rights carry an exercise price of nil. The rights granted on 27 February 2009, 12 March 2010 and 21 February 2011 will vest on
the date of the release to the Australian Securities Exchange of the Company’s annual audited Financial Statements for the years 30 June 2011,
2012 and 2013 respectively, subject to the achievement of the performance hurdles set out earlier in the Remuneration Report. The rights
granted to Mr Crowley and Mr Thornton were approved by shareholders at the 2008, 2009 and 2010 Annual General Meetings in accordance
with ASX Listing Rule 10.14.
37
Directors’ Report as at 30 june 2011 Cont.
No rights were vested or exercised during the year. Rights were
forfeited where an employee ceased employment with the Company
during the year in accordance with the rules of the Long Term
Incentive Plan. For the rights granted to key management personnel
on 27 February 2009, the Company has not achieved the EPS hurdle
for the performance period of 1 July 2008 to 30 June 2011. This has
resulted in the forfeiture of 470,000 rights with a value of $836,600.
The number of rights outstanding at 30 June 2011 also represents
the balance yet to vest.
6. kEY TERMS OF EMPLOYMEnT COnTRACTS
6.1 notice and termination payments
The specified executives in the Directors’ Report are on open-ended
contracts, except for the Managing Director, Mr Peter Crowley, whose
employment contract specifies an initial term of twelve months with
subsequent rolling terms of twelve months.
The employment contract for Mr Crowley provides that if either the
Company or Mr Crowley wishes to terminate employment for any
reason, three months notice of termination is required, or payment in
lieu, based upon current salary levels. On termination by the Company,
Mr Crowley will be entitled to receive payment of twelve months salary.
For the other specified executives, the Company is legally required to
give reasonable notice of termination, or payment in lieu, based upon
current salary levels.
Performance Rights held by executives under the Long Term Incentive
Plan will lapse upon the cessation of employment with the Company.
Any loan to executives, management and senior staff under the GWA
Employee Share Plan must be repaid in full upon the cessation of
employment with the Company. Details of loans outstanding to key
management personnel under this plan are detailed under Note 33
to the Financial Statements.
7. LEGACY EqUITY bASED REMUnERATIOn
PLAnS
Legacy GWA equity based remuneration plans in which executives
retained an interest during the reporting period are:
■■ The GWA Long Term Incentive Plan; and
■■ The GWA Employee Share Plan.
The GWA Employee Share Plan is a component of remuneration
for new senior executives when they join the Company, and
management and senior staff on an ongoing basis. For new senior
executives, participation in the Employee Share Plan provides an
opportunity to align them with shareholder interests through share
ownership before they become entitled to Performance Rights under
the Long Term Incentive Plan.
Details of legacy LTI plans are found in the table below.
GWA Long Term Incentive Plan
GWA Employee Share Plan
Type of award
Grant of performance rights delivered in two equal
tranches.
Under the plan, employees are provided with a non-interest
bearing unsecured loan from the Company to acquire
shares in the Company at market value. The loan is repaid
through dividends, or in full upon an employee ceasing
employment with the Company. The loan is full recourse,
meaning the employee bears the risk of company share
price movements below the issue price and must repay
the Company in the event of a shortfall. To ensure the plan
represents an effective long term incentive, the employee
is subject to a two year restriction on the sale of the shares
which commences from the time the shares are acquired.
Year/s of grant
2009, 2010, 2011
Annually from 1993 to 2011
Performance
requirements
Tranche 1: Relative TSR Shares for this tranche will
vest if the relative TSR exceeds the median of the
comparator group.
Tranche 2: EPS growth The earnings per share (EPS)
growth performance condition is based on the Company’s
annual EPS growth over three year performance period.
Shares for this tranche will vest if EPS growth is 10% or
more over this period.
The Board may invite employees to participate in the plan
to encourage and reward sustained higher performance
from management and senior staff who merit recognition
of their performance and are integral to the future success
of the Company.
Service
requirements
The service condition requires that the executive remains
employed at all times for the performance period.
The service condition requires that the employee remains
employed. On termination the loan must be repaid.
GWA GROUP LIMITED 2011 ANNUAL REPORT
DIRECTORS’ MEETInGS
The number of meetings of directors (including meetings of Committees of directors) held during the financial year ended 30 June 2011 and
the number of meetings attended by each director were as follows:
Director
Board
Audit Committee
Remuneration
Committee
Nomination Committee
G J McGrath
D D McDonough
P C Crowley(1)
R M Anderson
W J Bartlett
J F Mulcahy(2)
P A Birtles(3)
R J Thornton(4)
D R Barry(5)
Note:
A
11
11
11
11
11
6
6
11
4
B
11
11
11
9
10
6
6
10
4
A
4
3
-
-
4
-
1
-
-
B
4
3
-
-
4
-
1
-
-
A
5
1
-
-
5
2
-
-
2
B
5
1
-
-
5
2
-
-
2
A
1
1
-
-
1
-
-
-
-
B
1
1
-
-
1
-
-
-
-
A – Number of meetings held during the time the director held office
during the year
B – Number of meetings attended
(1)
(2)
(3)
(4)
(5)
P C Crowley attends Committee meetings by invitation of the Board
J F Mulcahy was appointed a member of the Remuneration
Committee on 14 February 2011
P A Birtles was appointed a member of the Audit Committee on
24 March 2011
R J Thornton attends Committee meetings as Company Secretary
D R Barry retired as a Non-Executive Director on 28 October 2010
As at the date of this report, the Company had an Audit Committee,
Remuneration Committee and Nomination Committee of the Board
of Directors. The charter for each Committee outlines its role and
responsibilities, a summary of which is provided in the Corporate
Governance Statement in the Annual Report.
The members of the Audit Committee are:
■■ Mr W Bartlett (Chairman)
■■ Mr P Birtles
■■ Mr G McGrath
The members of the Remuneration Committee are:
■■ Mr W Bartlett (Chairman)
■■ Mr J Mulcahy
■■ Mr G McGrath
The members of the Nomination Committee are:
■■ Mr G McGrath (Chairman)
■■ Mr D McDonough
■■ Mr W Bartlett
Details of the Committee members qualifications and experience are
located in the Annual Report.
nOn-AUDIT SERvICES
Details of the non-audit services provided by the External Auditor,
KPMG, during the financial year ended 30 June 2011 are outlined in
Note 7 of the Financial Statements. Based on advice from the Audit
Committee, the directors are satisfied that the provision of non-audit
services is compatible with the general standard of independence
for auditors imposed by the Corporations Act 2001. The nature and
scope of each type of non-audit service provided means that auditor
independence was not compromised.
LEAD AUDITOR’S InDEPEnDEnCE DECLARATIOn
The Lead Auditor’s Independence Declaration is set out in the
Annual Report and forms part of the Directors’ Report for the
financial year ended 30 June 2011.
ROUnDInG
The Company is of a kind referred to in Class Order 98/100 issued
by the Australian Securities Investment Commission relating to the
rounding of amounts in the Directors’ Report.
Amounts in the Directors’ Report have been rounded off in
accordance with that Class Order to the nearest thousand dollars,
unless otherwise stated.
Signed in accordance with a resolution of the directors.
G McGrath
Chairman
Brisbane, 16 August 2011
P C Crowley
Managing Director
39
GWA Group Limited
Financial Report
COnTEnTS
Consolidated statement of comprehensive income
Consolidated statement of financial position
Consolidated statement of cash flows
Consolidated statement of changes in equity
nOTE
1
Significant accounting policies
2 Operating segments
3 Discontinued operations
4 Other income
5 Other expenses
6 Personnel expenses
7 Auditors’ remuneration
8 Net financing costs
9
Income tax expense
10 Earnings per share
11 Cash and cash equivalents
12 Trade and other receivables
13
Inventories
14 Acquisitions of subsidiaries
15 Current tax assets and liabilities
16 Deferred tax assets and liabilities
17 Property, plant and equipment
18
Intangible assets
19 Trade and other payables
Directors’ Declaration
46
53
56
56
56
57
57
57
58
59
60
60
60
61
61
62
63
64
65
20
Interest-bearing loans
and borrowings
21 Employee benefits
22 Share-based payments
23 Provisions
24 Capital and reserves
25
Financial instruments and
financial risk management
26 Operating leases
27 Capital and other commitments
28 Contingencies
29 Deed of cross guarantee
30 Consolidated entities
31 Parent entity disclosures
32
Reconciliation of cash flows
from operating activities
33 Related parties
34 Subsequent events
Independent Auditor’s Report to the members of GWA Group Limited
41
42
43
44
66
67
68
69
70
72
80
80
80
81
83
84
85
86
88
89
90
GWA GROUP LIMITED 2011 ANNUAL REPORT
COnSOLIDATED STATEMEnT OF COMPREHEnSIvE InCOME
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
FOR THE YEAR EnDED 30 jUnE 2011
In thousands of AUD
Continuing operations
Sales revenue
Cost of sales
Gross profit
Other income
Selling expenses
Administrative expenses
Other expenses
Results from operating activities
Finance income
Finance expenses
Net financing costs
Profit before tax
Income tax expense
Profit from continuing operations
Discontinued operations
Loss from discontinued operations, net of income tax
Profit for the period
Other comprehensive income
Foreign currency translation differences for foreign operations, net of income tax
Effective portion of changes in fair value of cash flow hedges, net of income tax
Other comprehensive income for the period, net of income tax
Total comprehensive income for the period
Earnings per share
Basic earnings per share (cents per share)
Diluted earnings per share (cents per share)
Continuing operations
Basic earnings per share (cents per share)
Diluted earnings per share (cents per share)
Note
2011
2010
2
4
5
8
9
3
10
10
726,367
(467,155)
259,212
994
(97,450)
(52,320)
(3,280)
107,156
2,243
(17,418)
(15,175)
91,981
(28,622)
63,359
-
63,359
(776)
(1,706)
(2,482)
60,877
21.03
20.87
21.03
20.87
656,809
(424,096)
232,713
2,399
(89,649)
(46,863)
(4,052)
94,548
1,905
(16,932)
(15,027)
79,521
(24,068)
55,453
(6,926)
48,527
(1,115)
1,620
505
49,032
16.18
16.10
18.48
18.39
The statement of comprehensive income is to be read in conjunction with the notes to the financial statements set out on pages 46 to 88.
41
COnSOLIDATED STATEMEnT OF FInAnCIAL POSITIOn
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
AS AT 30 jUnE 2011
In thousands of AUD
Current assets
Cash and cash equivalents
Trade and other receivables
Inventories
Income tax receivable
Other
Total current assets
Non-current assets
Receivables
Deferred tax assets
Property, plant and equipment
Intangible assets
Other
Total non-current assets
Total assets
Current liabilities
Trade and other payables
Employee benefits
Income tax payable
Provisions
Total current liabilities
Non-current liabilities
Interest-bearing loans and borrowings
Deferred tax liabilities
Employee benefits
Provisions
Total non-current liabilities
Total liabilities
Net assets
Equity
Issued capital
Reserves
Retained earnings
Total equity
Note
2011
2010
11
12
13
15
12
16
17
18
19
21
15
23
20
16
21
23
36,573
126,408
104,160
493
3,276
54,914
149,677
104,435
420
3,343
270,910
312,789
4,659
17,085
118,660
398,278
4,171
542,853
813,763
76,422
15,828
10,632
13,865
5,102
18,809
104,331
369,033
3,366
500,641
813,430
95,306
14,367
4,543
16,115
116,747
130,331
234,656
27
14,146
8,192
257,021
373,768
439,995
397,844
(3,276)
45,427
439,995
230,866
31
12,251
8,862
252,010
382,341
431,089
396,539
(1,716)
36,266
431,089
The statement of financial position is to be read in conjunction with the notes to the financial statements set out on pages 46 to 88.
GWA GROUP LIMITED 2011 ANNUAL REPORT
Note
2011
2010
COnSOLIDATED STATEMEnT OF CASH FLOWS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
FOR THE YEAR EnDED 30 jUnE 2011
In thousands of AUD
Cash flows from operating activities
Cash receipts from customers
Cash paid to suppliers and employees
Cash generated from operations
Interest paid
Interest received
Income taxes paid
Net cash from operating activities
Cash flows from investing activities
Proceeds from sale of property, plant and equipment
Acquisition of property, plant and equipment
Acquisition of intangibles
Acquisition of subsidiary, net of cash acquired
Disposal of subsidiaries, net of cash disposed
Net cash from investing activities
Cash flows from financing activities
Repayment of employee share loans
Share listing fees paid
Repayment of loans by related parties
Drawdown of bank bills
Dividends paid, net of dividend reinvestment plan
Net cash from financing activities
Net increase/(decrease) in cash and cash equivalents
Cash and cash equivalents at 1 July
Effect of exchange rate fluctuations on cash held
Cash and cash equivalents at 30 June
813,586
(687,507)
126,079
(18,197)
1,646
(20,970)
88,558
130
(21,239)
(3,488)
(36,756)
2,276
(59,077)
1,882
(5)
-
5,000
(54,198)
(47,321)
(17,840)
54,914
(501)
36,573
32
14
3
11
The statement of cash flows is to be read in conjunction with the notes to the financial statements set out on pages 46 to 88.
788,962
(683,651)
105,311
(16,398)
1,345
(23,073)
67,185
1,049
(10,614)
(4,484)
(48,579)
19,712
(42,916)
1,955
(20)
13
30,866
(46,816)
(14,002)
10,267
45,015
(368)
54,914
43
COnSOLIDATED STATEMEnT OF CHAnGES In EqUITY
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
FOR THE YEAR EnDED 30 jUnE 2011
In thousands of AUD
Balance at 1 July 2009
Total comprehensive income for the period
Profit for the period
Other comprehensive income
Foreign currency translation differences for
foreign operations, net of income tax
Translation differences for disposed
business transferred to profit or loss, net of
income tax
Effective portion of changes in fair value of
cash flow hedges, net of income tax
Total other comprehensive income
Total comprehensive income for the period
Share
capital
Translation
reserve
Hedging
reserve
Equity
compensation
reserve
Retained
earnings
Total
387,981
(3,539)
(562)
650
41,634
426,164
-
-
-
-
-
-
-
-
-
(5,045)
3,930
-
(1,115)
(1,115)
-
-
-
-
-
-
-
1,620
1,620
1,620
-
-
-
-
-
-
-
-
-
-
48,527
48,527
-
-
-
-
48,527
(5,045)
3,930
1,620
505
49,032
1,230
-
1,230
-
-
1,230
1,880
(53,895)
(53,895)
-
(53,895)
36,266
8,558
(44,107)
431,089
Transactions with owners, recorded directly in equity
Share-based payments, net of income tax
Dividends to shareholders
Issue of ordinary shares
Total transactions with owners
8,558
8,558
Balance at 30 June 2010
396,539
(4,654)
1,058
The statement of changes in equity is to be read in conjunction with the notes to the financial statements set out on pages 46 to 88.
GWA GROUP LIMITED 2011 ANNUAL REPORT
COnSOLIDATED STATEMEnT OF CHAnGES In EqUITY
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
FOR THE YEAR EnDED 30 jUnE 2011
In thousands of AUD
Balance at 1 July 2010
Total comprehensive income for the period
Profit for the period
Other comprehensive income
Foreign currency translation differences for
foreign operations, net of income tax
Effective portion of changes in fair value of
cash flow hedges, net of income tax
Total other comprehensive income
Total comprehensive income for the period
Transactions with owners, recorded directly in equity
Share-based payments, net of income tax
Dividends to shareholders
Issue of ordinary shares
Total transactions with owners
-
-
-
-
-
-
-
1,305
1,305
Share
capital
Translation
reserve
Hedging
reserve
Equity
compensation
reserve
Retained
earnings
Total
396,539
(4,654)
1,058
1,880
36,266
431,089
-
(776)
(776)
(776)
-
-
-
-
-
-
(1,706)
(1,706)
(1,706)
-
-
-
-
-
-
-
-
-
63,359
63,359
-
-
-
63,359
(776)
(1,706)
(2,482)
60,877
922
-
-
922
2,802
-
922
(54,198)
(54,198)
-
(54,198)
45,427
1,305
(51,971)
439,995
Balance at 30 June 2011
397,844
(5,430)
(648)
The statement of changes in equity is to be read in conjunction with the notes to the financial statements set out on pages 46 to 88.
45
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
1. SIGnIFICAnT ACCOUnTInG POLICIES
■■ note 18 - measurement of the recoverable amounts of
GWA Group Limited (the ‘Company’) is a company domiciled in
Australia. The consolidated financial report of the Company for the
financial year ended 30 June 2011 comprises the Company and its
subsidiaries (together referred to as the ‘consolidated entity’).
The financial report was authorised for issue by the directors on
16 August 2011.
(a) Statement of compliance
The financial report is a general purpose financial report which has
been prepared in accordance with Australian Accounting Standards
(‘AASBs’) adopted by the Australian Accounting Standards Board
(‘AASB’) and the Corporations Act 2001. The consolidated entity’s
financial report complies with International Financial Reporting
Standards (‘IFRSs’) and interpretations adopted by the International
Accounting Standards Board (‘IASB’).
(b) Basis of preparation
The financial report is presented in Australian dollars which is the
Company’s functional currency and the functional currency of the
majority of the consolidated entity. The entity has elected not to early
adopt any accounting standards or amendments.
The financial report is prepared on the historical cost basis except
that derivative financial instruments are measured at their fair value.
The Company is of a kind referred to in ASIC Class Order 98/100
dated 10 July 1998 and in accordance with that Class Order,
amounts in the financial report and Directors’ Report have been
rounded off to the nearest thousand dollars, unless otherwise stated.
The preparation of a financial report requires management to make
judgements, estimates and assumptions that affect the application
of accounting policies and the reported amounts of assets, liabilities,
income and expenses. The estimates and associated assumptions
are based on historical experience and various other factors that
are believed to be reasonable under the circumstances, the results
of which form the basis of making the judgements about carrying
values of assets and liabilities that are not readily apparent from other
sources. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an
ongoing basis. Revisions to accounting estimates are recognised in
the period in which the estimate is revised if the revision affects only
that period, or in the period of the revision and future periods if the
revision affects both current and future periods.
In particular, information about significant areas of estimation
uncertainty and critical judgements in applying accounting policies
that have the most significant effect on the amount recognised in the
financial statements are described in the following notes:
intangible assets
■■ note 22 - fair value of share-based payments
■■ note 23 and 28 - provisions and contingencies
■■ note 25 - valuation of financial instruments
The accounting policies set out below have been applied consistently
to all periods presented in the consolidated financial report. The
accounting policies have been applied consistently by all entities
in the consolidated entity.
(c) Basis of consolidation
(i) Subsidiaries
Subsidiaries are entities controlled by the consolidated entity.
Control exists when the consolidated entity has the power, directly or
indirectly, to govern the financial and operating policies of an entity so
as to obtain benefits from its activities. In assessing control, potential
voting rights that presently are exercisable or convertible are taken
into account. The financial statements of subsidiaries are included
in the consolidated financial statements from the date that control
commences until the date that control ceases.
(ii) Transactions eliminated on consolidation
Intragroup balances and any unrealised gains and losses or income
and expenses arising from intragroup transactions, are eliminated in
preparing the consolidated financial statements.
(iii) Business combinations
Business combinations are accounted for using the acquisition
method as at the acquisition date, which is the date on which control
is transferred to the consolidated entity.
For every business combination, the consolidated entity identifies
the acquirer, which is the combining entity that obtains control of
the other combining entities or businesses. Control is the power to
govern the financial and operating policies of an entity so as to obtain
benefits from its activities. In assessing control, the consolidated
entity takes into consideration potential voting rights that currently
are exercisable.
Measuring goodwill
The consolidated entity measures goodwill as the fair value of the
consideration transferred including the recognised amount of any
non-controlling interest in the acquiree, less the net recognised
amount (generally fair value) of the identifiable assets acquired
and liabilities assumed, all measured as of the acquisition date.
Consideration transferred includes the fair values of the assets
transferred, liabilities incurred by the consolidated entity to the
previous owners of the acquiree, and equity interests issued by
the consolidated entity.
GWA GROUP LIMITED 2011 ANNUAL REPORT
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
1. SIGnIFICAnT ACCOUnTInG POLICIES (cont.)
(e) Derivative financial instruments
(c) Basis of consolidation (cont.)
(iii) Business combinations (cont.)
Transaction costs
Transaction costs the consolidated entity incurs in connection
with a business combination, such as finder’s fees, legal fees,
due diligence fees, and other professional and consulting fees,
are expensed as incurred.
(d) Foreign currency
(i) Foreign currency transactions
Transactions in foreign currencies are translated at the foreign
exchange rate ruling at the date of the transaction. Monetary assets
and liabilities denominated in foreign currencies at the reporting
date are retranslated to Australian dollars at the foreign exchange
rate ruling at that date. Foreign exchange differences arising on
translation are recognised in profit or loss. Non-monetary assets and
liabilities that are measured in terms of historical cost in a foreign
currency are retranslated to Australian dollars using the exchange
rate at the date of the transaction. Non-monetary assets and liabilities
denominated in foreign currencies that are stated at fair value are
translated to Australian dollars at foreign exchange rates ruling at the
dates the fair value was determined.
(ii) Financial statements of foreign operations
The assets and liabilities of foreign operations, including goodwill
and fair value adjustments arising on acquisition, are translated to
Australian dollars at foreign exchange rates ruling at the reporting
date. The revenues and expenses of foreign operations are
translated to Australian dollars at rates approximating to the foreign
exchange rates ruling at the dates of the transactions. Foreign
exchange differences arising on retranslation are recognised in
other comprehensive income, and presented in the foreign currency
translation reserve (FCTR) in equity.
When a foreign operation is disposed such that control, significant
influence or joint control is lost, the cumulative amount in the
translation reserve related to that foreign operation is reclassified to
profit or loss as part of the gain or loss on disposal.
(iii) Net investment in foreign operations
Foreign exchange differences arising from the retranslation of the net
investment in foreign operations (including monetary items neither
planned to be settled or likely to be settled in the foreseeable future),
and of related hedges are recognised in the FCTR to the extent that the
hedge is effective. They are released into profit or loss upon disposal.
The consolidated entity uses derivative financial instruments to hedge
its exposure to foreign exchange and interest rate risks arising from
operating, financing and investing activities. In accordance with
its treasury policy, the consolidated entity does not hold or issue
derivative financial instruments for trading purposes.
Derivative financial instruments are recognised initially at fair value.
Subsequent to initial recognition, derivative financial instruments
are stated at fair value. The gain or loss on re-measurement to fair
value is recognised in profit or loss, unless the derivative qualifies
for hedge accounting, in which case the recognition of any resultant
gain or loss depends on the nature of the item being hedged (see
accounting policy (f)).
The fair value of interest rate swaps is the estimated amount that the
consolidated entity would receive or pay to terminate the swap at
the reporting date, taking into account current interest rates and the
current creditworthiness of the swap counterparties. The fair value
of forward exchange contracts is their quoted market price at the
reporting date, being the present value of the quoted forward price.
(f) Hedging
On entering into a hedging relationship, the consolidated entity
formally designates and documents the hedge relationship and the
risk management objective and strategy for undertaking the hedge.
The documentation includes identification of the hedging instrument,
the hedged item or transaction, the nature of the risk being hedged
and how the entity will assess the hedging instrument’s effectiveness
in offsetting the exposure to changes in the hedged item’s fair value
or cash flows attributable to the hedged risk. Such hedges are
expected to be highly or fully effective in achieving offsetting changes
in fair value or cash flows and are assessed on an ongoing basis to
determine that they actually have been highly effective throughout
the financial reporting periods for which they are designated.
(i) Cash flow hedges
Where a derivative financial instrument is designated as a hedge
of the variability in cash flows of a recognised asset or liability, or
a highly probable forecasted transaction, the effective part of any
gain or loss on the derivative financial instrument is recognised in
other comprehensive income, and presented in the hedge reserve in
equity. When the forecasted transaction subsequently results in the
recognition of a non-financial asset or non-financial liability, or the
forecast transaction for a non-financial asset or non-financial liability
becomes a firm commitment for which fair value hedge accounting
is applied, the associated cumulative gain or loss is removed from
equity and included in the initial cost or other carrying amount
of the non-financial asset or liability. If a hedge of a forecasted
47
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
1. SIGnIFICAnT ACCOUnTInG POLICIES (cont.)
(f) Hedging (cont.)
(i) Cash flow hedges (cont.)
transaction subsequently results in the recognition of a financial
asset or a financial liability, the associated gains and losses that were
recognised directly in equity are reclassified into profit or loss in the
same period or periods during which the asset acquired or liability
assumed affects profit or loss.
For cash flow hedges, other than those described above, the
associated cumulative gain or loss is removed from equity and
recognised in profit or loss in the same period or periods during which
the hedged forecast transaction affects profit or loss. The ineffective
part of any gain or loss is recognised immediately in profit or loss.
When a hedging instrument expires or is sold, terminated or
exercised, or the entity revokes designation of the hedge relationship,
but the hedged forecast transaction is still expected to occur,
the cumulative gain or loss at that point remains in equity and is
recognised in accordance with the above policy when the transaction
occurs. If the hedged transaction is no longer expected to take place,
the cumulative unrealised gain or loss recognised in equity
is recognised immediately in profit or loss.
Where parts of an item of property, plant and equipment have
different useful lives, they are accounted for as separate items
of property, plant and equipment.
Gains and losses on disposal of an item of property, plant and
equipment are determined by comparing proceeds from disposal
with the carrying amount of property, plant and equipment and are
recognised net within “other income” or “other expenses” in profit
or loss.
(i) Subsequent costs
The consolidated entity recognises in the carrying amount of an
item of property, plant and equipment the cost of replacing part
of such an item when that cost is incurred if it is probable that the
future economic benefits embodied within the item will flow to the
consolidated entity and the cost of the item can be measured reliably.
The carrying amount of the replaced part is derecognised. All other
costs are recognised in profit or loss as an expense as incurred.
(ii) Depreciation
With the exception of freehold land, depreciation is recognised in
profit or loss as incurred on a straight-line basis over the estimated
useful lives of each part of an item of property, plant and equipment.
Land is not depreciated. The estimated useful lives in the current and
comparative periods are as follows:
(ii) Hedge of monetary assets and liabilities
Where a derivative financial instrument is used to hedge
economically the foreign exchange exposure of a recognised
monetary asset or liability, no hedge accounting is applied and any
gain or loss on the hedging instrument is recognised in profit or loss.
■■ Buildings
■■ Plant and equipment
■■ Fixtures and fittings
■■ Motor vehicles
40 years
3 – 15 years
5 – 10 years
4 – 8 years
(iii) Hedge of net investment in foreign operation
The portion of the gain or loss on an instrument used to hedge a net
investment in a foreign operation that is determined to be an effective
hedge is recognised in other comprehensive income, and presented
in the foreign currency translation reserve in equity. The ineffective
portion is recognised immediately in profit or loss.
(g) Property, plant and equipment
Items of property, plant and equipment are measured at cost less
accumulated depreciation and impairment losses. Cost includes
expenditure that is directly attributable to the acquisition of the asset.
The cost of self-constructed assets includes the cost of materials,
direct labour, the initial estimate, where relevant, of the costs of
dismantling and removing the items and restoring the site on which
they are located, and an appropriate proportion of production
overheads. Purchased software that is integral to the functionality
of the related equipment is capitalised as part of that equipment.
The residual value, the useful life and the depreciation method
applied to an asset are reassessed annually.
(h) Intangible assets
(i) Research and development
Expenditure on research activities, undertaken with the prospect of
gaining new scientific or technical knowledge and understanding, is
recognised in profit or loss as incurred.
Expenditure on development activities, whereby research findings
are applied to a plan or design for the production of new or
substantially improved products and processes, is capitalised only
if the product or process is technically and commercially feasible
and the consolidated entity has sufficient resources to complete
development. Capitalised development expenditure is measured
at cost less accumulated amortisation and impairment losses.
GWA GROUP LIMITED 2011 ANNUAL REPORT
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
1. SIGnIFICAnT ACCOUnTInG POLICIES (cont.)
(j)
Inventories
(h) Intangible assets (cont.)
(ii) Brand names
Acquired brand names are stated at cost. Expenditure incurred in
developing, maintaining or enhancing brand names is written off
against profit from ordinary activities in the year in which it is incurred.
The brand names are not amortised as the directors believe that the
brand names have an indefinite useful life. The carrying values of
brand names are tested each year to ensure that no impairment exists.
(iii) Goodwill
Goodwill acquired in business combinations of the consolidated
entity is measured at cost less accumulated impairment losses.
Goodwill represents the excess of the cost of the acquisition over the
consolidated entity’s interest in the net fair value of the identifiable
assets, liabilities and contingent liabilities of the acquired business.
(iv) Other intangible assets
Other intangible assets that are acquired by the consolidated
entity are measured at cost less accumulated amortisation and
impairment losses.
(v) Subsequent expenditure
Subsequent expenditure on capitalised intangible assets is
capitalised only when it increases the future economic benefits
embodied in the specific asset to which it relates. All other
expenditure is expensed as incurred.
(vi) Amortisation
Amortisation is recognised in profit or loss on a straight-line basis
over the estimated useful lives of intangible assets unless such lives
are indefinite. Intangible assets with an indefinite useful life are
systematically tested for impairment at each balance date. Other
intangible assets are amortised from the date they are available
for use. The estimated useful lives in the current and comparative
periods are as follows:
■■ Designs
■■ Patents
15 years
3 – 19 years (based on patent term)
■■ Trade names
10 – 20 years
■■ Capitalised software
development costs
■■ Brand names
4 years
nil
(i) Trade and other receivables
Trade and other receivables are initially measured at fair value and
subsequently at their amortised cost less impairment losses.
Inventories are measured at the lower of cost and net realisable
value. Net realisable value is the estimated selling price in the
ordinary course of business, less the estimated costs of completion
and selling expenses.
The cost of inventories is based on the first-in first-out principle
and includes expenditure incurred in acquiring the inventories,
production or conversion costs and other costs incurred in
bringing them to their existing location and condition. In the case
of manufactured inventories and work in progress, cost includes
an appropriate share of production overheads based on normal
operating capacity.
(k) Cash and cash equivalents
Cash and cash equivalents comprise cash balances and call
deposits with an original maturity date of three months or less. Bank
overdrafts that are repayable on demand and form an integral part
of the consolidated entity’s cash management are included as a
component of cash and cash equivalents for the purpose of the
statement of cash flows.
(l)
Impairment
The carrying amounts of the consolidated entity’s assets, other than
inventories and deferred tax assets, are reviewed at each balance date
to determine whether there is any indication of impairment. If any
such indication exists, the asset’s recoverable amount is estimated.
For intangible assets that have an indefinite useful life, the
recoverable amount is estimated at each balance date.
An impairment loss is recognised whenever the carrying amount of
an asset or its cash-generating unit exceeds its recoverable amount.
Impairment losses are recognised in profit or loss, unless an asset
has previously been revalued, in which case the impairment loss is
recognised as a reversal to the extent of that previous revaluation with
any excess recognised through profit or loss.
Impairment losses recognised in respect of cash-generating units are
allocated first to reduce the carrying amount of any goodwill allocated
to cash-generating units (group of units) and then, to reduce the
carrying amount of the other assets in the unit (group of units) on
a pro rata basis.
(i) Calculation of recoverable amount
The recoverable amount of the consolidated entity’s receivables
carried at amortised cost is calculated as the present value of
estimated future cash flows, discounted at the original effective
interest rate (i.e. the effective interest rate computed at initial
recognition of these financial assets). Receivables with a short
duration are not discounted.
49
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
1. SIGnIFICAnT ACCOUnTInG POLICIES (cont.)
(l)
Impairment (cont.)
(i) Calculation of recoverable amount (cont.)
Impairment of receivables is not recognised until objective evidence
is available that a loss event has occurred. Significant receivables
are individually assessed for impairment. Impairment testing of
significant receivables that are not assessed as impaired individually
is performed by placing them into portfolios of significant receivables
with similar risk profiles and undertaking a collective assessment
of impairment. Non-significant receivables are not individually
assessed. Instead, impairment testing is performed by placing non-
significant receivables in portfolios of similar risk profiles, based on
objective evidence from historical experience adjusted for any effects
of conditions existing at each balance date.
The recoverable amount of an asset or cash-generating unit is the
greater of its fair value in use and its fair value less costs to sell. In
assessing value in use, the estimated future cash flows are discounted
to their present value using a pre-tax discount rate that reflects
current market assessments of the time value of money and the
risks specific to the asset or cash-generating unit. For the purpose
of impairment testing, assets that cannot be tested individually are
grouped together into the smallest group of assets that generates cash
inflows from continuing use that are largely independent of the cash
inflows of other assets or cash-generating unit. Subject to an operating
segment ceiling test, for the purposes of goodwill impairment testing,
cash-generating units to which goodwill has been allocated are
aggregated so that the level at which impairment testing is performed
reflects the lowest level at which goodwill is monitored for internal
reporting purposes. Goodwill acquired in a business combination
is allocated to groups of cash-generating units that are expected to
benefit from the synergies of the combination.
The consolidated entity’s corporate assets do not generate separate
cash inflows and are utilised by more than one cash-generating
unit. Corporate assets are allocated to cash-generating units on a
reasonable and consistent basis and tested for impairment as part of
the testing of the cash-generating unit to which the corporate assets
is allocated.
(ii) Reversals of impairment
Impairment losses are reversed when there is an indication that the
impairment loss may no longer exist and there has been a change
in the estimate used to determine the recoverable amount. An
impairment loss in respect of a receivable carried at amortised cost
is reversed if the subsequent increase in recoverable amount can
be related objectively to an event occurring after the impairment loss
was recognised.
An impairment loss is reversed only to the extent that the asset’s
carrying amount does not exceed the carrying amount that would
have been determined, net of depreciation or amortisation, if no
impairment loss had been recognised. An impairment loss in respect
of goodwill is not reversed.
(m) Share capital
(i) Ordinary shares
Ordinary shares are classified as equity. Incremental costs directly
attributable to the issue of ordinary shares are recognised as a
deduction from equity, net of any tax effects.
(ii) Dividends
Dividends are recognised as a liability in the period in which they
are declared.
(iii) Transaction costs
Transaction costs of an equity transaction are accounted for as a
deduction from equity, net of any related income tax benefit.
(n) Interest-bearing borrowings
Interest-bearing borrowings are recognised initially at fair value less
attributable transaction costs. Subsequent to initial recognition,
interest-bearing borrowings are measured at amortised cost with
any difference between cost and redemption value being recognised
in profit or loss over the period of the borrowings on an effective
interest basis.
(o) Employee benefits
(i) Defined contribution superannuation funds
A defined contribution superannuation fund is a post-employment
benefit plan under which an entity pays fixed contributions into a
separate entity and will have no legal or constructive obligation to pay
further amounts. Obligations for contributions to defined contribution
superannuation funds are recognised as an employee benefit
expense in profit or loss in the periods during which the services are
rendered by employees.
(ii) Other long-term employee benefits
The consolidated entity’s net obligation in respect of long-term
employee benefits is the amount of future benefit that employees
have earned in return for their service in the current and prior
periods. The obligation is calculated using expected future increases
in wage and salary rates including related on-costs and expected
settlement dates, and is discounted to present value.
GWA GROUP LIMITED 2011 ANNUAL REPORT
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
1. SIGnIFICAnT ACCOUnTInG POLICIES (cont.)
(iii) Site restoration
(o) Employee benefits (cont.)
(iii) Short-term benefits
Liabilities for employee benefits for wages, salaries, annual leave
and sick leave that are expected to be settled within 12 months
of the reporting date represent present obligations resulting from
employees’ services provided to reporting date, are calculated at
undiscounted amounts based on remuneration wage and salary
rates that the consolidated entity expects to pay as at reporting
date including related on-costs, such as workers compensation
insurance and payroll tax. Non-accumulating non-monetary benefits,
such as medical care, housing, cars and free or subsidised goods
and services, are expensed based on the net marginal cost to the
consolidated entity as the benefits are taken by the employees.
(iv) Share-based payment transactions
The grant date fair value of performance rights granted to employees
is recognised as a personnel expense, with a corresponding increase
in equity, over the specified period that the performance rights vest
to employees. The amount recognised as an expense is adjusted
to reflect the actual number of performance rights for which the
related service and non-market vesting hurdles are met, such that the
amount ultimately recognised as an expense is based on the number
of awards that do not meet the related service and non-market
performance conditions at the vesting date. For share-based payment
awards with non-vesting conditions, the grant date fair value of the
share-based payment is measured to reflect such conditions and there
is no true-up for differences between expected and actual outcomes.
A provision for restoration in respect of leased premises is recognised
when the obligation to restore arises. The provision is the best
estimate of the present value of the expenditure required to settle
the restoration obligation at the reporting date. Future restoration
obligations are reviewed annually and any changes are reflected in the
present value of the provision at the end of the reporting period. The
unwinding of the effect of discounting on the provision is recognised
as a finance cost.
(q) Trade and other payables
Trade and other payables are initially measured at fair value and
subsequently at their amortised cost.
(r) Revenue
Goods sold
Revenue from the sale of goods is measured at the fair value of
the consideration received or receivable, net of returns, discounts
and rebates. Revenue is recognised when the significant risks and
rewards of ownership have been transferred to the buyer, recovery
of the consideration is probable, the associated costs and possible
return of goods can be estimated reliably, there is no continuing
management involvement with the goods and the amount of revenue
can be measured reliably.
(s) Expenses
(i) Cost of goods sold
Cost of good sold comprises the cost of manufacture and purchase of
goods including supply chain costs such as freight and warehousing.
(p) Provisions
(ii) Operating lease payments
A provision is recognised when the consolidated entity has a present
legal or constructive obligation as a result of a past event that can
be estimated reliably, and it is probable that an outflow of economic
benefits will be required to settle the obligation. Provisions are
determined by discounting the expected future cash flows at a pre-
tax rate that reflects current market assessments of the time value of
money and, where appropriate, the risks specific to the liability.
(i) Warranties
A provision for warranties is recognised when the underlying
products or services are sold. The provision is based on historical
warranty data and a weighting of all possible outcomes against their
associated probabilities.
(ii) Restructuring
A provision for restructuring is recognised when the consolidated
entity has approved a detailed and formal restructuring plan, and
the restructuring has either commenced or has been announced
publicly. Future operating costs are not provided for.
Payments made under operating leases are recognised in profit
or loss on a straight-line basis over the term of the lease. Lease
incentives received are recognised as an integral part of the total
lease expense and spread over the lease term.
(iii) Net financing costs
Net financing costs comprise interest payable on borrowings
calculated using the effective interest method, interest receivable on
funds invested and gains and losses on hedging instruments that are
recognised in profit or loss. Borrowing costs are expensed as incurred
unless they relate to qualifying assets. Interest income is recognised in
profit or loss as it accrues, using the effective interest method.
(t)
Income tax
Income tax expense on the profit or loss for the year comprises
current and deferred tax. Income tax expense is recognised in profit
or loss except to the extent that it relates to items recognised directly
in equity, in which case it is recognised in equity.
Current tax is the expected tax payable on the taxable income for the
year, using tax rates enacted or substantively enacted at the reporting
date, and any adjustment to tax payable in respect of previous years.
51
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
1. SIGnIFICAnT ACCOUnTInG POLICIES (cont.)
(t)
Income tax (cont.)
Deferred tax is recognised using the liability method, providing for
temporary differences between the carrying amounts of assets and
liabilities for financial reporting purposes and the amounts used
for taxation purposes. The following temporary differences are
not provided for: the initial recognition of assets or liabilities that
affect neither accounting nor taxable profit, differences relating
to investments in subsidiaries to the extent that they will probably
not reverse in the foreseeable future and differences arising on the
initial recognition of goodwill. The amount of deferred tax provided
is based on the expected manner of realisation or settlement of the
carrying amount of assets and liabilities, using tax rates enacted or
substantively enacted at the reporting date.
Deferred tax assets and liabilities are offset if there is a legally
enforceable right to offset current tax liabilities and assets and they
relate to income taxes levied by the same tax authority on the same
taxable entity, or on different tax entities, but they intend to settle
current tax liabilities and assets on a net basis or their tax assets and
liabilities will be realised simultaneously.
A deferred tax asset is recognised for unused tax losses, tax credits
and deductible temporary differences, to the extent that it is probable
that future taxable profits will be available against which they can be
utilised. Deferred tax assets are reviewed at each reporting date and
are reduced to the extent that it is no longer probable that the related
tax benefit will be realised.
The Company and its wholly-owned Australian resident entities have
formed a tax-consolidated group with effect from 1 July 2003 and
are therefore taxed as a single entity from that date. The head entity
within the tax-consolidated group is GWA Group Limited.
(u) Goods and services tax
Revenue, expenses and assets are recognised net of the amount
of goods and services tax (GST), except where the amount of
GST incurred is not recoverable from the taxation authority. In
these circumstances, the GST is recognised as part of the cost of
acquisition of the asset or as part of the expense.
Receivables and payables are stated with the amount of GST
included. The net amount of GST recoverable from, or payable to,
the ATO is included as a current asset or liability in the statement of
financial position.
Cash flows are included in the statement of cash flows on a gross
basis. The GST components of cash flows arising from investing and
financing activities which are recoverable from, or payable to, the
ATO are classified as operating cash flows.
(v) Earnings per share
The consolidated entity presents basic and diluted earnings per
share (EPS) data for its ordinary shares. Basic EPS is calculated
by dividing the profit or loss attributable to ordinary shareholders
of the Company by the weighted average number of ordinary
shares outstanding during the period. Diluted EPS is determined by
adjusting the profit or loss attributable to ordinary shareholders and
the weighted average number of ordinary shares outstanding for the
effects of all dilutive potential ordinary shares.
(w) Discontinued operations
A discontinued operation is a component of the consolidated entity’s
business that represents a separate line of business operations
that has been disposed of or is held for sale. Classification as a
discontinued operation occurs upon disposal or when the operation
meets the criteria to be classified as held for sale if earlier. When an
operation is classified as a discontinued operation, the comparative
statement of comprehensive income is re-presented as if the
operation had been discontinued from the start of the period.
(x) New standards and interpretations not yet adopted
The following standards, amendments to standards and
interpretations have been identified as those which may impact the
entity in the period of initial application. They are available for early
adoption at 30 June 2011, but have not been applied in preparing
this financial report:
■■ AASB 9 Financial Instruments includes requirements for the
classification and measurement of financial assets resulting
from the first part of Phase 1 of the project to replace AASB 139
Financial Instruments: Recognition and Measurement. AASB
9 will become mandatory for the consolidated entity’s 30 June
2014 financial statements. Retrospective application is generally
required, although there are exceptions, particularly if the entity
adopts the standard for the year ended 30 June 2012 or earlier.
The consolidated entity has not yet determined the potential effect
of the standard.
GWA GROUP LIMITED 2011 ANNUAL REPORT
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
2. OPERATInG SEGMEnTS
The consolidated entity has four reportable segments, as described below. The segments are managed separately because they operate in
different markets and require different marketing strategies. For each segment the CEO reviews internal management reports on a monthly
basis. The following describes the operations in each of the consolidated entity’s reportable segments:
■■ Bathrooms & Kitchens – This segment includes the sale of vitreous china toilet suites, hand basins, plastic cisterns, tapware, baths, spas,
kitchen sinks, laundry tubs and bathroom accessories.
■■ Door & Access Systems – This segment includes the sale of garage doors, door handles and door access systems.
■■ Heating & Cooling - This segment includes the sale of water heating and climate control systems.
■■ Commercial Furniture – This segment includes the sale of education, hospitality and aged care furniture and stadia seating.
■■ Discontinued operations – This segment included the sale of lawn mowers and the sale of sanitaryware in the European market.
Information regarding the results of each reportable segment is included below. Performance is measured based on segment profit before
interest and income tax as included in the management reports that are reviewed by the CEO. Segment profit is used to measure performance
as management believes that such information is the most relevant in evaluating the results of the segments relative to other entities that
operate in these industries.
Bathrooms &
Kitchens
Door & Access
Systems
Heating
& Cooling
Commercial
Furniture
Discontinued
operations
Total
In thousands of AUD
2011
2010
2011
2010
2011
2010
2011
2010 2011
2010
2011
2010
External sales revenue 339,759 337,150 114,026 82,881 195,129 161,495 77,257 74,823
- 44,029 726,171 700,378
Inter-segment revenue
156
227
-
-
169
-
3
16
-
-
328
243
Total sales revenue
339,915 337,377 114,026 82,881 195,298 161,495 77,260 74,839
- 44,029 726,499 700,621
Segment results before
income tax
77,631
74,208
17,158 14,622
17,195
14,607
8,940
5,724
Depreciation
Amortisation
(6,750)
(7,882)
(1,930)
(1,573)
(2,927)
(2,135)
(1,038)
(1,056)
(4,250)
(3,748)
(452)
(300)
(740)
(437)
-
-
Capital expenditure
5,378
8,683
1,006
706
16,830
3,566
742
1,207
Reportable segment
assets
Reportable segment
liabilities
461,121 473,000 109,578 51,871 126,197 122,870 30,560 44,659
32,993
42,405
19,400 10,369
36,085
40,657
7,681 13,066
-
-
-
-
-
-
452 120,924 109,613
(626)
(12,645) (13,272)
-
(5,442)
(4,485)
634
23,956
14,796
- 727,456 692,400
-
96,159 106,497
53
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
2. OPERATInG SEGMEnTS (cont.)
Reconciliations of reportable segment revenues, profit or loss, assets and liabilities
In thousands of AUD
Revenues
Total revenue for reportable segments
Unallocated amounts: corporate revenue
Elimination of inter-segment revenue
Elimination of discontinued operations
Consolidated revenue from continuing operations
Profit
Total profit for reportable segments
Elimination of discontinued operations
Unallocated amounts: corporate expenses
Profit from operating activities
Net financing costs
Consolidated profit before tax from continuing operations
Assets
Total assets for reportable segments
Unallocated amounts: corporate assets*
Consolidated total assets
Liabilities
Total liabilities for reportable segments
Unallocated amounts: corporate liabilities*
Consolidated total liabilities
2011
2010
726,499
700,621
196
(328)
-
726,367
120,924
-
(13,768)
107,156
(15,175)
91,981
727,456
86,307
813,763
96,159
277,609
373,768
460
(243)
(44,029)
656,809
109,613
(452)
(14,613)
94,548
(15,027)
79,521
692,400
121,030
813,430
106,497
275,934
382,431
* Corporate assets include cash and cash equivalents, tax assets, employee share loans and treasury financial instruments at fair value. Corporate liabilities include loans and
borrowings, tax liabilities and treasury financial instruments at fair value.
GWA GROUP LIMITED 2011 ANNUAL REPORT
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
2. OPERATInG SEGMEnTS (cont.)
Reconciliations of other material items
In thousands of AUD
Depreciation
Total depreciation for reportable segments
Unallocated amounts: depreciation on corporate assets
Consolidated total depreciation
Amortisation
Total amortisation for reportable segments
Unallocated amounts: amortisation on corporate assets
Consolidated total amortisation
Capital expenditure
Total capital expenditure for reportable segments
Unallocated amounts: corporate capital expenditure
Consolidated total capital expenditure
Geographical segments
2011
2010
12,645
193
12,838
5,442
173
5,615
23,956
771
24,727
13,272
391
13,663
4,485
29
4,514
14,796
302
15,098
The business segments are managed on a worldwide basis, but operate mainly in one geographical area being Australia. Sales offices are
operated in New Zealand, Asia, United States and the United Kingdom, however the sales revenue from these geographical areas comprise only
6% of the consolidated entity’s total sales revenue for the current year (2010: 8%).
In presenting information on the basis of geographical segments, segment revenue is based on the geographical location of customers. Segment
assets are based on the geographical location of the assets.
In thousands of AUD
External sales revenue
Segment assets
Capital expenditure
Major customers
Australia
Unallocated
Consolidated
2011
2010
2011
2010
2011
2010
684,364
604,056
42,003
52,753
726,367
656,809
802,367
795,755
11,396
17,675
813,763
813,430
24,618
15,046
109
59
24,727
15,098
The consolidated entity conducts business with 2 customers where the gross revenue generated from each customer exceeds 10% of the
consolidated entity’s total gross revenue. Gross revenue from the first customer represents approximately $111,000,000 (2010: $111,000,000)
and gross revenue from the second customer represents approximately $97,000,000 (2010: $108,000,000) of the consolidated entity’s total
gross revenues for the current year of approximately $810,000,000 (2010: $742,000,000). The difference between gross revenue and reported
sales revenue is due to industry rebates. The revenues from both customers are reported in the Bathrooms & Kitchens, Door & Access Systems
and the Heating & Cooling segments.
55
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
3. DISCOnTInUED OPERATIOnS
In the prior financial year, the lawn mower business, Rover, and the European sanitaryware business, Wisa, were sold. The balance of the
consideration owing of $2,276,000 on the sale of Rover was received during the current financial year.
In thousands of AUD
Results of discontinued operations
Revenue
Expenses
Results from operating activities
Income tax
Results from operating activities, net of income tax
Loss on sale of the discontinued operations
Income tax benefit on loss on sale of discontinued operations
Loss for the period
Basic loss per share (cents per share)
Diluted loss per share (cents per share)
In thousands of AUD
Cash flows from discontinued operations
Net cash used in operating activities
Net cash from investing activities
Net cash used in financing activities
Net cash from discontinued operations
4. OTHER InCOME
In thousands of AUD
Foreign currency gains - realised
Foreign currency gains - unrealised
Other
5. OTHER ExPEnSES
In thousands of AUD
Foreign currency losses - realised
Foreign currency losses - unrealised
Net loss on disposal of property, plant and equipment and intangible assets
Acquisition costs
Disposal costs
GWA GROUP LIMITED 2011 ANNUAL REPORT
2011
2010
-
-
-
-
-
-
-
-
-
-
2011
-
2,276
-
2,276
2011
38
111
845
994
2011
1,359
370
184
900
467
3,280
44,029
(43,577)
452
28
480
(7,672)
266
(6,926)
(2.31)
(2.30)
2010
(4,457)
19,120
-
14,663
2010
1,042
152
1,205
2,399
2010
1,902
456
170
1,524
-
4,052
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
6. PERSOnnEL ExPEnSES
In thousands of AUD
Wages and salaries – including superannuation contributions, annual leave, long
service leave and on-costs
Equity-settled share-based payment transactions
7. AUDITORS’ REMUnERATIOn
In AUD
Audit services
Auditors of the Company
KPMG Australia:
Audit and review of financial reports
Overseas KPMG Firms:
Audit and review of financial reports
Other services
Auditors of the Company
KPMG Australia
Other assurance services
Taxation services
Overseas KPMG Firms:
Other assurance services
Taxation services
8. nET FInAnCInG COSTS
In thousands of AUD
Finance income
Interest income on call deposits
Unwinding of discount on loans and provisions
Other
Finance expense
Interest expense on financial liabilities
Interest expense on swaps
Facility fees on financial liabilities
Establishment fee amortisation
Other
Net financing costs
2011
2010
159,953
922
160,875
139,605
1,230
140,835
2011
2010
472,000
480,000
15,000
487,000
15,000
495,000
3,000
41,000
28,000
62,000
134,000
53,000
17,000
38,000
109,000
217,000
2011
2010
(1,569)
(596)
(78)
(2,243)
10,842
392
5,423
549
212
(1,237)
(560)
(108)
(1,905)
8,312
1,837
5,845
838
100
17,418
16,932
15,175
15,027
57
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
9. InCOME TAx ExPEnSE
Recognised in the income statement
In thousands of AUD
Current tax expense
Current year
Adjustments for prior years
Deferred tax expense
2011
2010
27,500
(465)
27,035
21,889
65
21,954
Origination and reversal of temporary differences
1,587
2,114
Income tax expense from continuing operations
28,622
24,068
Income tax benefit from discontinued operation (excluding loss on sale)
Income tax benefit on loss on sale of discontinued operation
Total income tax expense in income statement
-
-
28,622
(28)
(266)
23,774
Numerical reconciliation between tax expense and pre-tax net profit
In thousands of AUD
Profit before tax
Income tax using the domestic tax rate of 30% (2010: 30%)
Increase in income tax expense due to:
Non-deductible expenses
Non-deductible acquisition and disposal costs
Non-deductible share-based payments
Non-rebateable withholding tax on foreign dividends
Non-deductible capital losses
Tax losses not recognised
Decrease in income tax expense due to:
Effect of tax rate in foreign jurisdictions
Rebateable investment allowance
Rebateable research and development
Over/(under) provided in prior years
Income tax expense on pre-tax net profit
Deferred tax recognised directly in equity
In thousands of AUD
Derivatives
GWA GROUP LIMITED 2011 ANNUAL REPORT
2011
91,981
27,594
453
396
277
-
-
726
(85)
(27)
(247)
29,087
(465)
28,622
2010
72,301
21,690
58
535
369
580
821
37
(51)
(155)
(174)
23,709
65
23,774
2011
(729)
2010
694
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
10. EARnInGS PER SHARE
Basic earnings per share
Calculation of basic earnings per share at 30 June 2011 was based on the profit attributable to ordinary shareholders of $63,359,000
(2010: $48,527,000) and a weighted average number of ordinary shares of 301,221,000 (2010: 300,010,000) calculated as follows:
Cents per share
Profit attributable to ordinary shareholders
In thousands of AUD
Continuing operations
Discontinued operations
Profit for the year
Weighted average number of ordinary shares
In thousands of shares
Issued ordinary shares at 1 July
Effect of shares issued
Weighted average number of ordinary shares at 30 June
Diluted earnings per share
2011
21.03
2010
16.18
2011
63,359
-
63,359
2011
301,103
118
301,221
2010
55,453
(6,926)
48,527
2010
298,019
1,991
300,010
Calculation of diluted earnings per share at 30 June 2011 was based on the profit attributable to ordinary shareholders of $63,359,000 (2010:
$48,527,000) and a weighted average number of ordinary shares of 303,571,000 (2010: 301,469,000) calculated as follows:
Cents per share
Profit attributable to ordinary shareholders (diluted)
In thousands of AUD
Continuing operations
Discontinued operations
Profit for the year
Weighted average number of ordinary shares (diluted)
In thousands of shares
Weighted average number of ordinary shares (basic)
Effect of performance rights on issue
Weighted average number of ordinary shares (diluted)
2011
20.87
2010
16.10
2011
63,359
-
63,359
2011
301,221
2,350
303,571
2010
55,453
(6,926)
48,527
2010
300,010
1,459
301,469
59
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
11. CASH AnD CASH EqUIvALEnTS
In thousands of AUD
Bank balances
Call deposits
Cash and cash equivalents in the statement of cash flows
2011
14,216
22,357
36,573
2010
22,913
32,001
54,914
The consolidated entity’s exposure to interest rate risk and a sensitivity analysis for financial assets and liabilities are disclosed in note 25.
12. TRADE AnD OTHER RECEIvAbLES
In thousands of AUD
Current
Trade receivables
Provision for impairment
Derivatives used for hedging
Employee share loans
Other
Non-current
Employee share loans
2011
2010
103,609
107,764
(2,200)
20,373
637
3,989
(4,751)
37,434
566
8,664
126,408
149,677
4,659
5,102
The consolidated entity’s exposure to credit and currency risk and impairment losses related to trade and other receivables are disclosed in
note 25.
13. InvEnTORIES
In thousands of AUD
Raw materials and consumables
Work in progress
Finished goods
2011
20,524
5,676
77,960
2010
21,757
6,170
76,508
104,160
104,435
GWA GROUP LIMITED 2011 ANNUAL REPORT
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
14. ACqUISITIOnS OF SUbSIDIARIES
On 31 January 2011 the consolidated entity acquired 100% of the shares in Gliderol International Pty Ltd for $40,665,000.
In the five months to 30 June 2011 the business contributed profit before tax of $2,759,000. If the acquisition had occurred on 1 July 2010,
management estimates that consolidated revenue from continuing operations for the period would have been $769,900,000 and consolidated
profit before tax of continuing operations would have been $95,500,000. In determining those amounts, management has assumed that the
fair values on the date of acquisition would have been the same if the acquisition occurred on 1 July 2010.
In the prior year, the consolidated entity acquired the assets and liabilities of the Brivis heating and cooling business. During the current
year, there was a reduction to the acquisition price after resolution of the completion accounting. An amount of $3,909,000 (receivable of
$2,801,000 was recognised in the prior year) was received from the vendor, resulting in the final consideration paid being $47,471,000. In
addition, management has reassessed the estimate of product liability provision required on acquisition and adjusted the deferred tax liability
calculations on underlying assets and liabilities. Accordingly an adjustment to the prior period acquisition accounting was made as follows:
product liability provision increased by $1,000,000; deferred tax liabilities decreased by $23,000 and goodwill decreased by $131,000.
Comparative information has been restated.
The acquisitions had the following effect on the consolidated entity’s assets and liabilities on the respective acquisition dates:
Amounts recognised on acquisition
In thousands of AUD
Trade and other receivables
Inventories
Other current assets
Property, plant and equipment
Intangible assets
Trade and other payables
Employee benefits
Provisions
Income tax receivable
Deferred tax liabilities
Net identifiable assets and liabilities
Goodwill on acquisition
Consideration paid, satisfied in cash
Gliderol
International
Pty Ltd
2011
7,717
6,806
580
6,343
7,317
(8,348)
(2,318)
(889)
244
(862)
16,590
24,075
40,665
Brivis
2010
8,126
6,588
69
14,075
11,053
(4,975)
(2,518)
(4,600)
-
(1,181)
26,637
20,834
47,471
The goodwill recognised on the acquisitions is attributable mainly to the skills and technical expertise of the acquired businesses work force
and the synergies expected to be achieved from integrating the business into the consolidated entity’s existing businesses.
The consolidated entity incurred acquisition related costs of $547,000 (2010: $474,000) related to external legal fees and due diligence costs.
15. CURREnT TAx ASSETS AnD LIAbILITIES
The current tax asset for the consolidated entity of $493,000 (2010: $420,000) represents the amount of income taxes recoverable in respect
of current and prior periods. The current tax liability for the consolidated entity of $10,632,000 (2010: $4,543,000) represents the amount of
income taxes payable in respect of the current period. In accordance with the tax consolidation legislation, the Company as the head entity of the
Australian tax-consolidated group has assumed the current tax asset / (liability) initially recognised by the members in the tax-consolidated group.
61
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
16. DEFERRED TAx ASSETS AnD LIAbILITIES
Recognised deferred tax assets and liabilities
Deferred tax assets and liabilities are attributable to the following:
In thousands of AUD
Property, plant and equipment
Intangible assets
Inventories
Employee benefits
Provisions
Other items
Tax assets / (liabilities)
Set off of tax
Net tax assets / (liabilities)
Assets
Liabilities
Net
2011
823
349
2,545
8,963
9,738
1,787
24,205
(7,120)
17,085
2010
806
284
2,311
7,990
11,229
883
23,503
(4,694)
18,809
2011
(951)
2010
(418)
2011
(128)
2010
388
(5,826)
(3,710)
(5,477)
(3,426)
-
-
-
(370)
(7,147)
7,120
(27)
-
-
-
(597)
(4,725)
4,694
(31)
2,545
8,963
9,738
1,417
17,058
-
2,311
7,990
11,229
286
18,778
-
17,058
18,778
Unrecognised deferred tax assets
Deferred tax assets have not been recognised in respect of the following items:
In thousands of AUD
Tax losses
2011
5,019
2010
4,125
The deductible tax losses accumulated at balance date do not expire under current tax legislation. Deferred tax assets have not been recognised in
respect of these items because it is not probable that future taxable profit will be available against which to offset the tax benefit of these losses.
Movement in temporary differences during the year
In thousands of AUD
Property, plant and equipment
Intangible assets
Inventories
Employee benefits
Provisions
Other items
In thousands of AUD
Property, plant and equipment
Intangible assets
Inventories
Employee benefits
Provisions
Other items
Balance
1 July 09
Recognised in
income
Recognised in
equity
Acquired
in business
combinations
Disposals
Balance
30 June 10
623
(343)
2,624
7,297
10,607
2,131
22,939
(235)
233
(313)
110
(758)
(1,151)
(2,114)
-
-
-
-
-
(694)
(694)
-
(3,316)
-
755
1,380
-
-
-
-
(172)
-
-
(1,181)
(172)
388
(3,426)
2,311
7,990
11,229
286
18,778
Balance
1 July 10
Recognised in
income
Recognised in
equity
Acquired
in business
combinations
Disposals
30 June 11
Balance
388
(3,426)
2,311
7,990
11,229
286
18,778
(516)
112
39
278
(1,902)
402
(1,587)
-
-
-
-
-
729
729
-
(2,163)
195
695
411
-
(862)
-
-
-
-
-
-
-
(128)
(5,477)
2,545
8,963
9,738
1,417
17,058
GWA GROUP LIMITED 2011 ANNUAL REPORT
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
17. PROPERTY, PLAnT AnD EqUIPMEnT
Land and
buildings
Plant and
equipment
Motor
vehicles
Work in
progress
183,405
5,193
7,056
In thousands of AUD
Cost
Balance at 1 July 2009
Acquisitions through business combinations
Additions
Disposals
Effect of movements in foreign exchange
Balance at 30 June 2010
Balance at 1 July 2010
Acquisitions through business combinations
Additions
Disposals
Effect of movements in foreign exchange
Depreciation and impairment losses
Balance at 1 July 2009
Depreciation charge for the year
Disposals
Effect of movements in foreign exchange
50,670
10,000
186
(1,803)
(521)
58,532
58,532
-
1,090
-
-
4,075
9,446
(16,604)
(3,750)
176,572
176,572
5,366
10,360
(5,459)
(215)
(8,756)
(135,551)
(3,802)
(935)
1,042
403
(12,383)
13,829
3,359
Balance at 30 June 2011
59,622
186,624
Balance at 30 June 2010
(8,246)
(130,746)
Balance at 1 July 2010
Depreciation charge for the year
Disposals
Effect of movements in foreign exchange
(8,246)
(1,003)
-
-
(130,746)
(11,630)
5,203
131
Balance at 30 June 2011
(9,249)
(137,042)
Carrying amounts
At 1 July 2009
At 30 June 2010
At 1 July 2010
At 30 June 2011
41,914
50,286
50,286
50,373
47,854
45,826
45,826
49,582
-
-
(4,040)
(22)
1,131
1,131
971
-
(387)
(33)
1,682
(345)
3,287
2
(858)
(858)
(205)
329
16
(718)
1,391
273
273
964
Total
246,324
14,075
10,614
(22,447)
(4,385)
244,181
244,181
6,343
21,239
(5,846)
(248)
-
982
-
(92)
7,946
7,946
6
9,789
-
-
17,741
265,669
-
-
-
-
-
-
-
-
-
-
7,056
7,946
7,946
17,741
(148,109)
(13,663)
18,158
3,764
(139,850)
(139,850)
(12,838)
5,532
147
(147,009)
98,215
104,331
104,331
118,660
63
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
18. InTAnGIbLE ASSETS
In thousands of AUD
Cost
Balance at 1 July 2009
Acquisitions through business combinations
Additions
Disposals
Balance at 30 June 2010
Software
Brand names
15,839
341,596
-
4,484
(1,660)
18,663
-
-
(20,465)
321,131
Balance at 1 July 2010
18,663
321,131
Acquisitions through business combinations
Additions
Effect of movements in foreign exchange
Balance at 30 June 2011
Amortisation and impairment losses
Balance at 1 July 2009
Amortisation for the year
Disposals
Balance at 30 June 2010
Balance at 1 July 2010
Amortisation for the year
Balance at 30 June 2011
Carrying amounts
At 1 July 2009
At 30 June 2010
At 1 July 2010
At 30 June 2011
-
3,488
-
22,151
(2,700)
(4,077)
90
(6,687)
(6,687)
(4,610)
(11,297)
13,139
11,976
11,976
10,854
-
-
(20)
321,111
(9,419)
-
9,419
-
-
-
-
332,177
321,131
321,131
321,111
Trade names,
designs and
patents
Goodwill
Total
3,177
11,053
-
-
1,449
20,834
-
-
14,230
22,283
14,230
7,317
-
-
22,283
24,075
-
-
362,061
31,887
4,484
(22,125)
376,307
376,307
31,392
3,488
(20)
21,547
46,358
411,167
(150)
(437)
-
(587)
(587)
(1,005)
(1,592)
3,027
13,643
13,643
19,955
-
-
-
-
-
-
-
1,449
22,283
22,283
46,358
(12,269)
(4,514)
9,509
(7,274)
(7,274)
(5,615)
(12,889)
349,792
369,033
369,033
398,278
GWA GROUP LIMITED 2011 ANNUAL REPORT
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
18. InTAnGIbLE ASSETS (cont.)
Carrying value of brand names and goodwill for each cash generating unit
In thousands of AUD
Bathrooms & Kitchens
Door & Access Systems
Heating & Cooling
Commercial Furniture
2011
284,111
44,124
26,834
12,400
367,469
2010
284,131
20,049
26,834
12,400
343,414
Impairment testing for brand names and goodwill
The recoverable amounts of all brand names and goodwill were assessed at 30 June 2011 based on internal value in use calculations and no
impairment was identified for any segments (2010: nil for all segments).
Value in use was determined by discounting the future cash flows to be generated from the continuing use of the business unit and to which
the brand or goodwill is attached and was based on the following assumptions:
■■ Cash flows were projected based on actual operating results and business plans of the units approved by the Board, with projected cash
flows to five years before a terminal value was calculated. Maintainable earnings were adjusted for an allocation of corporate overheads.
■■ Management used a constant growth rate of 2.5% in calculating terminal values of the units, which does not exceed the long-term average
growth rate for the industry.
■■ A pre-tax discount rate was used. This pre-tax discount rate was the equivalent of a 9.85% post-tax discount rate.
The values assigned to the key assumptions represent management’s assessment of future trends in the Bathrooms & Kitchens, Door &
Access Systems, Heating & Cooling and Commercial Furniture industries and are based on both external sources and internal sources
(historical data).
The estimated recoverable amount of the Commercial Furniture segment exceeds its carrying amount by approximately $10,000,000 (2010:
$8,000,000). Management has identified two key assumptions for which a reasonably possible change could cause the carrying amount to
exceed the recoverable amount. A five percent decrease in future planned revenues, combined with a two percent decrease in the forecast
earnings before income tax margin would result in an impairment of approximately $700,000 for the Commercial Furniture segment.
19. TRADE AnD OTHER PAYAbLES
In thousands of AUD
Current
Trade payables and accrued expenses
Derivatives used for hedging
Non-trade payables and accrued expenses
2011
2010
50,111
21,296
5,015
76,422
53,471
35,923
5,912
95,306
The consolidated entity’s exposure to currency risk and liquidity risk related to trade and other payables are disclosed in note 25.
65
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
20. InTEREST-bEARInG LOAnS AnD bORROWInGS
This note provides information about the contractual terms of the consolidated entity’s interest-bearing loans and borrowings, which are measured
at amortised cost. For more information about the consolidated entity’s exposure to interest rate and foreign currency risk, see note 25.
Non-current liabilities
In thousands of AUD
Unsecured cash advance facilities
Terms and debt repayment schedule
2011
234,656
2010
230,866
In thousands of AUD
Currency
Unsecured cash advance facilities
Unsecured cash advance facilities
Unsecured cash advance facilities
AUD
AUD
AUD
Year of
maturity
2011
Face value
2014
2016
2016
200,000
30,000
4,656
2011
Carrying
amount
200,000
30,000
4,656
2010
Face value
225,000
-
5,866
2010
Carrying
amount
225,000
-
5,866
234,656
234,656
230,866
230,866
The unsecured cash advance facilities mature over the next 3 to 5 financial years and have variable rates ranging from 2.37% - 7.18% at 30
June 2011 (2010: 4.38% - 7.73%).
Financing facilities
In thousands of AUD
Bank overdraft
Standby letters of credit
Bank guarantees
Unsecured cash advance facility
Facilities utilised at reporting date
In thousands of AUD
Bank overdraft
Standby letters of credit
Bank guarantees
Unsecured cash advance facility
Facilities not utilised at reporting date
In thousands of AUD
Bank overdraft
Standby letters of credit
Bank guarantees
Unsecured cash advance facility
GWA GROUP LIMITED 2011 ANNUAL REPORT
2011
1,000
12,000
4,200
300,000
317,200
2011
-
-
624
234,656
235,280
2011
1,000
12,000
3,576
65,344
81,920
2010
1,000
8,000
19,200
267,500
295,700
2010
-
391
2,658
230,866
233,915
2010
1,000
7,609
16,542
36,634
61,785
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
20. InTEREST-bEARInG LOAnS AnD bORROWInGS (cont.)
Financing arrangements
On 20 April 2011, GWA Group Limited, GWA Finance Pty Ltd, a wholly owned controlled entity of GWA Group Limited, entered into a Multi-
currency Revolving Facility Agreement with Commonwealth Bank of Australia, Australia and New Zealand Banking Group, National Australia
Bank, Westpac Banking Corporation and HSBC Bank Australia. The agreement replaced the previous Master Financing Agreement and
outlines the unsecured bank facilities available to GWA Finance Pty Ltd and the common financial covenants and undertakings provided to
the banks. Facility agreements have also been entered into with individual banks to provide treasury facilities such as letters of credit and bank
guarantees to the GWA Group.
Bank overdraft
The bank overdraft facility available to the consolidated entity is unsecured. Interest on the bank overdraft facility is charged at prevailing
market rates. No drawdowns against this facility had been made as at 30 June 2011.
Unsecured cash advance facility
Bank loans are provided to GWA Finance Pty Limited under the Multi-currency Revolving Facility Agreement. The bank loans are denominated
in Australian and US dollars. The bank loans are unsecured with a negative pledge in favour of the banks, and are split between three year
and five year terms.
The loans bear interest at market rates and interest is typically payable every 30 to 90 days. The consolidated entity hedges its exposure to
variable interest rates through interest rate swap transactions.
Letter of credit
The letter of credit facilities are committed facilities available to be drawn down under the facility agreements. The limits are specified in the
facility agreements.
Bank guarantees
The bank guarantees are committed facilities available to be drawn down under the facility agreement. The limits are specified in the facility
agreement.
21. EMPLOYEE bEnEFITS
In thousands of AUD
Current
Liability for long-service leave
Liability for annual leave
Liability for on-costs
Non-current
Liability for long-service leave
Liability for on-costs
2011
2010
2,249
10,441
3,138
15,828
12,747
1,399
14,146
1,990
9,501
2,876
14,367
11,276
975
12,251
Defined contribution superannuation funds
The consolidated entity makes contributions to a defined contribution superannuation fund. Contributions are charged against income as
they are made based on various percentages of each employee’s gross salaries. The amount recognised as expense was $11,031,000 for the
financial year ended 30 June 2011 (2010: $9,924,000).
67
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
21. EMPLOYEE bEnEFITS (cont.)
Employee share plan
The employee share plan (‘the Plan’) was established to assist in the retention and motivation of employees. All permanent employees of the
Company, who are invited to participate, may participate in the plan. The maximum number of shares subject to the Plan at any time may
not exceed 5% of the nominal amount of all Ordinary Shares on issue. The Plan does not provide for the issue of options and no options have
been issued by the Company at balance date. The loans must be repaid in full by the employee.
Under the Plan, shares can either be issued to employees or purchased on market, and in both cases the employee will pay market price
for the shares. During 2011, 422,500 ordinary shares were issued to employees at the market price of $3.10, being total market value of
$1,310,000 with $5,000 expenditure incurred by the consolidated entity for listing fees. In the prior year, 435,000 ordinary shares were issued
to employees at the market price of $3.40, being total market value of $1,479,000.
As at 30 June 2011, loans are issued for 3,813,750 (2010: 3,904,489) shares and the remaining balances of these loans is $8,914,000
(2010: $9,486,000) or $5,296,000 (2010: $5,668,000) at net present value. During 2011, dividends of $664,000 (2010: $680,000) were
paid against the loans and a further $1,218,000 (2010: $1,275,000) was paid by employees against these loans.
22. SHARE-bASED PAYMEnTS
The Long Term Incentive (Equity) Plan was approved by shareholders at the 2008 Annual General Meeting. Under the plan, the Board may
offer performance rights to participants which entitle the holder to ordinary shares in the Company (or in limited cases cash payments made),
subject to meeting certain financial performance hurdles and the holder remaining in employment with the Company until the nominated
vesting date.
The performance hurdles are subject to financial performance conditions which measure Total Shareholder Returns (TSR) compared to
a peer group of companies, and growth in Earnings Per Share (EPS). The performance hurdles are challenging and achievable and focus
senior executives on sustained long term growth consistent with shareholder wealth creation. The plan runs over a three year performance
period and the rights will only vest if the performance hurdles are achieved based on a 50% allocation of each grant to the two performance
hurdles. If the vesting conditions and performance hurdles are achieved, ordinary shares will be issued to the participants at no cost. If the
performance hurdles are not met, then the rights are cancelled after three years.
The performance hurdles are as follows:
■■ EPS hurdle – 10% or more EPS growth over the three-year performance period; and
■■ TSR hurdle – GWA Group’s TSR is more than the 50th percentile relative to the TSR of comparator companies.
Tranche
Grant date
Expiry date
Balance
at beginning
of the year
Granted
during the
year
Cancelled
during the
year
Forfeited
during the
year
Balance at
end of the
year
Number
Number
Number
Number
Number
2011
(i)
(ii)
(iii)
2010
(i)
(ii)
27/02/2009
30/06/2011
1,010,000
12/03/2010
30/06/2012
900,000
-
-
21/02/2011
30/06/2013
-
1,910,000
745,000
745,000
70,000
55,000
25,000
470,000
-
-
470,000
845,000
720,000
150,000
470,000
2,035,000
27/02/2009
30/06/2011
1,185,000
-
175,000
12/03/2010
30/06/2012
-
1,185,000
900,000
900,000
-
175,000
-
-
-
1,010,000
900,000
1,910,000
No performance rights were vested and exercisable at 30 June 2011.
GWA GROUP LIMITED 2011 ANNUAL REPORT
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
22. SHARE-bASED PAYMEnTS (cont.)
Fair value
During the current financial year 745,000 performance rights were granted to employees (2010: 900,000) at a weighted average fair value of
$2.68 (2010: $2.58). The fair value of the performance rights subject to the EPS hurdle for vesting (50%) was determined as $3.05 by using
a Binomial option pricing model. The fair value of the performance rights granted subject to the TSR hurdle for vesting (50%) was determined
as $2.30 by using a Monte Carlo simulation. When determining the fair values it was assumed the Company would have a dividend yield of
5.19%, the risk free rate was 5.20% and volatility ranged between 35-45% for the Company and its comparator companies listed for the TSR
hurdle.
The fair value of the performance rights granted will be allocated to each financial year evenly over the specified three year service period. The
amount recognised as personnel expenses in the current financial year was $922,000 (2010: $1,230,000). Refer to the Remuneration Report
for further details.
23. PROvISIOnS
In thousands of AUD
Balance at 1 July 2010
Acquisitions through business combinations
Provisions made during the year
Provisions used during the year
Effect of movements in foreign exchange
Balance at 30 June 2011
Current
Non-current
Warranties
Warranties
Restructuring
Site
restoration
15,685
889
7,368
(7,460)
(19)
16,463
10,132
6,331
16,463
1,476
-
-
(1,440)
-
36
36
-
36
3,755
-
824
(1,838)
-
2,741
1,351
1,390
2,741
Other
4,061
-
893
(2,137)
-
2,817
2,346
471
2,817
Total
24,977
889
9,085
(12,875)
(19)
22,057
13,865
8,192
22,057
The total provision for warranties at balance date of $16,463,000 relates to future warranty expense on products sold during the current
and previous financial years. The major warranty expense relates to water heating products. The provision is based on estimates made from
historical warranty data associated with similar products and services. The consolidated entity expects to expend $10,132,000 of the total
provision in the financial year ending 30 June 2012, and the majority of the balance of the liability over the following four years.
Restructuring
The restructuring provision relates to the estimated costs of redundancies and related costs with respect to the closure of manufacturing
operations and other business restructuring. During the financial year ended 30 June 2011, the restructuring was almost completed with
$1,440,000 being spent. At balance date the balance of the restructuring provision was $36,000 which will be finalised in the next 2 months.
Site restoration
At balance date the balance of the site restoration provision was $2,741,000. Payments of $1,838,000 were made in the current financial
year. This provision relates to the removal of plant installed in leased premises where there is a liability under the lease for the plant to be
removed on expiry and the leased premises made good, and for site remediation required. Site remediation is currently being undertaken
and further provision for costs of $824,000 was made during the year. The remediation is now expected to be completed by June 2012.
The remaining balance classified as non-current will be utilised when leased sites are exited. The net present value of the provision has
been calculated using a discount rate of 5.16 per cent.
69
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
24. CAPITAL AnD RESERvES
Share capital
Ordinary shares
AUD
In thousands
On issue at 1 July – fully paid
Issue of shares under the dividend reinvestment plan
Issue of shares under the employee share plan
2011
301,103
-
422
2010
298,019
2,649
435
On issue at 30 June – fully paid
301,525
301,103
2011
396,539
-
1,305
397,844
2010
387,981
7,079
1,479
396,539
The Company does not have authorised capital or par value in respect of its issued shares.
The holders of ordinary shares are entitled to receive dividends as declared from time to time and are entitled to one vote per share at
meetings of the Company. All shares rank equally with regard to the Company’s residual assets.
Translation reserve
The translation reserve comprises all foreign exchange differences arising from the retranslation of the financial statements of foreign
operations where their functional currency is different from the presentation currency of the reporting entity, as well as from the retranslation
of liabilities that hedge the Company’s net investment in a foreign subsidiary.
Hedging reserve
The hedging reserve comprises the effective portion of the cumulative net change in the fair value of cash flow hedging instruments related
to hedged transactions that have not yet occurred.
Equity compensation reserve
The equity compensation reserve represents the fair value of the cumulative net charges of the performance rights.
Dividends
Dividends recognised in the current year are:
In thousands of AUD
2011
Interim 2011 ordinary
Final 2010 ordinary
Total amount
2010
Interim 2010 ordinary
Final 2009 ordinary
Total amount
Cents per share
Total amount
Franked
Date of
payment
9.5
8.5
18.0
9.5
8.5
18.0
28,604
25,594
54,198
28,563
25,332
53,895
100%
100%
5th April 2011
6th Oct 2010
100%
100%
7th April 2010
7th Oct 2009
Franked dividends declared or paid during the year were franked at the tax rate of 30%.
GWA GROUP LIMITED 2011 ANNUAL REPORT
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
24. CAPITAL AnD RESERvES (cont.)
Dividends (cont.)
After the balance sheet date the following dividends were approved by the directors. The dividends have not been provided for.
The declaration and subsequent payment of dividends has no income tax consequences.
In thousands of AUD
Final ordinary
Cents per share
Total amount
Franked
Date of
payment
8.5
25,630
100%
6th Oct 2011
The financial effect of these dividends has not been brought to account in the financial statements for the financial year ended 30 June 2011
and will be recognised in subsequent financial reports.
Dividend franking account
In thousands of AUD
30 per cent franking credits available to shareholders of
GWA Group Limited for subsequent financial years
The Company
2011
2010
27,513
17,848
The above available amounts are based on the balance of the dividend franking account at year-end adjusted for:
(a) franking credits/debits that will arise from the payment/settlement of the current tax liabilities/assets; and
(b) franking debits that will arise from the payment of dividends recognised as a liability at year-end.
The ability to utilise the franking credits is dependent upon there being sufficient available profits to declare dividends. The impact on the
dividend franking account of dividends proposed after the balance sheet date, but not recognised as a liability, is to reduce it by $10,984,000
(2010: $10,969,000). In accordance with the tax consolidation legislation, the Company as the head entity in the tax-consolidated group has
also assumed the benefit of $27,513,000 (2010: $17,848,000) franking credits.
71
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
25. FInAnCIAL InSTRUMEnTS AnD FInAnCIAL RISk MAnAGEMEnT
Exposure to credit, interest rate and currency risks arises in the normal course of the consolidated entity’s business. Derivative financial
instruments are used to hedge exposure to fluctuations in foreign exchange rates and interest rates.
Risk management policy
The Board has overall responsibility for the establishment and oversight of the risk management framework. The Board has established the
Executive Risk Committee, which is responsible for developing and monitoring risk management policies. The Committee is required to report
regularly to the Board on its activities.
Risk management policies are established to identify and analyse the risks faced by the consolidated entity, to set appropriate risk limits and
controls, and to monitor risks and adherence to limits. Risk management policies and systems are reviewed regularly to reflect changes in
market conditions and the consolidated entity’s activities.
The Board Audit Committee oversees how management monitors compliance with the risk management policies and procedures and reviews
the adequacy of the risk management framework in relation to the risks faced by the consolidated entity. The Board Audit Committee is
assisted in its oversight role by the Internal Audit team. The Internal Audit team conducts both regular and ad hoc reviews of risk management
controls and procedures. The results of the reviews are reported to the Board Audit Committee.
Capital management policy
The Board’s policy is to maintain a strong capital base and grow shareholder wealth. The Board monitors debt levels, cash flows and financial
forecasts to establish appropriate levels of dividends and funds available to reinvest in the businesses or invest in growth opportunities.
The Board focuses on growing shareholder wealth by monitoring the performance of the consolidated entity by reference to the return on
funds employed. The Board defines return on funds employed as trading earnings before interest and tax divided by net assets after adding
back net debt.
There were no changes to the Boards approach to capital management during the year.
Credit risk
Credit risk is the risk of financial loss to the consolidated entity if a customer or other counterparty to a financial instrument fails to discharge
their obligations.
Management has a credit policy in place and the exposure to credit risk is monitored on an ongoing basis. A risk assessment process is used
for customers requiring credit and credit insurance is utilised for major concentrations of trade debts. Goods are sold subject to retention of
title clauses in most circumstances. The consolidated entity does not require collateral in respect of financial assets.
The consolidated entity maintains an allowance for impairment that represents its estimate of incurred losses in respect of trade receivables.
Transactions involving derivative financial instruments are with counterparties with sound credit ratings. Given their high credit ratings,
management does not expect any counterparty to fail to meet its obligations.
The consolidated entity has two major customers which comprise 39% of the trade receivables carrying amount at 30 June 2011
(2010: 33%). At the balance sheet date there were no material uninsured concentrations of credit risk.
GWA GROUP LIMITED 2011 ANNUAL REPORT
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
25. FInAnCIAL InSTRUMEnTS AnD FInAnCIAL RISk MAnAGEMEnT (cont.)
Credit risk (cont.)
The carrying amount of financial assets represents the maximum credit exposure of the consolidated entity. The maximum exposure to credit
risk at balance date was:
In thousands of AUD
Cash and cash equivalents
Net trade receivables
Employee share loans
Commodity contracts used for hedging
Forward exchange contracts used for hedging
2011
36,573
103,609
5,296
788
19,585
165,851
2010
54,914
107,764
5,668
7,848
29,586
205,780
The ageing of net trade receivables for the consolidated entity at balance date is as follows:
In thousands of AUD
Not yet due
Past due 0-30 days
Past due 31-60 days
Past due 61-90 days
Past due 91-120 days
Past due 120+ days
Less accrued rebates and credit claims
2011
Receivable
2011
Impairment
2010
Receivable
2010
Impairment
87,130
32,575
2,770
848
584
3,703
(24,001)
103,609
(238)
(104)
(64)
(142)
(64)
(1,588)
-
(2,200)
87,036
33,709
3,819
1,061
698
4,624
(23,183)
107,764
(784)
(80)
(204)
(180)
(138)
(3,365)
-
(4,751)
There were no trade receivables with re-negotiated terms.
The movement in the allowance for impairment in respect of trade receivables during the year for the consolidated entity was as follows:
In thousands of AUD
Balance at 1 July
Impairment loss (recognised)/reversal
Impairment losses applied
Acquired through business combinations
Disposals
Effect of movements in foreign exchange
Balance at 30 June
2011
(4,751)
177
2,641
(277)
-
10
2010
(2,028)
(985)
159
(2,068)
145
26
(2,200)
(4,751)
73
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
25. FInAnCIAL InSTRUMEnTS AnD FInAnCIAL RISk MAnAGEMEnT (cont.)
Liquidity risk
Liquidity risk is the risk that the consolidated entity will not be able to meet its financial obligations as they fall due. The consolidated entity
prepares cash flow forecasts and maintains financing and overdraft facilities with a number of institutions to ensure sufficient funds will be
available to meet obligations without incurring excessive costs. The cash flows of the consolidated entity are controlled by management and
reported monthly to the Board who is ultimately responsible for maintaining liquidity.
The contractual maturities of financial liabilities and derivatives that are cash flow hedges of the consolidated entity, including estimated
interest payments are as follows:
Maturity analysis
In thousands of AUD
Non-derivative financial liabilities – 2011
Carrying
amount
Contractual
cash flows
Less than
6 months
6-12
months
1-2
years
3-5
years
5+
years
Unsecured cash advance facilities
(234,656)
(297,532)
(8,307)
(8,307)
(16,615) (229,647)
(34,656)
Trade and other payables
(50,111)
(50,111)
(49,771)
(311)
(29)
-
Derivative financial liabilities - 2011
Interest rate swaps designated as hedges
Commodity contracts designated as hedges – outflow
Commodity contracts designated as hedges – inflow
(450)
(605)
788
(452)
(605)
788
(122)
(605)
788
Forward exchange contracts designated as hedges – outflow (20,241)
(20,241)
(20,241)
Forward exchange contracts designated as hedges – inflow
19,585
19,585
19,585
(111)
(177)
(42)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Total at 30 June 2011
(285,690)
(348,568)
(58,673)
(8,729)
(16,821) (229,689)
(34,656)
In thousands of AUD
Non-derivative financial liabilities – 2010
Carrying
amount
Contractual
cash flows
Less than
6 months
6-12
months
1-2
years
3-5
years
5+
years
Unsecured cash advance facilities
(230,866)
(264,373)
(8,542)
(8,542)
(49,416) (197,873)
Trade and other payables
(59,383)
(59,383)
(59,383)
-
-
-
Derivative financial liabilities - 2010
Interest rate swaps designated as hedges
(740)
(1,031)
(283)
(203)
(349)
(196)
Commodity contracts designated as hedges – outflow
(6,475)
(6,475)
(3,998)
(2,477)
Commodity contracts designated as hedges – inflow
7,848
7,848
4,689
3,159
Forward exchange contracts designated as hedges – outflow (28,708)
(28,708)
(28,708)
Forward exchange contracts designated as hedges – inflow
29,586
29,586
29,586
-
-
-
-
-
-
-
-
-
-
Total at 30 June 2010
(288,738)
(322,536)
(66,639)
(8,063)
(49,765) (198,069)
-
-
-
-
-
-
-
-
The unsecured cash advance facilities are split between three year and five year terms. The periods in which the cash flows associated with
derivatives arise match the periods of profit and loss impact.
GWA GROUP LIMITED 2011 ANNUAL REPORT
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
25. FInAnCIAL InSTRUMEnTS AnD FInAnCIAL RISk MAnAGEMEnT (cont.)
Market risk
Market risk is the risk that changes in market prices such as interest rates and foreign exchange rates will affect the consolidated entity’s
income or value of holdings of financial instruments. The objective of market risk management is to manage and control market risk exposures
within acceptable parameters.
The consolidated entity enters into derivatives in order to manage market risks. All transactions are carried out within the guidelines set by the
Executive Risk Committee.
(a) Interest rate risk
Interest rate risk is the risk that changes in interest rates will affect the consolidated entity’s income. The consolidated entity’s variable rate
borrowings are exposed to a risk of change in cash flows due to changes in interest rates.
The consolidated entity adopts a policy of ensuring that its exposure to changes in interest rates on borrowings is reduced. Interest rate swaps,
denominated in Australian dollars, have been entered into to achieve an appropriate mix of fixed and floating rate exposure. The swaps mature
over the next 3 years and have fixed swap rates ranging from 5.05% to 5.42% (2010: 5.05% - 6.81%). At 30 June 2011, the consolidated
entity had interest rate swaps with a notional contract amount of $125,000,000 (2010: $125,000,000).
The consolidated entity classifies interest rate swaps as cash flow hedges and states them at fair value.
The net fair value of swaps at 30 June 2011 was $450,000 recognised as a fair value derivative liability. (2010: $740,000 fair value
derivative liability).
(i) Profile
At balance date the consolidated entity’s interest bearing financial instruments were:
In thousands of AUD
Variable rate financial instruments
Unsecured cash advance facilities
Bank balances
Call deposits
Fixed rate financial instruments
Interest rate swap derivatives
Total
2011
Notional
value
2011
Carrying
amount
2010
Notional
value
2010
Carrying
amount
(234,656)
(234,656)
(230,866)
(230,866)
14,216
22,357
14,216
22,357
22,913
32,001
22,913
32,001
(198,083)
(198,083)
(175,952)
(175,952)
125,000
(73,083)
(450)
(198,533)
125,000
(50,952)
(740)
(176,692)
75
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
25. FInAnCIAL InSTRUMEnTS AnD FInAnCIAL RISk MAnAGEMEnT (cont.)
Market risk (cont.)
(a) Interest rate risk (cont.)
(ii) Fair value sensitivity analysis for fixed rate instruments
The consolidated entity does not account for fixed rate financial assets and liabilities at fair value through profit or loss. Therefore a change in
interest rates at the reporting date would not affect profit or loss.
A change of 100 basis points in interest rates at balance date would have affected the consolidated entity’s equity and financial assets and
liabilities as follows:
In thousands of AUD
Increase of 100 basis points
Hedging reserve (increase)/decrease
Financial assets increase/(decrease)
Financial liabilities (increase)/decrease
Decrease of 100 basis points
Hedging reserve (increase)/decrease
Financial assets increase/(decrease)
Financial liabilities (increase)/decrease
2011
2010
(1,152)
702
450
-
1,170
-
(1,170)
-
(2,103)
1,363
740
-
2,149
-
(2,149)
-
(iii) Cash flow sensitivity analysis for fixed and variable rate instruments
A change of 100 basis points in interest rates during the period would have affected the consolidated entity’s profit or loss as follows:
In thousands of AUD
Increase of 100 basis points
Unsecured cash advance facilities (AUD)
Unsecured cash advance facilities (USD)
Bank balances
Interest rate swap derivatives
Call deposits variable rate
Call deposits fixed rate
Decrease of 100 basis points
Unsecured cash advance facilities (AUD)
Unsecured cash advance facilities (USD)
Bank balances
Interest rate swap derivatives
Call deposits variable rate
Call deposits fixed rate
GWA GROUP LIMITED 2011 ANNUAL REPORT
2011
2010
(2,442)
(2,078)
(57)
142
1,168
290
46
(853)
2,442
52
(142)
(1,168)
(290)
(46)
848
(36)
229
877
334
15
(659)
2,078
36
(229)
(877)
(334)
(15)
659
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
25. FInAnCIAL InSTRUMEnTS AnD FInAnCIAL RISk MAnAGEMEnT (cont.)
Market risk (cont.)
(b) Foreign currency risk
The consolidated entity is exposed to foreign currency risk on sales, purchases and asset and liability holdings that are denominated in a
currency other than the respective functional currencies of its subsidiaries and retranslation of the financial statements of foreign subsidiaries.
The currencies giving rise to this risk are primarily USD and NZD.
The consolidated entity hedges its foreign currency exposure in respect of forecasted sales and purchases by entering into forward exchange
contracts. The forward exchange contracts have maturities of less than six months after the balance date. The consolidated entity classifies its
forward exchange contracts hedging forecasted transactions as cash flow hedges and states them at fair value.
The consolidated entity’s USD denominated bank loan was designated as a hedge of the consolidated entity’s investment in its subsidiary in
North America.
(i) Exposure to currency risk
In thousands of AUD equivalent
Currency transaction risk
2011
Trade receivables
Trade payables
Cash
Gross balance sheet exposure
Estimated forecast sales
Estimated forecast purchases
Gross exposure
Forward exchange contracts
Net exposure 30 June 2011
Foreign exchange rates at balance date
2010
Trade receivables
Trade payables
Cash
Gross balance sheet exposure
Estimated forecast sales
Estimated forecast purchases
Gross exposure
Forward exchange contracts
Net exposure 30 June 2010
Foreign exchange rates at balance date
Currency translation risk
2011
Net assets
2010
Net assets
USD
NZD
EUR
HKD
YEN
485
(1,265)
458
(322)
4,829
(39,288)
(34,459)
14,946
(19,835)
1.0739
1,739
(1,842)
422
319
7,958
(55,063)
(47,105)
17,717
(29,069)
0.8523
-
(3)
323
320
9,551
(5,489)
4,062
(1,312)
3,070
1.2953
-
(3)
65
62
12,372
(3,950)
8,422
101
(1,274)
517
(656)
142
(8,139)
(7,997)
3,241
(5,412)
0.7405
775
(492)
14,390
14,673
1,313
(3,200)
(1,887)
-
(11,463)
-
-
-
-
-
-
-
-
-
8.3581
672
-
-
672
-
-
-
-
-
(36)
-
(36)
-
(3,040)
(3,040)
-
(3,076)
86.33
-
-
-
-
-
(2,934)
(2,934)
-
8,484
1.2308
1,323
0.6979
672
(2,934)
6.6340
75.46
1,485
2,623
351
1,748
-
-
330
(1,313)
427
(1,711)
77
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
25. FInAnCIAL InSTRUMEnTS AnD FInAnCIAL RISk MAnAGEMEnT (cont.)
Market risk (cont.)
(b) Foreign currency risk (cont.)
(ii) Sensitivity analysis
The impact of exchange rate movements on profit is subject to other variables including competitor exchange rate positions and movement in
market prices. The impact of exchange rate movements on equity is not material.
Fair values
The fair values of financial assets and liabilities, together with the carrying amounts shown in the statement of financial position are as follows:
In thousands of AUD
Cash and cash equivalents
Trade and other receivables
Interest rate swaps:
Liabilities
Commodity contracts:
Assets
Liabilities
Forward exchange contracts:
Assets
Liabilities
Unsecured cash advance facilities
Trade payables and accrued expenses
Estimation of fair values
2011
Carrying
amount
36,573
110,694
(450)
788
(605)
19,585
(20,241)
(234,656)
(55,125)
(143,437)
2011
Fair
value
36,573
110,694
(450)
788
(605)
19,585
(20,241)
(234,656)
(55,125)
(143,437)
2010
Carrying
amount
54,914
116,237
2010
Fair
value
54,914
116,237
(740)
(740)
7,848
(6,475)
29,586
(28,708)
(230,866)
(59,383)
(117,587)
7,848
(6,475)
29,586
(28,708)
(230,866)
(59,383)
(117,587)
The following summarises the major methods and assumptions used in estimating the fair values of financial instruments reflected in the
table.
(i) Derivatives
Forward exchange contracts are marked to market by discounting the contractual forward price and deducting the current spot rate.
Commodity contracts are marked to market by discounting the contractual forward price and deducting the current commodity spot price. For
interest rate swaps broker quotes are obtained. These quotes are back tested using discounted cash flow techniques. Where discounted cash
flow techniques are used, estimated future cash flows are based on management’s best estimates and the discount rate is a market related
rate for a similar instrument at the balance sheet date. Where other pricing models are used, inputs are based on market related data at the
balance sheet date.
(ii) Interest-bearing loans and borrowings
The notional amount of the interest-bearing loans is deemed to reflect the fair value. The interest-bearing loans are split between three year
and five year terms.
(iii) Trade and other receivables / payables
All receivables / payables are either repayable within twelve months or repayable on demand. Accordingly, the notional amount is deemed to
reflect the fair value.
(iv) Employee share loans and other employee loans
Employee share loans and other employee loans are carried at fair value using discounted cash flow techniques.
GWA GROUP LIMITED 2011 ANNUAL REPORT
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
25. FInAnCIAL InSTRUMEnTS AnD FInAnCIAL RISk MAnAGEMEnT (cont.)
Estimation of fair values (cont.)
(v) Interest rates used for determining fair value
The consolidated entity uses the government yield curve as of 30 June 2011 plus an adequate constant credit spread to discount financial
instruments. The interest rates used are as follows:
Derivatives
Employee share loans and other loans
Interest bearing loans and borrowings
(vi) Fair value hierarchy
2011
2010
4.88% - 5.07%
4.81% - 4.91%
6.65% - 7.80%
5.85% - 6.65%
2.37% - 7.18%
4.38% - 7.73%
The consolidated entity recognises the fair value of its financial instruments using the level 2 valuation method. The different levels have been
defined as follows:
■■ Level 1: quoted prices (unadjusted) in active markets for identical assets or liabilities
■■ Level 2: inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (i.e. as prices)
or indirectly (i.e. derived from prices)
■■ Level 3: inputs for the asset or liability that are not based on observable market data (unobservable inputs)
In thousands of AUD
30 June 2011
Commodity contracts used for hedging
Forward exchange contracts used for hedging
Interest rate swaps used for hedging
Commodity contracts used for hedging
Forward exchange contracts used for hedging
Interest rate swaps used for hedging
30 June 2010
Commodity contracts used for hedging
Forward exchange contracts used for hedging
Interest rate swaps used for hedging
Commodity contracts used for hedging
Forward exchange contracts used for hedging
Interest rate swaps used for hedging
Level 1
Level 2
Level 3
Total
788
-
-
-
19,585
-
788
19,585
(605)
-
-
-
(20,241)
(450)
(605)
(20,691)
7,848
-
-
-
29,586
-
7,848
29,586
(6,475)
-
-
-
(28,708)
(740)
(6,475)
(29,448)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
788
19,585
-
20,373
(605)
(20,241)
(450)
(21,296)
7,848
29,586
-
37,434
(6,475)
(28,708)
(740)
(35,923)
79
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
26. OPERATInG LEASES
Leases as lessee
Non-cancellable operating lease rentals are payable as follows:
In thousands of AUD
Less than one year
Between one and five years
More than five years
2011
12,872
20,013
2,878
35,763
2010
12,300
20,824
967
34,091
The consolidated entity leases warehouse, factory and office facilities and motor vehicles under operating leases. The warehouse, factory
and office facility leases typically run for a period of 3 to 8 years, with an option to renew the lease after that date. None of the leases include
contingent rentals.
During the financial year ended 30 June 2011, $13,308,000 (2010: $13,040,000) was recognised as an expense in profit or loss in respect
of operating leases.
27. CAPITAL COMMITMEnTS
In thousands of AUD
Capital expenditure commitments
Plant and equipment
Contracted but not provided for and payable:
Within one year
2011
2010
13,514
2,890
28. COnTInGEnCIES
In previous financial years, the Company investigated and reported two environmental contamination issues at factory sites at Eagle Farm,
Queensland and Revesby, NSW. The Revesby site is leased and occupied by a wholly owned subsidiary of the ultimate parent entity, GWA
Group Limited. The Eagle Farm site was previously occupied by Corille Limited (formerly Rover Mowers Limited) and has been exited with
remediation substantially completed during the current financial year.
The remediation of the Revesby site is on-going and a further $824,000 has been provided in the current financial year based on best
available estimates.
GWA GROUP LIMITED 2011 ANNUAL REPORT
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
29. DEED OF CROSS GUARAnTEE
Pursuant to ASIC Class Order 98/1418 (as amended) dated 13 August 1998, the wholly-owned subsidiaries as listed in Note 30 are relieved
from the Corporations Act 2001 requirements for preparation, audit and lodgement of financial reports, and directors’ report.
It is a condition of the Class Order that the Company and each of the subsidiaries enter into a Deed of Cross Guarantee. The effect of the Deed
is that the Company guarantees to each creditor payment in full of any debt in the event of winding up of any of the subsidiaries under certain
provisions of the Corporations Act 2001. If a winding up occurs under other provisions of the Act, the Company will only be liable in the event
that after six months any creditor has not been paid in full. The subsidiaries have also given similar guarantees in the event that the Company
is wound up.
A consolidated statement of comprehensive income and consolidated statement of financial position, comprising the Company and controlled
entities which are a party to the Deed, after eliminating all transactions between parties to the Deed of Cross Guarantee, at 30 June 2011, is
set out below.
Summarised statement of comprehensive income and retained profits
In thousands of AUD
Profit before tax
Income tax expense
Profit after tax
Retained profits at beginning of year
Dividends recognised during the year
Retained profits at end of the year
2011
93,081
(27,435)
65,646
30,743
(54,198)
42,191
2010
93,330
(22,249)
71,081
13,557
(53,895)
30,743
81
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
29. DEED OF CROSS GUARAnTEE (cont.)
Statement of financial position
In thousands of AUD
Assets
Cash and cash equivalents
Trade and other receivables
Inventories
Other
Total current assets
Receivables
Intercompany receivables
Investments
Deferred tax assets
Property, plant and equipment
Intangible assets
Other
Total non-current assets
Total assets
Liabilities
Trade and other payables
Income tax payable
Employee benefits
Provisions
Total current liabilities
Interest-bearing loans and borrowings
Employee benefits
Provisions
Total non-current liabilities
Total liabilities
Net assets
Equity
Issued capital
Reserves
Retained earnings
Total equity
GWA GROUP LIMITED 2011 ANNUAL REPORT
2011
2010
34,070
121,359
100,228
2,974
258,631
4,659
31,430
11,948
16,929
88,715
394,290
4,171
552,142
810,773
75,079
10,281
15,615
13,782
114,757
234,656
14,131
8,193
256,980
371,737
439,036
397,844
(999)
42,191
439,036
39,159
143,377
98,564
3,015
284,115
5,102
22,205
37,219
17,969
74,575
365,155
3,362
525,587
809,702
96,016
4,348
14,097
15,021
129,482
230,866
12,197
8,862
251,925
381,407
428,295
396,539
1,013
30,743
428,295
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
30. COnSOLIDATED EnTITIES
Parent entity
GWA Group Limited
Subsidiaries
Austral Lock Pty Ltd
Bankstown Unit Trust (wound-up)
Brivis Climate Systems Pty Ltd
Canereb Pty Ltd
Caroma Holdings Limited
Caroma Industries Europe BV (deregistered)
Caroma Industries Limited
Caroma Industries (NZ) Limited
Caroma International Pty Ltd
Caroma USA Inc
Corille Limited
Dorf Clark Industries Ltd
Dorf Industries (NZ) Ltd
Dux Manufacturing Limited
Fowler Manufacturing Pty Ltd (deregistered)
G Subs Pty Ltd
Gainsborough Hardware Industries Limited
Gliderol International Pty Limited
GWA Finance Pty Limited
GWA Group Holdings Limited
GWAIL (NZ) Ltd
GWA (North America) Pty Ltd (deregistered)
GWA Taps Manufacturing Limited
GWA Trading (Shanghai) Co Ltd
Hetset (No. 5) Pty Ltd (deregistered)
Industrial Mowers (Australia) Limited
Lake Nakara Pty Ltd (deregistered)
Mainrule Limited
McIlwraith-Davey Pty Ltd
Olliveri Pty Ltd (deregistered)
Sebel Furniture (Hong Kong) Ltd
Sebel Furniture Limited
Sebel Furniture Limited (NZ)
Sebel Furniture Holdings Pty Ltd
(previously Sebel Properties Pty Ltd)
Sebel Sales Pty Limited (deregistered)
Sebel Service & Installations Pty Ltd (deregistered)
Starion Tapware Pty Ltd
Stylus Pty Ltd
Warapave Pty Ltd
Parties to cross
guarantee
Country of
incorporation
Ownership interest
2011
2010
Y
Y
N
Y
N
Y
N
Y
N
Y
N
Y
Y
N
Y
N
Y
Y
Y
Y
Y
N
N
Y
N
N
Y
N
N
Y
N
N
Y
N
Y
N
N
Y
Y
N
Australia
Australia
Australia
Australia
Australia
Australia
Netherlands
Australia
New Zealand
Australia
USA
Australia
Australia
New Zealand
Australia
Australia
Australia
Australia
Australia
Australia
Australia
New Zealand
Australia
Australia
China
Australia
Australia
Australia
New Zealand
Australia
Australia
Hong Kong
Australia
New Zealand
Australia
Australia
Australia
Australia
Australia
Australia
100%
-
100%
100%
100%
-
100%
100%
100%
100%
100%
100%
100%
100%
-
100%
100%
100%
100%
100%
100%
-
100%
100%
-
100%
-
100%
100%
-
100%
100%
100%
100%
-
-
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
-
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
83
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
31. PAREnT EnTITY DISCLOSURES
As at, and throughout, the financial year ended 30 June 2011 the parent company of the consolidated entity was GWA Group Limited.
In thousands of AUD
Results of the parent entity
Profit for the period
Other comprehensive income
Total comprehensive income for the period
Financial position of the parent entity
Current assets
Total assets
Current liabilities
Total liabilities
Shareholders equity of the parent entity
Share capital
Equity compensation reserve
Retained earnings
Total shareholders equity
Parent entity contingencies
Company
2011
2010
29,002
-
29,002
1,138
511,888
8,970
106,037
397,844
2,802
5,205
405,851
43,770
-
43,770
1,106
485,420
4,228
56,600
396,539
1,880
30,401
428,820
The directors are of the opinion that provisions are not required in respect of these matters, as it is not probable that a future sacrifice of
economic benefits will be required or the amount is not capable of reliable measurement.
Contingent liabilities
The directors are not aware of any contingent liabilities of the parent entity as at reporting date (2010: nil).
Capital expenditure commitments
The parent entity has not entered into any contractual commitments for the acquisition of property, plant or equipment as at reporting date
(2010: nil).
Parent entity guarantees in respect of debts of its subsidiaries
The parent entity has entered into a Deed of Cross Guarantee with the effect that the parent entity has guaranteed the repayment of all current
and future creditors in the event any of the entities party to the Deed is wound up. No deficiency in net assets exists in these companies at
reporting date (2010: nil). Further details of the Deed of Cross Guarantee and the subsidiaries subject to the Deed are disclosed in Note 29.
GWA GROUP LIMITED 2011 ANNUAL REPORT
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
32. RECOnCILIATIOn OF CASH FLOWS FROM OPERATInG ACTIvITIES
In thousands of AUD
Cash flows from operating activities
Profit for the period
Adjustments for:
Depreciation
Amortisation
Share-based payments
Foreign exchange (gains)/losses
Interest expense
Loss on disposal of discontinued operations, net of income tax
Loss on sale of property, plant and equipment and intangible assets
Income tax expense
Operating profit before changes in working capital and provisions
Decrease in trade and other receivables
Decrease in inventories
Decrease in trade and other payables
Decrease in provisions and employee benefits
Net interest paid
Income taxes paid
Net cash from operating activities
2011
2010
63,359
48,527
12,838
5,615
922
1,580
15,175
-
184
28,622
128,295
13,764
7,679
(21,888)
(1,771)
126,079
(16,551)
(20,970)
88,558
13,663
4,514
1,230
1,164
15,027
7,406
170
24,040
115,741
2,346
292
(4,490)
(8,578)
105,311
(15,053)
(23,073)
67,185
85
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
33. RELATED PARTIES
Key management personnel compensation
The key management personnel compensation included in ‘personnel expenses’ (see note 6) are as follows:
In AUD
Short-term employee benefits
Post-employment benefits
Other long term benefits
Termination benefits
Share-based payments
2011
2010
6,478,529
6,430,642
490,658
601,689
-
763,624
8,334,500
473,240
201,020
181,875
780,046
8,066,823
Individual directors and executives compensation disclosures
Information regarding individual directors and executives compensation is provided in the Remuneration Report section of the director’s report.
Apart from the details disclosed in this note, no director has entered into a material contract with the consolidated entity since the end of the
previous financial year and there were no material contracts involving directors’ interests existing at year end.
Loans to key management personnel and their related parties (consolidated)
Details regarding loans outstanding at the reporting date to key management personnel and their related parties, where the individual’s
aggregate loan balance exceeded $100,000 at any time in the reporting period, are as follows:
In AUD
Directors
P Crowley
R Thornton
Executives
L Patterson
W Saxelby
Balance
1 July 2010
Balance
30 June 2011
Interest not
charged in the
reporting period
Highest
balance in
period
1,455,000
263,496
1,320,000
245,496
655,536
779,600
616,073
725,600
92,393
16,941
42,257
50,098
1,455,000
263,496
655,536
779,600
No loans were made to key management personnel or their related parties during the year (2010: nil).
Details regarding the aggregate of loans made, guaranteed or secured by any entity in the consolidated entity to key management personnel
and their related parties, and the number of individuals in each group, are as follows:
In AUD
Total for key management personnel 2011
Total for key management personnel 2010
Opening balance
3,153,632
3,612,587
Closing
balance
2,907,170
3,153,632
Interest not
charged in the
reporting period
Number in
group at
30 June
201,689
201,020
4
4
The Employee Share Plan loans are interest free and repayable over 15 years or earlier in certain circumstances. Dividends paid on the shares
acquired under the Plan are applied against the balance of the loan outstanding.
GWA GROUP LIMITED 2011 ANNUAL REPORT
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
33. RELATED PARTIES (cont.)
Other key management personnel transactions with the Company or its controlled entities
The consolidated entity purchased components and tooling of $122,118 (2010: $222,795) from Great Western Corporation Pty Ltd, a company
of which Mr R Thornton is a director. Amounts were billed based on normal market rates for such supplies and were due and payable under
normal payment terms. The consolidated entity incurred legal fees of $193,554 (2010: $689,693) from Clayton Utz Lawyers, a legal firm of
which Mr D McDonough is an equity partner. Amounts were billed based on normal market rates for such supplies and were due and payable
under normal payment terms. Amounts receivable from and payable to key management personnel or to their related parties at reporting date
arising from these transactions were as follows:
In AUD
Trade creditors
2011
26,723
2010
13,951
From time to time, key management personnel of the Company or its controlled entities, or their related entities, may purchase goods from the
consolidated entity. These purchases are on the same terms and conditions as those entered into by other consolidated entity employees or
customers and are trivial or domestic in nature.
Movements in shares
The movement during the reporting period in the number of ordinary shares in GWA Group Limited held, directly, indirectly or beneficially, by
each key management person, including their related parties, is as follows:
Directors: non-executive
D Barry (Retired 28 October 2010)
R Anderson
G McGrath
W Bartlett
D McDonough
P Birtles (Appointed 24 November 2010)
J Mulcahy (Appointed 24 November 2010)
Executive directors
P Crowley
R Thornton
Executives
G Oliver
W Saxelby
L Patterson
N Evans
Held at
1 July 2010
12,877,399
18,399,803
150,000
15,914
60,495
n/a
n/a
750,000
112,313
174,907
300,000
240,739
14,338
Purchases
Sales
-
-
-
15,000
40,000
-
-
-
4,000
-
20,000
-
-
-
-
-
-
-
-
-
-
-
-
-
(40,739)
(14,338)
Held at
30 June 2011
n/a
18,399,803
150,000
30,914
100,495
15,000
25,000
750,000
116,313
174,907
320,000
200,000
-
87
nOTES TO THE COnSOLIDATED FInAnCIAL STATEMEnTS
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
33. RELATED PARTIES (cont.)
Movements in shares (cont.)
The relevant interest of each director in the share capital of the Company as notified by the directors’ to the Australian Securities Exchange
in accordance with Section 205G(1) of the Corporations Act 2001 as at 30 June 2011 is listed in the Directors’ Report. The related party
shareholdings of Robert Anderson and Darryl McDonough have been adjusted to exclude shareholder entities included in prior year
disclosures that do not meet the definition of related party for the purposes of AASB 124. The excluded shareholder entities are not ‘controlled’
or ‘significantly influenced’ by Messrs Anderson and McDonough or any ‘close members of the family’ of Messrs Anderson
and McDonough as the terms are defined in AASB 124.
Directors: non-executive
B Thornton (Retired 30 June 2010)
J Kennedy (Retired 29 October 2009)
D Barry
R Anderson
G McGrath
W Bartlett
D McDonough
Executive directors
P Crowley
R Thornton
Executives
G Oliver
W Saxelby
L Patterson
N Evans (Commenced employment 17 March 2010)
Held at
1 July 2009
17,449,950
101,000
12,903,534
18,399,803
150,000
15,425
23,635
750,000
111,935
169,530
300,000
300,000
n/a
Purchases
Sales
Held at
30 June 2010
555,244
-
-
-
-
489
36,860
-
378
5,377
-
-
-
-
-
(26,135)
-
-
-
-
-
-
-
-
(59,261)
-
18,005,194
n/a
12,877,399
18,399,803
150,000
15,914
60,495
750,000
112,313
174,907
300,000
240,739
14,338
No shares were granted to key management personnel during the reporting period as compensation. The aggregate number of shares held
by key management personnel or their related parties at 30 June 2011 was 20,282,432 (2010: 51,101,102).
34. SUbSEqUEnT EvEnTS
Subsequent to 30 June 2011, the consolidated entity has progressed negotiations with a third party in relation to the divestment of the Sebel
business. The Sebel business represents the Commercial Furniture segment which includes the sale of education, hospitality and aged care
furniture and stadia seating. At the date of this report, the consolidated entity has not yet reached agreement with the third party. Negotiations
are continuing and a decision is expected by the end of August 2011.
Other than the matter noted above, to the Director’s best knowledge, there are no events that have arisen subsequent to 30 June 2011 that
will, or may, significantly affect the operation or results of the consolidated entity.
GWA GROUP LIMITED 2011 ANNUAL REPORT
DIRECTORS’ DECLARATIOn
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
1.
In the opinion of the directors of GWA Group Limited (‘the Company’):
(a) the consolidated financial statements and notes, and the Remuneration Report in the Directors’ Report, are in accordance with the
Corporations Act 2001, including:
(i) giving a true and fair view of the group’s financial position as at 30 June 2011 and of its performance for the financial year ended on
that date; and
(ii) complying with Australian Accounting Standards and the Corporations Regulations 2001;
(b) there are reasonable grounds to believe that the Company will be able to pay its debts as and when they become due and payable.
There are reasonable grounds to believe that the Company and the group entities identified in Note 29 will be able to meet any obligations
or liabilities to which they are or may become subject to by virtue of the Deed of Cross Guarantee between the Company and those group
entities pursuant to ASIC Class Order 98/1418.
The directors have been given the declarations required by Section 295A of the Corporations Act 2001 from the Managing Director and
Chief Financial Officer for the financial year ended 30 June 2011.
The directors draw attention to Note 1(a) to the consolidated financial statements, which includes a statement of compliance with
International Financial Reporting Standards.
2.
3.
4.
Dated at Brisbane on 16 August 2011.
Signed in accordance with a resolution of the directors:
Geoff McGrath
Director
Peter Crowley
Director
LEAD AUDITOR’S InDEPEnDEnCE DECLARATIOn UnDER
SECTIOn 307C OF THE CORPORATIOnS ACT 2001
To: the directors of GWA Group Limited
I declare that, to the best of my knowledge and belief, in relation to the audit for the financial year ended 30 June 2011 there have been:
(i) no contraventions of the auditor independence requirements as set out in the Corporations Act 2001 in relation to the audit; and
(ii) no contraventions of any applicable code of professional conduct in relation to the audit.
KPMG
Sydney, 16 August 2011
Greg Boydell
Partner
89
InDEPEnDEnT AUDITOR’S REPORT
TO THE MEMbERS OF GWA GROUP LIMITED
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
REPORT On THE FInAnCIAL REPORT
Group’s financial position and of its performance.
We believe that the audit evidence we have obtained is sufficient and
appropriate to provide a basis for our audit opinion.
Independence
In conducting our audit, we have complied with the independence
requirements of the Corporations Act 2001.
Auditor’s opinion
In our opinion:
(a) the financial report of the Group is in accordance with the
Corporations Act 2001, including:
(i) giving a true and fair view of the Group’s financial position as
at 30 June 2011 and of its performance for the year ended
on that date; and
(ii) complying with Australian Accounting Standards and the
Corporations Regulations 2001.
(b) the financial report also complies with International Financial
Reporting Standards as disclosed in Note 1.
Report on the remuneration report
We have audited the Remuneration Report included on pages 29
to 38 of the directors’ report for the year ended 30 June 2011.
The directors of the company are responsible for the preparation
and presentation of the remuneration report in accordance with
Section 300A of the Corporations Act 2001. Our responsibility is to
express an opinion on the remuneration report, based on our audit
conducted in accordance with auditing standards.
Auditor’s opinion
In our opinion, the remuneration report of GWA Group Limited for
the year ended 30 June 2011, complies with Section 300A of the
Corporations Act 2001.
KPMG
Sydney, 16 August 2011
Greg Boydell
Partner
We have audited the accompanying financial report of GWA Group
Limited (the company), which comprises the consolidated statement
of financial position as at 30 June 2011, and consolidated statement
of comprehensive income, consolidated statement of changes in
equity and consolidated statement of cash flows for the year ended
on that date, notes 1 to 34 comprising a summary of significant
accounting policies and other explanatory information and the
directors’ declaration of the Group comprising the company and the
entities it controlled at the year’s end or from time to time during the
financial year.
Directors’ responsibility for the financial report
The directors of the company are responsible for the preparation of
the financial report that gives a true and fair view in accordance with
Australian Accounting Standards and the Corporations Act 2001 and
for such internal control as the directors determine is necessary to
enable the preparation of the financial report that is free from material
misstatement whether due to fraud or error. In Note 1, the directors
also state, in accordance with Australian Accounting Standard
AASB 101 Presentation of Financial Statements, that the financial
statements of the Group comply with International Financial Reporting
Standards.
Auditor’s responsibility
Our responsibility is to express an opinion on the financial report
based on our audit. We conducted our audit in accordance with
Australian Auditing Standards. These Auditing Standards require
that we comply with relevant ethical requirements relating to audit
engagements and plan and perform the audit to obtain reasonable
assurance whether the financial report is free from material
misstatement.
An audit involves performing procedures to obtain audit evidence
about the amounts and disclosures in the financial report. The
procedures selected depend on the auditor’s judgement, including
the assessment of the risks of material misstatement of the
financial report, whether due to fraud or error. In making those risk
assessments, the auditor considers internal control relevant to the
entity’s preparation of the financial report that gives a true and fair
view 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 entity’s internal control. An audit also includes
evaluating the appropriateness of accounting policies used and the
reasonableness of accounting estimates made by the directors, as
well as evaluating the overall presentation of the financial report.
We performed the procedures to assess whether in all material
respects the financial report presents fairly, in accordance with the
Corporations Act 2001 and Australian Accounting Standards, a
true and fair view which is consistent with our understanding of the
GWA GROUP LIMITED 2011 ANNUAL REPORT
OTHER STATUTORY InFORMATIOn AS AT 15 AUGUST 2011
GWA GROUP LIMITED AnD ITS COnTROLLED EnTITIES
ABN 15 055 964 380
STATEMEnT OF SHAREHOLDInG
vOTInG RIGHTS
In accordance with the Australian Securities Exchange Listing Rules,
the directors state that, as at 15 August 2011, the share capital in the
Company was held as follows:
The voting rights attached to shares are as set out in clause 9.20
of the Company’s Constitution. Subject to that clause, at General
Meetings of the Company:
Range
1 - 1,000
1,001 - 5,000
5,001 - 10,000
10,001 - 100,000
100,001 and over
Total
Ordinary
Shareholders
1,890
6,182
3,145
2,252
Ordinary
Shares
1,018,653
18,442,616
23,924,935
%
0.34
6.17
7.93
1.
2.
On a show of hands, every person present as a member, proxy,
attorney or representative of a member has one vote; and
On a poll, every person present as a member, proxy, attorney or
representative of a member, has one vote for each fully paid share.
48,044,655
15.93
SUbSTAnTIAL SHAREHOLDERS
112
210,094,155
69.68
13,581
301,525,014 100.00
The following information is extracted from the Company’s Register of
Substantial Shareholders as at 15 August 2011:
The number of shareholders with less than a marketable parcel of
197 shares is 458.
Shareholder
Number of
Shares
% Shares
on Issue
Commonwealth Bank of Australia
18,304,940
HGT Investments Pty Limited
18,275,748
6.07
6.06
20 LARGEST SHAREHOLDERS AS AT 15 AUGUST 2011
Shareholder
J P Morgan Nominees Australia Limited
Citicorp Nominees Pty Limited
HGT Investments Pty Ltd
National Nominees Limited
HSBC Custody Nominees (Australia) Limited
KFA Investments Pty Ltd
Erand Pty Ltd
JMB Investments Pty Ltd
Ashberg Pty Ltd
Theme (No 3) Pty Ltd
CJZ Investments Pty Ltd
Australian Foundation Investment Company Limited
RBC Dexia Investor Services Australia Nominees Pty Limited
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