A N N U A L R E P O R T
2 0 1 7
CONTENTS
2
4
6
25
37
38
58
Chairman and CEO Report
Performance Review
Company Snapshot
Directors’ Report
Auditor’s Independence
Declaration
Remuneration Report
Financial Statements
108
Independent Auditor’s Report
115
117
Shareholder Information
Corporate Directory
The 2017 Myer Annual Report
reflects the company’s financial and
sustainability performance for the
period ended 29 July 2017. It covers
our retail and store support operations.
The Annual Report is prepared for all
Myer stakeholders including investors,
analysts, customers, suppliers, team
members, and the wider community.
Content is based on ASX financial
and governance reporting guidelines,
stakeholder feedback, the Global
Reporting Initiative (GRI) G4
Sustainability Reporting Guidelines,
and Myer’s business strategy.
Further information is available from
myer.com.au.
ANNUAL GENERAL MEETING
The eighth Annual General
Meeting of Myer Holdings
Limited will be held on
Friday 24 November 2017
at 11.00am (Melbourne time).
Mural Hall
Level 6, Myer Melbourne Store,
Bourke Street Mall,
Melbourne VIC 3000
Myer Holdings Limited
ABN 14 119 085 602
CH AIRMAN AND
CE O REPORT
HOW HAS THE NEW MYER STRATEGY PROGRESSED
IN FY2017?
Over the past year Myer has continued to make strong progress
across each of the key priorities of our New Myer strategy. This
progress has made us a more efficient and resilient business, which
has in turn has helped us confront the challenging retail trading
conditions. A lot has been achieved but there is still more to do.
We are also rapidly evolving and adapting our strategy in response
to changing customer habits and preferences, particularly in
relation to the digital world. We are prioritising investments in
our omni-channel business, in digital and data, and reinforcing
our commitment to increased productivity and efficiency.
Our omni-channel business continues to deliver strong growth
in sales and profit and we will continue to invest heavily in it.
We continue to reduce our store footprint through store closures
and space hand backs and have substantially reduced our footprint
at our Richlands Distribution Centre in Queensland. At our
Docklands support office we have handed back over 30 percent
of our floorspace.
Experiential retailing has been a key focus to drive traffic in our
stores. We continue to innovate with new and unique experiences
such as an ice skating rink on the top floor of our Sydney CBD store,
new cafes and pop up shops. We also introduced dedicated
clearance floors which are now in eight stores.
2 Myer Annual Report 2017
Our wanted brands strategy has been further strengthened with
the introduction of new wanted brands such as Forever New and
Darren Palmer Home. We have rolled out 72 upgraded master
brand fit-outs and dedicated service models for Myer Exclusive
Brands Basque, Piper and BLAQ.
We share investors’ disappointment that Myer was not able to
deliver a higher underlying net profit after tax (NPAT) in 2017 in
line with our original guidance but we remain convinced that we
have a strong and detailed plan to deliver our New Myer strategy.
The entire Myer team is committed to achieving this.
Against a backdrop of challenging retail trading conditions, Myer
has become a leaner, more efficient and more productive business
better placed to compete in a rapidly changing environment.
While sales declined 1.4 percent to $3,201.9 million reflecting
closure of three stores and space hand backs in two stores,
and sales on a comparable store basis were down 0.2 percent.
Sales per square meter were up 3.7 percent compared to the
July 2015 base.
Operating Gross Profit (OGP) was $1,220.4 million with OGP margin
58 basis points below last year, reflecting in part the higher
concession mix.
Our productivity and efficiency initiatives are also delivering
results by simplifying the operating model both within stores
and the support office. The cost of doing business margin
reduced by a further 54 basis points to 31.85 percent.
HOW WILL MYER SUCCEED IN THE FACE
OF INCREASED COMPETITION?
The New Myer strategy is our best response to increased
competition. It is important that we focus our efforts on the
execution of our strategy, but also to evolve it in response to the
ever changing retail landscape and competitive environment.
Looking to the year ahead, we will prioritise investment in our
omni-channel business which grew both sales and profit in 2017,
and also on our productivity and efficiency agenda. Our store
network remains a valuable asset and our progress throughout
the year has enabled us to deliver a sharper more focused offer
as well as a leaner and more resilient business.
Despite the challenging conditions the business remains highly
cash generative and has a strong balance sheet, which positions
us well to continue to invest in the business.
Approximately 70 percent of sales at Myer are made with a MYER
one card, providing us with a valuable data source that enables
us to better understand and engage with our most valuable
customers, including through better targeting of our promotions
and other communications.
HOW ARE YOU ENSURING THAT THE BOARD AND
MANAGEMENT TEAM HAVE THE RIGHT SKILLS TO
DELIVER NEW MYER?
Myer’s Board and senior management team have the right mix of
skills and experience to evolve and execute our strategy to address
the challenges and opportunities of a changing marketplace.
The Board has a deep, diverse and relevant skill set, with
experience in traditional retail and also in fields that are shaping
the new retail environment such as digital, data, customer
experience and brand management. The Board also has a wide
range of skills acquired in other sectors and countries that are
essential to deliver Myer’s transformation including property,
financial, risk management, change and talent management.
In October the Board decided to strengthen that skill set to
include fashion retailing and luxury brands experience with
the appointment of Julie Ann Morrison.
Shareholders may recall at the 2016 Annual General Meeting,
I indicated that Board renewal was an ongoing focus area.
On 11 October I announced my retirement from the Board and
confirmed Garry Hounsell will take over as Chairman following
the 2017 Annual General Meeting. This follows Garry’s appointment
to the Board as a non-executive director in September. Garry has
had extensive experience as a Director and Chairman across a
broad range of ASX-listed consumer facing businesses, including
Qantas Airways, Treasury Wine Estates, Spotless Group Holdings
and Dulux Group.
In November 2016 we were delighted to welcome JoAnne
Stephenson to the Board. In addition, we have confirmed
that JoAnne will become Chair of the Audit, Finance and
Risk Committee when Anne Brennan steps down from the
Board at the forthcoming AGM.
During the year we have also strengthened our senior
management team with several new appointments, particularly
in those areas most relevant to the execution of our strategy.
We remain committed to internal succession planning throughout
the organisation, and to maintaining a diverse team.
Looking beyond the senior leadership team we also employ more
than 11,000 team members who are essential to delivering New
Myer. The progress made during the past year is testament to their
commitment and passion. On behalf of the Board and management
team, we thank them for their passion and commitment.
HOW DOES MYER ADDRESS ITS RESPONSIBILITIES
AS A CORPORATE CITIZEN?
Myer has a long and proud history of community involvement.
We are particularly proud of the Give Registry program launched
in FY2016. Through this program, Myer customers, team members
and suppliers have been able to provide 6,200 items in the
program’s first 12 months to survivors of family violence as they
rebuild their lives.
This year Myer joined the United Nations Global Compact, the
world’s largest corporate citizenship initiative. We support the
ten principles on human rights, labour, environment and anti-
corruption that are enshrined in the Global Compact and will
continue to implement these principles within our business
operations. In FY2017 we participated in the inaugural Australian
Sustainable Development Goals summit. You can read more about
our performance in the sustainability section on page 20.
WHAT’S NEXT FOR THE MYER BUSINESS?
Our strong results in online and omni-channel gives us confidence
that our digital strategies are on track and we will increase our
investments in this area to deliver further gains.
A more productive and efficient Myer is an important part our
defence against heightened competition and provides us with an
additional resilience to tough economic conditions. To deliver this
we will further optimise our store footprint and roll out technology
enabled process improvements to further drive down our costs.
In the year ahead our commitment to delivering New Myer is
undiminished while evolving it in response to a changing customer
landscape and competitive environment. This means sticking to
the strategy, but escalating our focus on innovative experiential
retail including new food and services. It also means embracing
a stronger omni-channel focus and a more comprehensive use
of MYER one data.
We know that the next wave of changes to both consumer and
competitor behaviour are coming. We have made progress on
bringing New Myer to life but there is still much more to do. We
are confident that we have the right plan and right team to deliver.
Paul McClintock AO
Chairman
Richard Umbers
Chief Executive Officer
and Managing Director
3
PE RFORMANCE
REVIEW
M Y ER HA S BECOME A L E A NER, MO RE PRO DUC TI V E
A ND EF FICIENT RE TA IL ER, BE T TER PL ACED TO COMPE TE
IN A R A PID LY CHA NG ING EN V IRONMENT
SALES*
For the 12 month period total sales were down by 1.4 percent to
$3,201.9 million, down 0.2 percent on a comparable stores basis.
The closure of three stores and space hand backs in two stores
impacted the sales result but this was in part offset by continued
strong growth in our online business. Sales in the fourth quarter
were down 1.5 percent and down 0.2 percent on a comparable
stores basis.
MARGIN AND CODB*
Operating gross profit was $1,220.4 million, with margin down
58 basis points to 38.12 percent broadly reflecting the higher
concession mix. We continue to invest to drive improved
performance of our Myer Exclusive Brands (MEBs) with upgraded
installations and a dedicated brand service model, which has
delivered encouraging results. Our focus on reducing the
dependency on markdowns to drive sales, favourably impacted
the operating gross profit result.
brands as concessions in Myer on commercially acceptable
terms. As previously outlined in 1H 2017 and Q3 2017 results, the
performance of sass & bide has been below expectations during
the period with sales in FY2017 $10.9 million below last year. While
every effort is being made to improve the performance of the
business, the company has recognised an impairment charge
of $38.8 million against the carrying value of the business. The
write-off of the Austradia investment and the impairment of sass
& bide are non-cash individually significant items that have been
taken in the FY2017 results. Statutory NPAT was $11.9 million post
implementation costs and individually significant items.
CASH FLOW AND BALANCE SHEET
Net operating cash flows improved by $1 million to $187 million as
a result of improved inventory and working capital. Inventory was
$24 million below last year at $372 million compared to the end of
FY2016 representing a reduction in forward cover of more than
one week. Capital expenditure in FY2017 was $97 million reflecting
expenditure across the key strategic priorities.
During the period, we continued to improve productivity and
efficiency by simplifying the operating model both within stores
FY2018 OUTLOOK
and the support office. The CODB margin reduced by a further
In FY2018, Myer anticipates continuing changes to both consumer
behaviour and the broader competitive environment. Accordingly,
the New Myer agenda will prioritise investments to deliver further
gains in omni-channel, and achieve greater productivity and
efficiency across all our assets. The Company strongly believes
these investments will best position Myer to deliver continued
sustainable profit in an increasingly unpredictable environment.
54 basis points to 31.85 percent.
NPAT
NPAT pre implementation costs associated with New Myer
and other individually significant items was $67.9 million.
Implementation costs associated with New Myer were $20 million
(pre-tax) relating mainly to space optimisation, asset impairments
and redundancy costs. On 20 July 2017, Myer announced the
decision to write-down the full carrying value of Myer’s 20 percent
stake in Austradia of $6.8 million after the business was placed
into administration and unsuccessful negotiations to retain the
* FY2016 comparisons are on a 52-week basis for comparison purposes
4 Myer Annual Report 2017
TOTAL SALES ($B)
OPERATING GROSS PROFIT MARGIN (%)
2017
2016
2015
2014
2013
3.2
3.3
3.2
3.1
3.1
2017
2016
2015
2014
2013
38.1
38.7
40.4
40.9
41.5
NET PROFIT AFTER TAX ($M)*
EARNINGS PER SHARE (CENTS)
67.9*
69.3*
77.5*
2017
2016
2015
2014
2013
98.5
127.2
FINANCIAL SUMMARY ($M)
Total Sales
Operating Gross Profit
Operating Gross Profit margin
Cost of Doing Business (CODB)
Share of Associates
Earnings before interest, tax, depreciation, amortisation (EBITDA)*
Earnings before interest and tax (EBIT)*
Net Profit After Tax (NPAT)*
Implementation costs associated with New Myer and individually significant items (post tax)
Statutory NPAT
* Excludes implementation costs associated with New Myer and individually significant items.
SUSTAINABILITY
8.3*
8.8*
2017
2016
2015
2014
2013
13.2*
16.8
21.8
FY2017
FY2016
(52 weeks)
(53 weeks)
Change
3,201.9
1,220.4
38.1%
3,289.6
1,274.3
38.7%
(1,019.8)
(1,067.5)
(2.5)
198.1
106.6
67.9
(56.0)
11.9
(0.6)
206.2
113.5
69.3
(8.8)
60.5
(2.7%)
(4.2%)
(62bps)
+4.5%
(3.9%)
(6.1%)
(2.0%)
(80.3%)
100%
NEW SUPPLIERS AGREED TO
ETHICAL SOURCING POLICY
7.7%
5.8
REDUCTION IN
GREENHOUSE GAS EMISSIONS
LOST TIME INJURY
FREQUENCY RATE (LTIFR)
51%
FEMALE SENIOR MANAGERS
$3.1m
TOTAL CASH EQUIVALENT
CONTRIBUTION TO
CHARITY PARTNERS
57%
WASTE RECYCLING RATE
5
COMPANY
S NAPSHOT
M Y ER IS A MO D ERN AUS TR A LI A N RE TA IL ER FO CUS ED ON B RING ING
THE LOV E O F SHO PPING TO LIF E THROUGH INS PIRING SHO PPING
D ES TIN ATIONS, REL E VA NT TO OUR CUS TOMERS’ LIF ES T Y L ES
Myer is Australia’s largest full line department store group, with
Myer has a comprehensive risk management plan that enables the
more than 60 stores in some of the best locations in Australia.
business to make sound decisions, maximise opportunities, and
In addition, we own well known Australian apparel brands Marcs
to identify and manage risks and uncertainties. Further details
and David Lawrence, and Australian womenswear designer brand
are available in the Directors’ Report on page 33.
sass & bide. Our stores are visited by customers more than
130 million times each year, with our online business attracting
more than 70 million user sessions during FY2017.
Myer is a significant employer, with more than 11,000 team
Myer is a member of the following industry associations
and advocacy organisations:
> United Nations Global Compact
members, of which approximately 6,000 are employed in
> Intercontinental Group of Department Stores
permenant positions. Approximately 86 percent of the total
team are employed under collective bargaining agreements.
During Christmas we employ approximately 3,000 additional
casual team members.
> Australian Packaging Covenant Organisation
> Australian Retailers Association
> National Online Retailers Association
Myer is committed to responsible business growth and integrating
> London Benchmarking Group
environmental, social and ethical considerations into the way we
operate. Our sustainability strategy aims to maximise the positive
MYER ONE
outcomes and influences we can have on our stakeholders by
Our loyalty program, MYER one, has more than five million
integrating all aspects of sustainability into our everyday business
membership cards in circulation. Members earn Shopping
operations. For more information, please see page 20.
Credits on purchases at Myer, with these credits converting
We have a strong background in philanthropy and a proud history
of giving back to our communities. Our team members, suppliers
and customers have together raised more than $25 million over the
past 13 years.
into a Reward Card on a quarterly basis. For every $1,000 spent
at Myer, Members receive a $20 Reward Card. In October 2016,
we upgraded the MYER one app which has seen more than
520,000 downloads. Increasingly, MYER one Members are
electing to receive their quarterly Rewards Card digitally
The vast majority of Myer’s business operations are located in
via the MYER one app.
Australia, and encompass Myer department stores, sass & bide and
Marcs and David Lawrence standalone boutiques and concessions
in other departments stores, as well as four distribution centres
and a support office in Melbourne. Outside of Australia there are
two sass & bide boutiques in New Zealand, and sourcing offices in
China, Hong Kong, India and Bangladesh with 68 team members
in total. Merchandise is transported to six third-party hubs
for consolidation and preparation prior to shipment to Myer’s
distribution centres in Australia.
In addition to Rewards Cards, the program also offers a range of
benefits, including member-only shopping events and dedicated
email communications. The program has a tiered structure,
with benefits increasing in line with spend at Myer. Our top
tiered Members enjoy complimentary delivery, invitations to VIP
experiences and a voucher for their birthday. Further details about
the program and Shopping Credit earning criteria are available
online at myerone.com.au.
6 Myer Annual Report 2017
OUR STR ATEGY
THE NE W M Y ER S TR ATEGY IS S ECURING THE FUTURE
O F ONE O F AUS TR A LI A’S BES T-LOV ED RE TA IL ERS
Launched in September 2015, the New Myer strategy represents a plan to invest more than $600 million
in capital and implementation costs across five years, to deliver a sharper and more focused offer to our best
and most valuable customers.
Our strategy is being delivered through four Strategic Priorities; a customer led offer, improving customer service
and in-store experience, adopting a truly omni-channel approach, and driving productivity and efficiency.
Ultimately, we are focused on bringing the love of shopping to life by providing a desirable shopping destination,
relevant to our customers’ lifestyles.
Our New Myer strategy is built on four priorities outlined below, and is underpinned by our organisational capability.
1
2
3
4
CUSTOMER
LED OFFER
WONDERFUL
EXPERIENCES
OMNI-CHANNEL
SHOPPING
PRODUCTIVITY
STEP-CHANGE
> Cluster optimisation
> Category optimisation
> Brand optimisation
> Channel optimisation
> Localisation
> Supplier collaboration
> Elevated visual
merchandise
> Dwell spaces
> Strengthen online
proposition
> Store network
optimisation
> Omni-channel experience
> Flagship store emphasis
> Improved fitting rooms
> Right infrastructure
and operations
> Enhanced Myer Hub
> Signature service
> Trained and capable staff
> Targeted customer
engagement
> Right-sizing
support office
> Cost focus and
efficiency focus
ORGANISATIONAL CAPABILITY
> Efficient operating model
> Execution focused culture
> Technology, processes, systems
> Strengthened balance sheet
7
OUR FY2017
HIG HLIGHTS
CUSTOMER
LED OFFER
WONDERFUL
EXPERIENCES
> Elevated more than 70 Basque,
> Innovative customer experiences
Piper and Blaq MEB destinations
such as the Myer Christmas
in-store through shop-in-shops,
Giftorium and Wonderland by Myer
improved visual merchandising
and branding, and dedicated
Brand Expert and Field Manager
team members
> Secured Marcs and David Lawrence
as part of the Myer brand portfolio
> Created over 360 in-store
destinations for new brands
including Veronika Maine,
> Australian department store first
collaboration with Katy Perry
> Seven pop up shops and
two new cafes
> Sydney ice skating rink
> New personal shopping suites
at seven stores
> Fitting room upgrades
Industrie, Shoes & Sox, John Lewis
at eight stores
Homewares, Saba, Oroton, Tom
Ford Cosmetics, Radley Handbags,
Premium by Jack & Jones and
Only denim
> Continued to strengthen
destination businesses including
denim, occasion wear, swimwear,
travel, appliances and beauty
> Awarded ‘Department Store of
the Year’ by Roy Morgan Research
> Awarded ‘People’s Choice Award’
by Australian Retailers Association
8 Myer Annual Report 2017
W E HAV E A L RE A DY M A D E HI GHLY V IS IB L E PRO G RES S
IN OUR IN-S TO RE E X PERIENCE, BY IMPROV ING OUR R A NG E
A ND LIF TING CUS TOMER S ER V ICE. THIS W IL L CONTINUE
OMNI-CHANNEL
PRODUCTIVITY
O R G A N I S AT I O N A L
SHOPPING
STEP-CHANGE
CAPABILITY
> Strong growth in omni-channel
sales now totalling $177 million in
annual sales
> Achieved a reduction in online
fulfilment costs due to the
implementation of the new
picking and packing app
> Launched new versions of the
MYER one app on both iOS and
Android platforms
> Introduced popular payment
method Afterpay for online
purchases
> Click & Collect reached fifteen
percent of orders in July 2017
> Implemented new workforce
management tool in all stores
> Implemented phase one of
our enhanced merchandise
management tool
> Handed back space at Cairns
and Dubbo stores, 50 percent
of our Queensland DC and over
30 percent of our support office
floorspace
> Re-opened Warringah store
> Announced decision to not renew
leases at Colonnades, Belconnen
and Hornsby
> New key executive appointments
in Merchandise Buying, Planning,
Transformation, and Retail
Operations
> More than 33,000 learning
sessions completed on the
Myer Academy mobile platform,
delivering knowledge to support
improved customer service
experience
> New performance management
framework launched
9
C USTOMER
LE D OFFE R
A G RE AT RE TA IL E X PERIENCE S TA RTS W ITH B R A NDS
A ND PRO DUC TS THAT OUR CUS TOMERS LOV E
BASQUE, PIPER & BLAQ
A key pillar of the merchandise strategy
is continuing to strengthen our MEBs.
This year we have elevated our MEB
Masterbrands Basque, Piper and Blaq,
across all touch points. Enhanced product
development, cohesive ranging across
categories, and clearly defined brand
DNA has created improved product that
is being supported online and across all
marketing channels. The brands have
upgraded shopping environments, new
fixtures and fittings, and enhanced
visual merchandising. To bring the
elevated destinations to life, there is a
team of dedicated MEB Brand Experts
and Field Managers, who showcase the
product by wearing it every day, manage
the presentation of the merchandise,
and ensure that customers receive an
improved shopping experience.
10 Myer Annual Report 2017
DESTINATION AREAS
Customer-centric innovation has led
to the development of destination areas
across the business. These areas are easy
for customers to shop, themed around
lifestyles and shopping behaviour. Examples
of destination areas include occasion
wear, denim, activewear, luggage, footwear
and swimwear. Over the past year, denim
destinations have been created in-store,
through an expanded range and the
introduction of new brands, as well as a
dedicated new fixture suite and visual
merchandising elements. This year also
saw the introduction of all year round
swim shops in 20 stores. In womenswear,
the occasion wear destination has been
strengthened through the range expansion
of brands Trent Nathan and Wayne Cooper,
the introduction of new brand Grace & Hart,
and the expansion of Bronx & Banco to more
stores. The occasion wear destination will be
further enhanced in September 2017 through
the launch of an online shopping hub as well
as upgrades to the in-store environment
through elevated visual merchandising
and branding in selected stores.
To deliver a sharper and more focused offer, tailored to our most
We have continued the introduction of new brands across our
valuable customers, the past year has seen the introduction of new
store network this year, with over 360 new installations including
brands, the enhancement of our MEB Masterbrands, the elevation
the launch of Veronika Maine, Industrie, Shoes & Sox, John Lewis
of destination areas, as well as securing Marcs and David Lawrence
Homewares, Saba, Oroton, Tom Ford Cosmetics, Radley Handbags,
as part of our brand portfolio.
Premium by Jack & Jones and Only denim.
In the past year, over 70 Basque, Piper and Blaq destinations have
We are focused on highlighting newness and driving fashion and
been introduced. Utilising MEBs as a key differentiator, the three
exclusives, we recently announced that youth brand Forever New,
Masterbrands have been elevated through shop-in-shops, new
premium surf brands Roxy and Quicksilver in our childrenswear
fixtures and fittings, and are supported by a dedicated team of
and swim departments, and designer brand The Kooples will be
Brand Experts and Field Managers to provide customers with the
available in Myer stores later this year.
best experience possible.
We have made good progress towards a more focused offer,
In April 2017, we strengthened our brand portfolio by securing the
tailored to our most valuable customers. We continue to enhance
future of two Australian brands, Marcs and David Lawrence. These
destination areas across the business that are customer-centric
brands are currently available as department store concessions
and easy to shop. These destinations include denim, travel,
including at Myer, at dedicated online stores and at four
beauty and swimwear, and make Myer an authority in range.
standalone stores across Sydney and Melbourne.
We will continue to amplify key destination areas, with upcoming
enhancements to our occasion wear and active wear destinations.
During our winter fashion parade in March
we launched new technology to enable guests
to shop the runway direct from their mobile
device. This innovation was the first time
Myer has enabled attendees of a runway show
to shop a catwalk live from the audience.
11
WONDERFUL
E XP E RIENCES
W E A RE BUIL DING WOND ERFUL E X PERIENCES TO CRE ATE
LONG L A S TING MEMO RIES FO R OUR CUS TOMERS
WONDERLAND BY MYER
Wonderland by Myer in Sydney City brings
together Toys, Childrenswear and Gifting
in one location, with a focus on theatre to
create an elevated customer experience.
From the ground floor, a rocket elevator
takes customers on a journey through
the clouds and delivers them to the gates
of Wonderland by Myer. For Christmas,
specially recruited and trained performing
artists brought Wonderland by Myer to life.
In May, the destination was transformed
into a winter wonderland, complete with an
ice skating rink. Customers were also able
to enjoy treats from Doughnut Time and
Mr Fitz in the alpine village pop-up.
12 Myer Annual Report 2017
MYER PRESENTS
KATY PERRY WITNESS:
THE TOUR
In July, we announced a partnership with
international pop star Katy Perry, as the
principle and naming rights partner of her
2018 Witness: The Tour. Myer and Katy will
bring the tour to cities across Australia.
Ahead of tickets going on sale to the
general public, Myer gave customers the
chance to win 8,000 tickets in an exclusive
MYER one competition.
Katy Perry launched the promotion at
the Sydney City store on Friday 30 June
with an instore appearance. This event
was streamed live on social media.
She will tour Australia in August 2018.
This promotion exceeded our customer
engagement expectations.
Initiatives such as Wonderland by Myer in Sydney City and our
To coincide with the April 2017 Easter school holidays in New
collaboration with Katy Perry, demonstrate our commitment to
South Wales, customers at the Parramatta store were treated
delivering great in-store experiences.
to a Thomas the Tank Engine, Barbie and Shopkins children’s
This year our Christmas Giftorium featured 38 percent more
products than last year, with a wide variety of personalised
gifting options including Nutella, M&Ms, Barbie for You and
Kikki K. The heart of the Giftorium was our specially recruited
experience. Featuring a live stage show and three entertainment
zones, the event was well received, with 1,650 tickets sold over
the two week period. We will continue to invest in this type of
experiential event in FY2018.
team who brought theatre and wonder to life in our stores.
We were pleased to be awarded ‘Department Store of the Year’
We are investing in priority stores to create unique shopping
experiences. We have upgraded our personal shopping suites
and key fitting rooms in eight stores, and recruited specially
trained personal shoppers and change room consultants to create
tailored wardrobes and help customers find the perfect outfit.
Our customer experience is evolving from great retail service,
to lifestyle services like cafés, wine bars, beauty and grooming.
Our new Warringah store in Sydney’s northern beaches was the
first physical embodiment of New Myer with a focus on localisation.
The store features enhanced dwell spaces including a café and
barber. We have also recently opened a new local café at our
Macquarie store in Sydney.
Throughout the year we have partnered with innovative brands
to give customers access to unique shopping experiences,
contemporary products and services. In February, Myer was the
first Australian department store to collaborate with global car
innovator, Tesla, bringing their electric cars to our customers at
dedicated showrooms in our Adelaide, Brisbane and Melbourne
City stores.
by Roy Morgan Research and ‘People’s Choice Award’ by the
Australian Retailers Association, an award based on customer
satisfaction surveys, independent research and mystery shopping
conducted by The Realise Group.
6
13
OMNI -CHAN NEL
S HOPPING
CUS TOMERS ENG AG E W ITH US ACRO S S M A N Y CHA NNEL S .
OUR CONTINUED IN V ES TMENT IN OMNI- CHA NNEL EN A B L ES
THIS TO O CCUR S E A ML E S S LY, ONLINE A ND IN-S TO RE
OUR NEW PICKING
AND PACKING APP
We see technology as an enabler to provide
our customers with memorable shopping
experiences, both in-store and online.
A major factor in achieving this in online
is our ability to pick and pack purchases
quickly and accurately. Launched during
the year, our new picking and packing app
significantly reduces the steps and time
taken to locate and prepare products for
either collection or shipping.
The app was developed internally, and is
affectionately named Zippy. The new app
has significantly reduced the time to pick
and pack orders by 20 percent, driving
down the labour cost and time needed
to fulfil, supporting the rapid growth of
Myer’s omni-channel business. The new
app has also increased our pick success,
maintaining our competitive advantage
and further driving omni-channel growth.
14 Myer Annual Report 2017
THE NEW MYER ONE APP
A new version of the MYER one app was
launched in two phases throughout the
year, initially to iOS users in October
2016 and then on the Android platform
in March 2017. The new app is simpler
and easier to use. Developed in close
consultation with MYER one members,
it has a range of features that provide
up-to-date information on purchases and
Shopping Credits. It also offers the option
for members to elect to receive program
Reward Cards electronically.
The app provides a quick snapshot
of membership tiers, an easy to scan
electronic copy of the membership card
and Shopping Credit balance on a simple
to use dashboard. New features also
include being able to track the number of
Shopping Credits required to achieve the
next reward, a detailed transaction history
including receipt numbers of all purchases
made using MYER one and a new ‘offers’
section that provides access to member-
only offers and events.
Our online business continues to deliver significant growth, with
store that has the highest number of the specific item to reduce
sales up 41 percent due to a much improved customer experience
future markdowns. A small range of big and bulky items are fulfilled
online as well as an enhanced range. Our home category has
via our distribution centres in VIC and NSW.
enjoyed strong sales growth and online now represents greater
than 10 percent of the home category.
During the year, Myer further expanded its payment options
with the introduction of innovative retail payment platform
Click & Collect continues to grow in popularity and now
Afterpay. Myer customers can buy now, receive now, and pay
represents approximately 15 percent of all online orders.
later, maximising their ability to purchase the latest fashions and
Click & Collect leverages our leading store network, providing
take advantage of Myer’s many great offers. Myer also began its
convenient collection locations and with the introduction of
expansion into global markets with the launch of an international
our picking, packing and dispatching app, we are able to offer
version of the Myer website, offering deliveries to New Zealand.
customers same day pick-up, where the order is placed by
The international site automatically converts prices to local
12-midday and the selected store is in-stock of the ordered
currency, calculates relevant taxes, and offers competitive
item. During the year we also enhanced Click & Collect with
shipping rates.
the introduction of inter-store transfers of products.
We have made solid progress in rapidly developing our
Picking from stores remains our preferred model. Our fulfilment
omni-channel business and we look forward to continuing
system chooses items from certain stores to minimise multiple
our investment to further improve our offer.
deliveries, and where possible, the system will also pick from a
Omni-channel sales, including sales via our
2,500 iPads in store, reached $177 million
during the year and now represents a
penetration of 8.2 percent of overall sales
in July 2017. Similarly Click & Collect has
grown strongly to now represent 15 percent
of orders in July 2017.
15
PRODUCT IVITY
S TE P-CHANGE
W E REM A IN COMMIT TED TO O PER ATING A MO RE EF FICIENT
BUSINES S A ND IMPROV ING THE OV ER A L L PRO DUC TI V IT Y
O F THE S PACE THAT W E O CCUPY THROUGH THE A D O PTION
O F NE W PRO CES S ES A ND EF FICIENC Y ME A SURES
OUR NEW WORKFORCE
MANAGEMENT TOOL
Our new workforce management tool
marks a significant milestone in our
journey to New Myer, embracing a simpler,
more efficient, customer focused way
of operating our stores. Workforce
management delivers the right people,
in the right place, at the right time.
Store team members access a mobile
app to clock in and out of their shifts and
view their timecards and rosters. Store
management also access the system
via a mobile device, removing the need
to spend time in an office completing
administrative tasks.
16 Myer Annual Report 2017
STORES NEW WAY
OF OPERATING
The Stores New Way of Operating project is
removing inefficiency and waste, enabling
store teams to focus on activities. In its
initial phase, the project has significantly
reduced redundant tasks, centralised other
tasks and simplified in-store processes.
This new way of operating enables store
teams to focus on improving the customers’
in-store experience. Reducing store
administration offices was a significant
achievement during the year, a concept that
was initially piloted with the re-opening of
the Warringah store in November 2016.
In addition to this we have implemented
a new store leadership model, supported
by comprehensive training. This training
provided role clarity, set role expectations
and introduced clear metrics. These
changes will enable store leadership teams
to be cost effective, operate in the most
efficient manner and support improved
performance.
During the year, we continued to optimise our store network
new workforce management tool. This new operating model
and realign it with our core customers. This was achieved by a
has subsequently been adopted by all stores throughout the
combination of store closures and space hand backs across the
year, with further efficiency initiatives to be delivered prior
portfolio. The Wollongong store closed in September 2016 and
to Christmas 2017.
stores at Brookside and Orange closed in January 2017. Team
members were a priority throughout the closure process, with
support provided to assist in securing alternative employment.
During the year we also implemented the first phase of a new
merchandise planning tool. When fully implemented it will offer
significant improvements in inventory management, planning and
Refurbishment works commenced at the Castle Hill store in
stock availability at a store level. We expect this to lead to higher
June 2017, and once completed, the store will operate in a smaller
sales of items which are heavily in demand, fewer lost sales due to
out of stocks and a reduction in markdowns of overstocked items.
Implementation will be fully completed by June 2019.
We continue to make significant progress in
our productivity agenda with a 24,368m2
reduction in space from store closures at
Wollongong, Brookside and Orange.
more efficient space, with the hand back of approximately
7,000m2. Space hand backs have occurred at the store support
office in Melbourne with a total of 9,700m2 handed back by
October 2017, and approximately half of the space at the
Richlands distribution centre in Queensland.
Space hand backs at the Cairns and Dubbo stores were also
completed, with minimal business disruption. Refurbishment
works also commenced at Maroochydore in Queensland.
We continue to review our existing store portfolio to improve
productivity. In addition to the store exit already announced
for Logan, we also announced that we would not be renewing
the leases at Colonnades, Belconnen and Hornsby.
The Warringah store reopened in November 2016, in a smaller
more efficient space featuring a range of products and services
tailored to the unique needs of the local customer. Warringah
was the first store to commence operations without a dedicated
administration office. This has been achieved through the
centralisation of activities and the use of technology to improve
and simplify processes such as the implementation of our
17
ORG ANISATIONAL
C APABILITY
W E A RE IN V ES TING IN OUR TE A M MEMBERS
W ITH TR A INING A ND TECHNO LO GY TO IMPROV E
OUR CUS TOMERS’ SHO PPING E X PERIENCE
MYER ACADEMY
33,353
LEARNING SESSIONS
13,548
UNIQUE VISITORS
DIVERSITY AND INCLUSION
Diversity continues to be a priority for New Myer. How we lead, how
we work and how we include each other and the communities we
serve, are guiding principles of our approach to diversity at Myer.
Further information about diversity is available on page 21.
Our team members are at the very heart of New Myer. We are
focused on building their knowledge and capability to bring
the love of shopping to life.
We now offer a world class training platform, with on-the-go
learning modules on brands and services to equip our team
members with the know-how to delight our customers. There
are now over 30 courses available which includes modules
on key MEB Masterbrands and product knowledge, fashion
styling, sales and service, and professional development topics.
Each month new learning moments are released, encouraging
team members to have a reason to re-visit the site regularly to
access new content. Since launch there have been more than
13,000 unique team member visitors to the site.
We are further supporting the career progression of our
team through the recent launch of the new performance
management framework. This allows team members to align
personal objectives with our company goals, identify learning
activities to address capability opportunities, capture ongoing
feedback and recognition, and track and evaluate performance.
The framework has been developed based on the behaviours,
experience, knowledge and mindset required for each role
at Myer.
Further information about the Myer Board and Management
team is available from Myer’s Investor Centre website. Profiles of
the directors of the Myer Board are also detailed on page 25.
18 Myer Annual Report 2017
INTRODUCING NEW
BOARD MEMBER
JOANNE STEPHENSON
JOANNE STEPHENSON
Independent Non-Executive Director
JoAnne was appointed to the Myer Board
in November 2016. She is a member of
the Audit, Finance and Risk Committee.
JoAnne has more than 25 years’ experience
spanning a range of industries. JoAnne
was previously a senior client partner in
the Advisory division at KPMG and has
key strengths in finance, accounting, risk
management and governance. JoAnne
holds a Bachelor of Commerce and
Bachelor of Laws (Honours) from The
University of Queensland. She is also a
member of both the Australian Institute
of Company Directors and Chartered
Accountants Australia and New Zealand.
INTRODUCING NEW EXECUTIVE APPOINTMENTS
During the year we appointed a number of new senior leaders with
the capability required to support our transformation. Recent
executive appointments include Karen Brewster as Executive
General Manager Merchandise Buying, Damian Walton as Executive
General Manager Merchandise Planning, and Peter Mitchley Hughes
as Head of Transformation.
KAREN BREWSTER
Executive General Manager Merchandise Buying
Karen was appointed as Executive General Manager Merchandise
Buying in July 2017. In this role she has responsibility for all
merchandise categories including Mens and Womens Apparel,
Beauty, Intimate Apparel, Childrenswear, Accessories, Footwear,
Home and Entertainment. Karen has held a variety of senior
roles across Myer in Buying, Planning, Analysis and Business
Administration.
DAMIAN WALTON
Executive General Manager Merchandise Planning
Damian was appointed Executive General Manager Merchandise
Planning in July 2017. In this role Damian’s responsibilities include
the overall planning of the merchandise strategy, managing the
merchandise budget, financial performance of the business and
controlling inventory for the company. Damian is a career merchant
with over 27 years’ experience working across Australia and the UK,
including at Selfridges, Marks & Spencer and House of Fraser.
PETER MITCHLEY-HUGHES
Head of Transformation
Peter was appointed Head of Business Transformation in January
2017 and is responsible for delivering all aspects of the New Myer
transformation. Peter has over 20 years’ experience in FMCG and
retail companies. He has a proven record in enterprise business
transformation, operational efficiency, organisational change and
program delivery. In the UK, he worked for Marks & Spencer as Head
of Commercial Finance, followed by the development and delivery
of the new M&S.com multichannel platform.
19
S USTAINABILITY
A T MYER
M Y ER IS COMMIT TED TO BUIL DING A S O CI A L LY RES PONSIB L E
BUSINES S A ND INTEG R ATING SUS TA IN A BILIT Y INTO
E V ERY DAY BUS INES S PR AC TICE S
MYER SUSTAINABILITY FRAMEWORK AND MATERIAL ISSUES
CUSTOMER
TEAM
COMMUNITY
ENVIRONMENT
BUSINESS
> Customer service
and satisfaction
> Attraction and
engagement
> Myer Community
Fund
> Energy and
emissions
> Reward and
recognition
> Giving our time
> Packaging
> Strategic community
stewardship
> Workplace safety
partnerships
> Waste and recycling
> Ethical sourcing
> Code of conduct
> Product
responsibility
Our sustainability strategy has five focus areas: Customer, Team,
Community, Environment and Business. Each of these is supported
by metrics to enable us to measure our performance.
CUSTOMER SERVICE AND SATISFACTION
The customer is at the heart of everything we do. This year we took
steps to improve customer service through deployment of our new
The results of stakeholder engagement that occur during the year
workforce management tool that better aligns staffing levels with
are used to inform our reporting. This year we also gave particular
customer needs. We improved our understanding of customer
consideration to the Sustainable Development Goals, the Global
satisfaction by enhancing our methodology for obtaining feedback
Compact principles and the Global Reporting Initiative Standards,
from people who visit our stores. We also relaunched the MYER
alongside our annual peer review.
Myer has ongoing engagement with customers, team members,
suppliers, shareholders, local communities and civil society. Our
engagement channels include social media, our customer service
centre, customer feedback programs, team member updates,
supplier forums, proactive and reactive media engagement,
investor and stakeholder meetings, and multi-stakeholder forums.
Myer identifies which groups to engage with on a proactive and
reactive basis. As required, issues raised by stakeholders are
escalated to senior management and where appropriate, to
the Board.
For more information on our sustainability strategy and
performance, and to view our FY2017 Global Reporting Initiative
Index, please visit myer.com.au.
one app and expanded the MYER one membership to gain a better
understanding of our customers shopping habits.
TALENTED AND CAPABLE PEOPLE
Attracting and developing talented and capable people is vital
in the delivery of our New Myer strategy.
We have been enhancing skills in product, sales and service
through the Myer Academy mobile learning platform with over
13,000 users accessing learning moments. Myer is also investing
in how the organisation inducts new employees, building their
job readiness as well as investing in store leadership capability.
Our approach to performance management and development
supports people leaders to undertake regular, meaningful
performance and development discussions with team members.
20 Myer Annual Report 2017
DIVERSITY AND INCLUSION
PARTNERING FOR POSITIVE IMPACT
At Myer, we understand the value of diversity and inclusion. Myer’s
Myer has a proud history of community investment. Giving back
approach to diversity and inclusion is focused on how we lead, how
is part of our organisational DNA. As an influential Australian
we work and how we include others, including the communities we
retailer we have a unique opportunity to make a positive social
serve. In FY2017 we developed a strategy with three priorities being
impact by enabling our team members, suppliers and customers
cultural diversity, LGBTI awareness and inclusion, and increasing
to contribute to addressing important social issues.
female representation at senior leadership levels. Specific
inclusion plans are now in place for these three areas.
Our community investment and partnerships are aligned with
the theme ‘empowering and supporting women; strengthening
Myer’s current workforce composition is 80 percent female,
families’. We work primarily with our national partners White
with 58 percent of managers, 51 percent of senior managers
and 38 percent of our Board being female1. In FY2017, as in
previous years, we undertook a review of gender pay equity within
Myer and corrected a small number of like-for-like gaps.
Ribbon Australia, Global Sisters and The Salvation Army to reduce
family violence and its effects.
Our three major fundraising programs are:
Myer is focused on strengthening its talent pipeline and ensuring a
> The Myer Community Fund Precious Metal Ball with our suppliers
balanced workforce composition through many of its diversity and
> Point of Sale Round-up, giving customers the opportunity
inclusion initiatives. These initiatives include talent management
to ‘round-up’ their purchase to the nearest dollar
and succession planning, leadership development, the Myer
Academy Masterclass Diversity series, Flex@Myer and actively
supporting team members as they return from extended leave.
> Team member fundraising activities at every Myer store,
distribution centre and the national support office for
smaller innovative projects in their local area
SAFETY AT WORK
Myer treats the safety of our team members, customers and
suppliers as a priority and we are committed to continually
improving our safety performance. The importance of safety is
actively built into our culture and is managed through having a
robust safety management system.
Our safety management system underwent a full review and
relaunch in FY2017 with a focus on making our safety systems
easy and accessible to our team and promoting safety as a
shared responsibility. We have encouraged reporting hazards
through raising team member awareness and ensuring our safety
committees play a role at our sites. In FY2017 we were pleased
to have achieved a further reduction in Myer’s Lost Time Injury
Frequency Rate (LTIFR), building on our achievements during the
last seven years.
Donations go to the Myer Community Fund, and are used to
support the important work of our national and local community
partners, aligned to our community investment theme. The
Myer Community Fund is overseen by an independent Board
and the effectiveness of the fundraising programs and impact
of investments are evaluated annually.
In FY2017 the Myer Community Fund provided $611,000 to our
national community partners. These funds:
> Assisted The Salvation Army in providing over 32,000 instances
of family violence support such as crisis accommodation,
specialist safety planning, counselling and outreach
> Supported 360 ‘Global Sisters’ with specific vulnerabilities,
in their aspiration to achieve financial independence through
micro business and retail marketing support
> Helped prevent violence towards women through the delivery
of White Ribbon Australia’s award-winning ‘Breaking the Silence’
schools program, delivered to 100 schools across Australia,
reaching 36,000 students
1 Reporting period 1 April 2016 to 31 March 2017.
21
PRECIOUS METAL BALL 2017
The Myer Community Fund Precious Metal Ball is one of the
premiere occasions on Myer’s annual event calendar. This year’s
Precious Metal Ball was the largest in its 13-year history, with
total proceeds of over $1 million raised through financial and
product contributions made on the night.
More than 1,000 guests from the retail, business and fashion
industries attended the event, with special guests, The Face
of Myer, Jennifer Hawkins and Myer Ambassador, Kris Smith.
Proceeds raised on the night support the work of the Myer
Community Fund’s key beneficiary, White Ribbon Australia, as
well as the work of over 60 of our store-partnered charities, in
family violence prevention, cultural change and victim support.
GIVE REGISTRY CHANGES LIVES
The Give Registry, Myer’s flagship community partnership
program with The Salvation Army, gives expression to our
active commitment to preventing violence against women,
by offering much needed practical support to women and
children rebuilding their lives.
The Give Registry is a twist on the traditional department
store ‘gift’ registry. It is a list of essential items that can be
bought and donated to victims of family violence at any Myer
GLOBAL RECOGNITION FOR MYER AND THE
GIVE REGISTRY
Finalists in:
> 2017 World Retail Awards ‘Responsible Retailer of the Year’
> 2017 World Department Store Forum Awards
‘World’s Best Store Campaign by a Department Store’
> 2017 Cannes Lion ‘Integrated Lion’ Award
store. Myer matches the total value of our customers’ product
> 2017 Ethical Corporation Responsible Business Awards
donations, and distributes these items to The Salvation Army
‘Best Engagement Campaign of the Year’
who in turn deliver them to women in need.
Winner:
> 2017 Clio Awards - Best Integrated Campaign
and Best Brand Partnerships & Collaborations
In the first 12 months of the program, over 6,200 products were
gifted to 371 women and their children across Australia. Items
included bedding and bath, kitchen and dining, small electrics,
intimate apparel and many other essential day-to-day items.
Over 6,000 customers have participated in the initiative,
and together with the generous involvement of key suppliers
Sheridan, LinenHouse, PVH Brands Australia, Maxwell &
Williams, Breville and Bonds, we have raised a collective
contribution of RRP $323,260 in cash and product in FY2017.
“These items to me represent ‘hope’.
Having nothing to start with is quite
overwhelming, especially having to start
over again. Being a recipient of such
generosity has humbled me greatly, and has
given me encouragement in this next step”.
Family violence survivor and Give Registry recipient
22 Myer Annual Report 2017
$3.1m
TOTAL CASH EQUIVALENT
CONTRIBUTION TO CHARITY
PARTNERS
$1.5m
MYER DIRECT TIME,
CASH AND GOODS
$1.6m
FACILITATED FUNDRAISING
FROM CUSTOMERS, SUPPLIERS
AND TEAM MEMBERS
ENERGY AND EMISSIONS
Energy use and associated greenhouse gas emissions are a key
environmental impact area for Myer. We work toward reducing
greenhouse gas emissions from our own operations through
implementation of our five year energy strategy, which aims to
reduce the energy intensity of the business by 10 to 15 percent by
FY2018. Our strategy includes behavioural change, control system
and equipment efficiency measures. We manage and report on
direct and indirect (scope 1 and 2) emissions in Australia where we
have operational control. We review our program annually as part
of the budget cycle.
In FY2017 we focused on identifying and rectifying control
breakdowns and continuing our behavioural change activities.
Myer’s total energy use for FY2017 was 631 GJ, or 146,606
tonnes of carbon dioxide equivalent greenhouse gas emissions.
This represented a 7.3 percent reduction in energy use on the
prior year. The energy intensity of our business further reduced by
1.6 percent on FY2016, and by a total of 12.8 percent since FY2013.
The benefits of investment in building management systems in the
previous year also contributed to this result, along with targeted
review and management of operating controls.
WASTE AND RECYCLING
Packaging and waste disposal associated with our merchandise
are significant potential environmental impact areas for Myer.
We are a signatory to the Australian Packaging Covenant,
which is a sustainable packaging initiative that encourages
businesses to design more sustainable packaging in order to
reduce manufacturing impacts on the environment and increase
recycling rates, as well as to reduce packaging litter. We develop
and implement an action plan to reduce our impacts, and report
on progress annually.
A full review and refresh of packaging for online customers was
undertaken, resulting in a number of improvements that resulted
in less packaging while enhancing the customer experience. We
reduced the weight and volume of packaging, including a shift from
bubble wrap to air pillows, bubbled to plain satchels, and removing
the requirement for a second box by reducing carton sizes or
replacing second box with film wrap. We have also been improving
our Click & Collect service which reduces delivery wait times for
the customer, as well as reducing packaging and transport impacts.
We have a comprehensive reuse and recycling system in place
for our major waste streams including cardboard, clear flexible
plastics, hangers, damaged and unsold stock, timber pallets,
security tags and metals.
In FY2017 we completed the roll out of an optimised recycling
system, co-funded by the Australian Packaging Covenant. The
project resulted in an in-store packaging recycling rate above
80 percent, and we shared what we learnt through the project
publicly with industry. We subsequently launched an internal
waste and recycling leader board for store management as part of
embedding the optimised system.
Our total waste generation from day-to-day store activities fell
significantly, driven primarily by the strong merchandise focus on
range optimisation, and partly enabled by the optimised recycling
system roll out. Significant construction and demolition waste
offset most of this reduction, due to store closures and a major
project to dispose of old fixturing. Overall we saw a total reduction
in waste of two percent.
PLASTIC BAGS
Myer shopping bags are made from low density polyethylene.
They are strong, cost effective, and fit for the purpose of
protecting and carrying customer purchases. They can be
reused again and again, and once they are no longer fit for
reuse, they can be recycled by dropping them off at any
REDcycle collection point, www.redrecycle.net.au
SUPPLY CHAIN AND ETHICAL SOURCING
Myer is committed to sourcing merchandise that is produced
in safe and fair working conditions, where the human rights
of workers are respected and impacts on the environment are
minimised. This commitment is supported by our Ethical Sourcing
Policy, and a framework which measures supplier adherence,
identifies breaches and continuously improves the ethical
performance of our supply chain. All merchandise suppliers
must adhere to our Ethical Sourcing Policy, which is based on
internationally accepted human rights and labour standards.
Our policy specifically prohibits the use of forced, compulsory
labour or child labour, and requires suppliers to respect the right
to freedom of association and collective bargaining (and not
hinder alternatives where those rights are restricted under local
laws). It also requires suppliers not to engage in acts of bribery
or corruption.
Our Ethical Sourcing Framework for MEBs includes:
> The inspection and assessment of proposed factories.
Suppliers will not be utilised until the audit report is accepted
> Factories are rated against a supplier risk profile, which includes
a country risk ranking
> Determining when suppliers will be audited and reviewed
as per the ethical sourcing framework and audit cycle
> Assessing the risk level of issues identified during audits
> Implementing remedial action plans or withdrawal of supply
for noncompliant suppliers, depending on the severity of
the breach
23
Our audit program focuses on our supplier relationships and does
not extend to the relationships of our suppliers (manufacturers)
with their suppliers (mills/materials producers and farms), unless
they are vertically integrated suppliers.
The majority of our MEB merchandise is sourced from China
through our dedicated global sourcing offices, Myer Sourcing Asia
Limited, located in Hong Kong and Shanghai. We also source a small
proportion from trusted importers located in Australia with whom
we have long-standing relationships. More than 95 percent of MEB
merchandise is sourced from the countries of China, India, Italy,
Bangladesh and Vietnam.
Myer continues to work with our suppliers to improve their
ethical sourcing procedures and ensure compliance with our
Ethical Sourcing Policy. In FY2017 our focus areas included existing
vendor re-certification as well as building stronger relationships
and improving transparency with Myer’s Australian-based
sourcing suppliers.
In FY2017 we completed audit reviews of 189 suppliers (236 factory
audits) within our MEB network. Our review identified no zero
tolerance issues and 28 high risk issues, which primarily relate
to excessive overtime hours and safety improvements required.
Myer will continue to work with factories to address high risk
issues identified.
CODE OF CONDUCT
PRODUCT RESPONSIBILITY
We take pride in the quality of our merchandise. We have
extensive quality and compliance processes in place to ensure
our merchandise is well made, safe to use and labelled with key
consumer information. We review and update our compliance
guidelines annually to ensure the latest in global and industry
standards are adhered to. We have a dedicated quality assurance
and compliance team and we train buyers in compliance
requirements every quarter. We evaluate our performance through
an internal audit program on our QA/QC processes, with the
results, actions and recommendations informing our QA strategy.
We track all customer complaints and sample development issues
to provide an early warning system of quality and safety trends.
In FY2017 we introduced a formalised risk assessment methodology
which provides a framework for assessing quality and safety issues.
We increased our surveillance testing of apparel items and are
testing earlier to better manage quality issues before they reach
our stores. Our merchandise compliance is improving, with a
15 percent reduction in our total number of withdrawals and
recalls in FY2017.
The products we sell have environmental impacts during use by
our customers. Appliances and equipment such as whitegoods
and TVs account for about one quarter of energy use in the
average household, according to the most recent residential
energy baseline study. In FY2017 we provided further training to
Myer is committed to the highest levels of integrity and ethics in
selling team members on how to assist customers to compare the
our business operations and interactions with stakeholders. We
financial and environmental impacts of different appliance models.
implement this commitment through our Code of Conduct, team
This enables customers to save money and reduce greenhouse gas
member training and a whistle blower program. Team members are
emissions, and also improves Australia’s energy productivity.
required to acknowledge acceptance of the Code of Conduct prior
to commencing work. An annual refresher on Code of Conduct
for salaried team members is undertaken. The Myer confidential
whistle blower hotline service is also communicated to team
members, contractors, and suppliers.
SUSTAINABILITY PERFORMANCE AND TARGETS
Focus area
Key measure
Customer
Net Promoter Score
Team
Diversity and inclusion (% female senior managers)
Workplace safety (LTIFR)
Community Direct community contribution (% EBIT)
Environment Greenhouse gas emissions reduction (%)
Energy intensity (kJ/m2.opening hour)
Recycling rate (%)
Business
New suppliers agreed to Ethical Sourcing Policy (%)
Code of Conduct training
(% of required team members trained)
FY15
FY16
FY17
Performance
Performance
Performance
Achieved target Achieved target ● Target not met1
FY18
Target
Improvement2
48
7.7
0.8
2.7
175.5
58
100
86.5
49 ●
6.0 ●
1.6 ●
5.9 ●
169.3 ●
60 ●
100 ●
51
5.8
1.4
7.7
166.6
57
100
87.0 ●
Increase ●
85.9
Maintain
≥50
<5.8
>0.5
≥1
≤166
≥56
100
≥80
-
Shrinkage
Minor increase
1
2
The Net Promoter Score transitioned to a new measurement methodology in mid FY2017.
● Improved/met target ● Did not reach target
On a comparable stores basis.
Note: Previous FY targets are available in Myer’s Annual Reports on our Investor Centre website.
24 Myer Annual Report 2017
DIRECTORS’ REPORT
Your directors present their report on the consolidated entity consisting of Myer Holdings Limited ABN 14 119 085 602 (the Company or
Myer) and the entities it controlled (collectively referred to as the Group) at the end of, or during the financial period ended 29 July 2017.
1. DIRECTORS
The following persons were directors of the Company during the financial period and/or up to the date of this Directors’ Report:
Director
Paul McClintock AO
Richard Umbers
Anne Brennan
Ian Cornell
Chris Froggatt
Bob Thorn
Dave Whittle
JoAnne Stephenson
Position
Date appointed
Chairman from 10 October 2012
8 August 2012
Independent non-executive director
CEO and Managing Director
2 March 2015
Independent non-executive director
16 September 2009
Independent non-executive director
6 February 2014
Independent non-executive director
9 December 2010
Independent non-executive director
6 February 2014
Independent non-executive director
30 November 2015
Independent non-executive director
28 November 2016
JoAnne Stephenson was appointed to the Board with effect from 28 November 2016. All other directors served as directors of the
Company for the whole financial period and until the date of this Directors’ Report.
Details of the qualifications, experience, and special responsibilities of each current director are as follows:
PAUL MCCLINTOCK AO
Chairman
RICHARD UMBERS
Chief Executive Officer and Managing Director
> Independent non-executive director
> Member of the Board since 2 March 2015
> Member of the Board since 8 August 2012
> Appointed Chairman 10 October 2012
> Chairman – Nomination Committee
Richard was appointed CEO and Managing Director of Myer in
March 2015. In his role, Richard is responsible for leading the
organisation, and delivering a significant program of change and
reinvigoration to ensure that Myer continues to be an exciting
Paul has held significant chairman and advisory positions across
destination for all of our customers. Richard joined Myer in
a broad range of industries, as well as government. He is highly
September 2014 as Chief Information and Supply Chain Officer,
regarded for his wide and varied experience, including his role
with responsibility for online strategy, financial services and MYER
as the Secretary to Cabinet and Head of the Cabinet Policy Unit.
one, as well as the logistics and IT functions. Prior to joining Myer,
Paul’s former positions include chairman of Thales Australia,
Richard was Executive General Manager for Parcel and Express
Medibank Private Limited, the COAG Reform Council, the Expert
Services at Australia Post, and also held the position of CEO for
Panel of the Low Emissions Technology Demonstration Fund, Intoll
StarTrack. Richard also had responsibility for the enterprise-
Management Limited, Symbion Health, Affinity Health, Ashton
wide eCommerce program, a major change initiative designed
Mining, Plutonic Resources, and the Woolcock Institute of Medical
to position Australia Post to take advantage of the boom in
Research. He was also a director of the Australian Strategic Policy
online shopping.
Institute and Perpetual Limited, a Commissioner of the Health
Insurance Commission, and a member of the Australia-Malaysia
Institute Executive Committee. Paul graduated in Arts and Law
from the University of Sydney and is an honorary fellow of the
Faculty of Medicine of the University of Sydney and a Life Governor
of the Woolcock Institute of Medical Research. Paul resides in
New South Wales.
Other current directorships
Paul is chairman of NSW Ports, I-MED Australia and
Broadspectrum, a subsidiary of Ferrovial Services. He is also
a director of St Vincent’s Health Australia, O’Connell Street
Associates and The George Institute for Global Health.
Richard has previously held a range of senior and general
management positions in fast moving consumer goods (FMCG)
retailing with roles at Woolworths in Australia and New Zealand,
and Aldi in Europe.
Richard has a Master of Science degree in Finance from the
University of Leicester (UK), and a Bachelor of Science with
honours in Geology and Geography from The University of Exeter
(UK). He is also a graduate of the Australian Institute of Company
Directors. Richard resides in Victoria.
25
DIRECTORS’ REPORT
Continued
ANNE BRENNAN
Independent non-executive director
CHRIS FROGGATT
Independent non-executive director
> Member of the Board since 16 September 2009
> Member of the Board since 9 December 2010
> Chairman – Audit, Finance and Risk Committee
> Chairman – Human Resources and Remuneration Committee
> Member – Human Resources and Remuneration Committee
> Member – Nomination Committee
> Member – Nomination Committee
Anne brings strong financial credentials and business acumen to
Myer, including her experience from senior management roles
in both large corporate organisations and professional services
firms. Anne has more than 20 years’ experience in audit, corporate
finance, and transaction services including executive roles as the
Chief Financial Officer (CFO) at CSR, and Finance Director at the
Coates Group. Prior to her executive roles, Anne was a partner
in three professional services firms: KPMG, Arthur Andersen,
and Ernst & Young. During her time at Ernst & Young, Anne was
a member of the national executive team and a board member.
Anne holds a Bachelor of Commerce (Honours) degree from
University College Galway. She is a Fellow of the Chartered
Accountants Australia and New Zealand and a Fellow of the
Australian Institute of Company Directors. Anne resides in
New South Wales.
Other current directorships
Anne is a director of Argo Investments Limited, Charter Hall
Group, Nufarm Limited and Rabobank Limited (Australia and
New Zealand), as well as O’Connell Street Associates.
Chris has a broad industry background, including experience
in consumer branded products, retailing, and hospitality across
numerous industries such as beverages, food, and confectionery.
She has more than 20 years’ executive experience as a human
resources specialist in leading international companies including
Brambles Industries, Whitbread Group, Mars, Diageo, and
Unilever NV.
Chris has served on the boards of Britvic, Sports Direct
International, and Goodman Fielder Limited; as well as being
a director of the Australian Chamber Orchestra and the
Australian Chamber Orchestra Instrument Fund, and as an
independent trustee director of Berkeley Square Pension
Trustee Company Limited.
Chris holds a Bachelor of Arts (Honours) in English Literature from
the University of Leeds (United Kingdom). Chris is a Fellow of the
Chartered Institute of Personnel Development, and a member
of the Australian Institute of Company Directors. Chris resides
in New South Wales.
BOB THORN
Independent non-executive director
IAN CORNELL
Independent non-executive director
> Member of the Board since 6 February 2014
> Member – Audit, Finance and Risk Committee
> Member of the Board since 6 February 2014
> Member – Human Resources and Remuneration Committee
Bob brings considerable general business and senior retail
management experience to Myer from 13 years at Super Retail
Group; nine of those years in the role of Managing Director. During
Ian has extensive experience in the retail industry across a number
his time at the company, Bob drove Australia and New Zealand
of senior retail roles, including 11 years at Westfield. During his
expansions and led the creation of the Boating Camping Fishing
time at Westfield, Ian was Head of Human Resources for seven
(BCF) business, the market leader in camping and leisure.
Prior to Bob’s 13 years with Super Retail Group, he was previously
General Manager at Lincraft, and held senior roles at other major
retailers including nine years with David Jones. Bob has also been
the chairman of Cutting Edge. He was also a director at WOW
Sight and Sound, MotorCycle Holdings Limited, Babies Galore,
and Unity Water.
Bob is a member of the Australian Institute of Company Directors.
years and also responsible for retailing relationships in Australia
and New Zealand. He also spent three years as the Head of
Management and Marketing for Westfield’s shopping centres in
Australia and New Zealand and has extensive experience in large
scale retail operations and responding to changing consumer
trends. Prior to joining Westfield, Ian was chairman and CEO
of supermarket chain, Franklins, and earlier spent 22 years
at Woolworths, including his role as Chief General Manager
Supermarkets. Ian has previously been a director of Goodman
Fielder Limited. Ian is also a Fellow of the Institute of Management,
a Fellow of the Human Resources Institute, a member of the
Institute of Company Directors, and a graduate of the Advanced
Management Programme at Harvard. Ian resides in New South Wales.
Other current directorships
Ian is the non-executive chairman of Baby Bunting Group Ltd and
a non-executive director of Inglis Bloodstock, as well as of the PKD
Foundation of Australia, a charitable foundation raising funds for
medical research into kidney disease.
26 Myer Annual Report 2017
DIRECTORS’ REPORT
Continued
DAVE WHITTLE
Independent non-executive director
JOANNE STEPHENSON
Independent non-executive director
> Member of the Board since 30 November 2015
> Member of the Board since 28 November 2016
> Member – Audit, Finance and Risk Committee
> Member – Audit, Finance and Risk Committee
Dave has considerable brand, marketing, data, technology,
JoAnne has extensive experience spanning over 25 years across a
online retail and digital transformation experience.
range of industries. JoAnne was previously a senior client partner
For three years Dave has been the CEO of Lexer, an innovative
provider of data, software and advice, helping enterprise
companies genuinely understand and engage their customers.
Previously, Dave spent 10 years with global advertising group M&C
Saatchi in a number of local and international leadership roles,
culminating in three years as Managing Director in Australia.
Prior to joining M&C Saatchi, Dave was the first employee of
in the Advisory division at KPMG and has key strengths in finance,
accounting, risk management and governance. JoAnne holds a
Bachelor of Commerce and Bachelor of Laws (Honours) from
The University of Queensland. She is also a member of both the
Australian Institute of Company Directors and the Chartered
Accountants Australia and New Zealand. JoAnne resides
in Victoria.
a marketing services group that built four digital service and
Other current directorships
software businesses.
Dave has a Bachelor of Arts and a Bachelor of Commerce
from Deakin University. Dave resides in New South Wales.
Other current directorships
Dave is an executive director of Lexer Pty Ltd and a
non-executive director of the Melbourne Festival and
the GWS GIANTS Foundation.
2. DIRECTORSHIPS OF OTHER LISTED COMPANIES
JoAnne is also an Independent Non-Executive Director of
Challenger Limited, Asaleo Care Limited and Japara Healthcare
Limited. She is also Chair of the Audit and Risk Committee
of the Department of Health and Human Services (Victoria),
the Victorian Major Transport Infrastructure Board and the
Melbourne Chamber Orchestra.
The following table shows, for each person who served as a director during the financial period and/or up to the date of this Directors’
Report, all directorships of companies that were listed on the ASX, other than the Company, since 27 July 2014, and the period during
which each directorship has been held.
Director
Paul McClintock AO
Richard Umbers
Anne Brennan
Listed entity
-
-
Charter Hall Group
Nufarm Limited
Ian Cornell
Chris Froggatt
Bob Thorn
Dave Whittle
JoAnne Stephenson
Argo Investments Limited
Echo Entertainment Group Limited
(now The Star Entertainment Group Limited)
Goodman Fielder Limited
Baby Bunting Group Limited
Goodman Fielder Limited
MotorCycle Holdings Limited
PWR Holdings Limited
-
Challenger Limited
Asaleo Care Limited
Japara Healthcare Limited
* Mr Thorn ceased to be a director of PWR Holdings Limited on 3 March 2017.
Period directorship held
-
-
October 2010 – present
February 2011 – present
September 2011 – present
March 2012 – October 2014
February 2014 – March 2015
January 2015 – present
August 2009 – March 2015
March 2016 – July 2016
August 2015 – March 2017*
-
October 2012 – present
May 2014 – present
September 2015 – present
27
DIRECTORS’ REPORT
Continued
3. MEETINGS OF DIRECTORS AND BOARD COMMITTEES
The number of meetings of the Board and of each Board Committee held during the period ended 29 July 2017 are set out below.
All directors are invited to attend Board Committee meetings. Most Board Committee meetings are attended by all directors; however,
only attendance by directors who are members of the relevant Board Committee is shown in the table below.
Director
of directors**
and Risk Committee
Remuneration Committee Nomination Committee
Meetings
Audit, Finance
Human Resources and
Meetings
Attended
Meetings
Attended
Meetings
Attended
Meetings
Attended
Held*
Held*
Held*
Held*
Paul McClintock AO
Richard Umbers
Anne Brennan
Ian Cornell
Chris Froggatt
Bob Thorn
Dave Whittle
JoAnne Stephenson
11
11
11
11
11
11
11
7
11
11
11
11
11
10
11
6
-
-
4
-
-
4
4
2
-
-
4
-
-
3
4
2
-
-
5
5
5
-
-
-
-
-
5
5
5
-
-
-
* Number of meetings held during the time the director held office or was a member of the Committee during the year.
** Teleconferences outside of scheduled Board meetings have not been included in the table above.
4. DIRECTORS’ RELEVANT INTERESTS IN SHARES
7
-
7
-
7
-
-
-
7
-
7
-
7
-
-
-
The following table sets out the relevant interests that each director has in the Company’s ordinary shares or other securities as at the
date of this Directors’ Report. No director has a relevant interest in a related body corporate of the Company.
Director
Paul McClintock AO
Richard Umbers
Anne Brennan
Ian Cornell
Chris Froggatt
Bob Thorn
Dave Whittle
JoAnne Stephenson
Ordinary Shares
CEO Restricted Shares
Performance Rights
258,400
212,230
75,122
16,000
24,056
225,400
12,345
Nil
Nil
114,617
Nil
Nil
Nil
Nil
Nil
Nil
Nil
2,316,322
Nil
Nil
Nil
Nil
Nil
Nil
5. COMPANY SECRETARY AND OTHER OFFICERS
Richard Amos was appointed as Company Secretary of the Company on 6 July 2015, as well as being appointed as Chief General Counsel
of the Group.
Myer’s Chief Financial Officer is Grant Devonport.
Details of their experience and background is set out in the Management Team section of Myer’s Investor Centre website.
6. PRINCIPAL ACTIVITIES
During the financial period, the principal activity of the Group was the operation of the Myer department store business.
28 Myer Annual Report 2017
DIRECTORS’ REPORT
Continued
7. OPERATING AND FINANCIAL REVIEW
SUMMARY OF FINANCIAL RESULTS FOR 52 WEEKS ENDED 29 JULY 20171
> Sales down 1.4% to $3,201.9 million, down 0.2% on a comparable store basis
> Sales / m2 up 3.7% compared to the FY2015 base year
> Q4 sales down 1.5%, down 0.2% on a comparable store basis
> Operating gross profit (OGP) of $1,220.4 million, with OGP margin 58 basis points below last year
> Cost of doing business (CODB) down $31.4 million to $1,019.8 million with CODB margin improved by 54 basis points to 31.85%
> FY2017 Net Profit After Tax (NPAT) (pre implementation costs and individually significant items) of $67.9 million (FY2016: $69.4 million)
> Statutory NPAT of $11.9 million post implementation costs of $13.9 million and individually significant items of $42.1 million (post-tax)
> Operating cash flow improved by $1 million to $187 million
> Final dividend of 2.0 cents per share, fully franked, to be paid on 9 November 2017 (Record Date is 28 September 2017)
For the 12 month period total sales were down by 1.4% to $3,201.9 million, down 0.2% on a comparable stores basis. The closure of three
stores and space hand backs in two stores impacted the sales result but this was in part offset by continued strong growth in our online
business. Sales in the fourth quarter were down 1.5% and down 0.2% on a comparable stores basis.
Operating gross profit was $1,220.4 million, with margin down 58 basis points to 38.12% broadly reflecting the higher concession mix.
We continue to invest to drive an improved performance of our Myer Exclusive Brands (MEBs) with upgraded installations and a dedicated
brand service model which has delivered encouraging results. Our focus on reducing the dependency on markdowns to drive sales,
favourably impacted the operating gross profit result.
During the period, we continued to improve productivity and efficiency by simplifying the operating model both within stores and the
support office. The cost of doing business margin reduced by a further 54 basis points to 31.85%.
Net finance costs reduced by $3.5 million to $10.8 million largely as a result of lower average net debt.
On 20 July 2017, Myer announced the decision to write-down the full carrying value of Myer’s 20% stake in Austradia of $6.8 million after
the business was placed into administration and unsuccessful negotiations to retain the brands as concessions in Myer on commercially
acceptable terms.
As previously outlined in 1H 2017 and Q3 2017 sales results, the performance of sass & bide has been below expectations during the
period with sales in FY2017 $10.9 million below last year. While every effort is being made to improve the performance of the business,
the Company has recognised an impairment charge of $38.8 million against the carrying value of the business.
The write-off of the Austradia investment and the impairment of sass & bide are non-cash individually significant items that have been
taken in the FY2017 results.
NPAT pre implementation costs associated with New Myer and other individually significant items was $67.9 million. Implementation costs
associated with New Myer were $20 million (pre-tax) relating mainly to space optimisation, asset impairments and redundancy costs.
Net operating cash flows improved by $1 million to $187 million as a result of improved inventory and working capital. Inventory was
$24 million below last year at $372 million compared to the end of FY2016 representing a reduction in forward cover of more than
one week.
Capital expenditure in FY2017 was $97 million reflecting expenditure across the key strategic priorities.
1 FY2016 results are on a 52-week basis for comparison purposes
29
DIRECTORS’ REPORT
Continued
INCOME STATEMENT FOR THE 52 WEEKS TO 29 JULY 2017
FY2017
FY2016**
Change
Change
Total Sales Value
Concessions
Myer Exclusive Brands
National Brands and other
Operating Gross Profit
Operating Gross Profit margin
Cost of Doing Business
Cost of Doing Business/Sales
Share of Associates
Dilution of Investment in Associate
EBITDA*
EBITDA margin*
Depreciation and amortisation
EBIT*
EBIT margin*
Net Finance Costs
Net Profit Before Tax*
Tax*
Net Profit After Tax (NPAT)
(pre implementation costs and individually significant items)
Implementation costs and individually significant Items (post tax)
NPAT (post implementation costs and individually significant items)
* Excluding implementation costs associated with New Myer and individually significant items.
** FY2016 results are on a 52-week basis for comparison purposes.
BALANCE SHEET AS AT 29 JULY 2017
Inventory
Other Assets
Less Creditors
Less Other Liabilities
Property
Fixed Assets
Intangibles
Total Funds Employed
Comprising of:
Debt
Less Cash
Net Debt
Equity
30 Myer Annual Report 2017
52 weeks
52 weeks
$m
$m
3,201.9
3,245.9
701.7
546.8
600.0
610.5
1,953.4
2,035.4
1,220.4
38.12%
(1,019.8)
31.85%
(1.2)
(1.3)
198.1
6.19%
(91.5)
106.6
3.33%
(10.8)
95.8
(27.9)
67.9
(56.0)
11.9
1,256.0
38.70%
(1,051.2)
32.39%
(0.6)
-
204.2
6.29%
(90.8)
113.4
3.49%
(14.3)
99.1
(29.7)
69.4
(8.8)
60.6
vs. LY
($m)
(44.0)
+101.7
(63.7)
(82.0)
(35.6)
+31.4
(0.6)
(1.3)
(6.1)
(0.7)
(6.8)
+3.5
(3.3)
+1.8
vs. LY
(%)
(1.4%)
+17.0%
(10.4%)
(4.0%)
(2.8%)
(58bps)
+3.0%
+54bps
(3.0%)
(10bps)
(0.8%)
(6.0%)
(16bps)
+24.5%
(3.3%)
+6.1%
(1.5)
(2.2%)
(47.2)
(48.7)
(80.4%)
2017
$m
372
30
(380)
(282)
24
436
986
1,186
143
(30)
113
1,073
1,186
2016
$m
396
50
(400)
(301)
24
421
1,020
1,210
147
(45)
102
1,108
1,210
DIRECTORS’ REPORT
Continued
CASH FLOW FOR THE PERIOD ENDED 29 JULY 2017
EBITDA*
Working capital movement
Operating cash flow
Conversion
Capex paid / acquisitions**
Free cash flow
Tax
Interest
Dividends
Share Rights issue proceeds
Net cash flow
FY2017
FY2016
$m
183
4
187
102%
(110)
77
(28)
(10)
(49)
0
(10)
$m
196
(10)
186
95%
(59)
127
(20)
(16)
(16)
212
287
*
EBITDA includes implementation costs and individually significant items, with the exception of non-cash impairments and write-downs (store and support
office assets, sass and bide, and Austradia)
** Net of Landlord contributions
OTHER STATISTICS AND FINANCIAL RATIOS
Return on Total Funds Employed(1)
Gearing
Net Debt/EBITDA(1)
(1) Calculated on a rolling 12 months basis
SHARES AND DIVIDENDS
Shares on Issue
Basic EPS(2)
Dividend per share
FY2017
FY2016
8.9%
9.5%
0.6x
9.1%
8.4%
0.5x
FY2017
FY2016
821.3 million 821.3 million
8.3 cents
5.0 cents
8.8 cents
5.0 cents
(2) Calculated on weighted average number of shares of 821.3 million (FY2016: 786.8 million) and based on NPAT pre implementation costs and individually
significant items
PROGRESS ON NEW MYER TARGET METRICS
New Myer target metrics
FY2017(3)
Target average sales growth greater than 3% between 2016 – 2020
Average sales growth from July 2015 up 0.1%
Target greater than 20% improvement in sales per square metre by 2020
Sales per square metre increased by 3.7% to $4,055 / m2
Target EBITDA growth ahead of sales growth by 2017
EBITDA down by 3.0%
Sales down 1.4%
Target Return on funds employed (ROFE) greater than 15% by 2020
ROFE 8.9%
(3) FY2016 results are on a 52-week basis for comparison purposes.
NON-IFRS FINANCIAL MEASURES
The Company’s results are reported under International Financial Reporting Standards (IFRS) as issued by the International Accounting
Standards Board. The Company discloses certain non-IFRS measures in this Directors’ Report, which can be reconciled to the Financial
Statements as follows:
Income Statement reconciliation
$ millions
Statutory reported result
Add back: Implementation Costs and Individually Significant Items
Restructuring and redundancy costs
Store exit costs and other asset impairments
Support office onerous lease expense and impairment of assets
Underlying result
EBIT
41.0
6.3
48.1
11.2
106.6
TAX
(18.3)
(1.9)
(4.3)
(3.4)
(27.9)
NPAT
11.9
4.4
43.8
7.8
67.9
31
DIRECTORS’ REPORT
Continued
FY2017 OPERATIONS
The New Myer strategy is a five-year transformation agenda
launched in September 2015. Myer has made significant progress to
deliver New Myer which has assisted the Company to withstand the
challenging retail trading conditions characterised by heightened
competition, subdued consumer sentiment and discount fatigue.
This result demonstrates that Myer has become a leaner, more
productive and efficient retailer, better placed to compete in a
rapidly changing environment.
During FY2017 Myer made substantial progress across all aspects
of our strategy. This included:
> Daniel Bracken stepped down from his roles as Chief
Merchandise and Customer Officer and Deputy CEO in
July 2017. Gary Williams stepped down from his role as
Chief Transformation Officer in December 2016.
> Karen Brewster was appointed Executive General Manager
Merchandise Buying and Damian Walton was appointed
Executive General Manager Merchandise Planning in July
2017. Peter Mitchley-Hughes was appointed Head of Business
Transformation in January 2017. Details of Myer’s executives are
set out in the Executive Management Team section of Myer’s
Investor Centre website.
> In July 2017 Myer recognised an impairment charge
of $38.8 million against the carrying value of the
> Standout performance in our omni-channel and online business
sass & bide business.
with online sales up 41.1%;
> Reduced store footprint resulting from store closures at
Wollongong, Brookside and Orange, space handbacks at
Cairns and Dubbo and at our Richlands Distribution Centre
in Queensland;
> In May 2017 voluntary administrators were appointed to the
assets and undertakings of Austradia Pty Ltd (Austradia), the
Australian rights holder of the TOPSHOP TOPMAN brands. Myer
held a 20% interest in Austradia at the time of the appointment.
As previously outlined, Myer has written down the full carrying
> Handed back over 30% of our support office floorspace;
value of its stake in Austradia of $6.8 million.
> Launched cafes, pop up shops and an ice rink in our
> In April 2017 Myer executed an asset sale deed with the
Sydney store;
> Partnered with Katy Perry in an innovative marketing campaign;
> Introduced a dedicated clearance floor at our Frankston store;
> Rolled out new and upgraded brand destinations as well as
73 upgraded Myer Exclusive Brands (MEB) master brand fitouts
and dedicated service models for Basque, Piper and BLAQ; and
> Introduced new wanted brands including Forever New, Roxy,
Quicksilver, Darren Palmer Home and 2XU.
To respond to the external environment we are rapidly evolving
our strategy to shift emphasis in order to adapt to the changing
operating environment. We will elevate as priorities:
Administrators of Webster Holdings to acquire the brands,
intellectual property, fixed assets and inventory of Marcs and
David Lawrence.
> In May 2017 we announced the hand back of approximately 50%
of the space at the Richlands Distribution Centre in Queensland.
> In March 2017 we announced the hand back of over 30% of the
floor space at our Support Office at 800 Collins Street.
> The Myer Wollongong store was exited in October 2016 and the
Myer Brookside and Orange stores were exited in February 2017.
9. BUSINESS STRATEGIES AND FUTURE DEVELOPMENTS
We remain committed to the execution of the New Myer strategy
> investment in our omni-channel business and continuing
in FY2018. In order to respond to persistent challenging conditions
to drive omni-channel sales; and
we are rapidly evolving our strategy.
> our commitment to increase productivity and efficiency
to ensure the resilience of our business.
In addition to these achievements, sections 8 and 9 provide an
outline of Myer’s developments and prospects. These should
be read in conjunction with section 10, which describes factors
which could impact Myer’s results.
8. SIGNIFICANT CHANGES IN THE STATE
OF AFFAIRS IN FY2017
In addition to those matters described in section 7 above, the
following significant changes occurred during FY2017:
> A new director, JoAnne Stephenson was appointed to the Board
of Myer Holdings Limited in November 2016. Her background,
In FY2018 we will elevate as priorities investment in our omni-
business and the pursuit of a leaner, more productive and efficient
Myer. This will help us to withstand heightened competition.
We will increase our emphasis on digital throughout the business.
This will leverage the already strong growth in our omni-channel
business and will enable us to build on our use of data to enable
improvements in personalised and relevant marketing.
We remain focused on a more innovative and experiential retail
offer including services, food and new clearance floors, building
on our achievements in FY2017.
During FY2018 we will continue our wanted brands strategy,
further rolling out brands such as Forever New, Quiksilver and
Darren Palmer Home, as well as further developing our master
experience and particular skills that she brings to the Board
brand offering.
are set out on page 27.
32 Myer Annual Report 2017
DIRECTORS’ REPORT
Continued
The Company has strong foundations from which to build and
A significant event or issue could attract strong criticism of the
we look forward to continuing to shift the business towards a
Myer brand, which could impact sales or our share price. Myer has
more effective, innovative and experiential retail model, which
a range of policies and initiatives to mitigate brand risk, including
is engaging and relevant to our customers.
a Code of Conduct, a Whistleblower Policy, an Ethical Sourcing
10. KEY RISKS AND UNCERTAINTIES
Policy, marketing campaigns, and ongoing environmental and
sustainability initiatives.
The Group’s strategies take into account the expected operating
PEOPLE MANAGEMENT RISKS
and retail market conditions, together with general economic
conditions, which are inherently uncertain.
Safety is a high priority at Myer to ensure the wellbeing of all of
our team members, customers, and suppliers. Failure to manage
The Group has structured proactive risk management framework
health and safety risks could have a negative effect on Myer’s
and internal control systems in place to manage material risks. The
reputation and performance. We conduct regular detailed risk
key risks and uncertainties that may have an effect on the Group’s
assessments at each store, distribution centre, and at our support
ability to execute its business strategies and the Group’s future
office, as well as regular education sessions.
growth prospects and how the Group manages these risks are set
out below.
EXTERNAL RISKS
Macro-economic factors such as the fluctuation of the Australian
dollar and interest rates; poor consumer confidence; changes
in government policies; external, natural or unforeseen events,
such as an act of terrorism or national strike; and weakness in the
Myer needs to attract and retain talented senior managers to
ensure that our leadership team has the right skills and experience
to deliver our strategy. Failure to do so may adversely affect Myer’s
reputation, performance, and growth. During the year, we made
a number of new appointments to our Executive Management
Group, and we provided our team members with access to training
and development to further develop their skills.
global economy could adversely impact the Company’s ability to
STRATEGIC AND BUSINESS PLAN RISKS
achieve sales growth. Myer regularly analyses and uses economic
and available data to help mitigate the future impact on sales, and
has also implemented conservative hedging, capital management,
and marketing and merchandise initiatives to combat the cyclical
nature of the business.
COMPETITIVE LANDSCAPE RISKS
The Australian retail industry in which Myer operates remains
highly competitive. The Company’s competitive position may
be negatively impacted by new entrants to the market, existing
competitors, changes to consumer demographics and increased
online competition, which could impact sales. To mitigate these
risks, Myer continues to implement our new strategy which is
guided by our detailed customer insights and a focus on providing
a customer led offer, wonderful experiences, and omni-channel
shopping. Myer also continues to select optimal merchandise
A failure to deliver our strategic plan could impact sales, share
price, and our reputation. Our strategic plan is guided by our
detailed external and internal customer insights and is being
implemented through three phases – mobilising the business for
transformation; resetting the business; and delivering New Myer.
REGULATORY RISKS
From time to time, Myer may be subject to regulatory investigations
and disputes, including by the Australian Taxation Office (ATO),
Federal or State regulatory bodies including the Australian
Competition and Consumer Commission (ACCC), the Australian
Securities and Investments Commission (ASIC), and the Australian
Securities Exchange (ASX). The outcome of any such investigations
or disputes may have a material adverse effect on Myer’s operating
and financial performance.
assortment with the right categories and brands.
LITIGATION
TECHNOLOGY RISKS, INCLUDING CYBER SECURITY
With Myer’s increasing reliance on technology in a rapidly changing
digital environment, there is a risk that the malfunction of IT
systems, outdated IT infrastructure, or a cyber-security violation
could have a detrimental effect on our sales, business efficiencies,
and brand reputation. To offset these risks, Myer continues to
invest and develop our in-house technology capabilities and
engage with reputable third-party IT service providers to ensure
that we have reliable IT systems and issue management processes
in place.
On 25 March 2015, legal proceedings were served against Myer by
a shareholder, Melbourne City Investments Pty Ltd (MCI), seeking
to bring a group action for itself and on behalf of a defined (but
unnamed) group of shareholders in the Supreme Court of Victoria.
The writ was filed on behalf of MCI by Portfolio Law Pty Ltd. MCI
alleges loss and damage said to have resulted from a statement
made in the context of Myer’s full year FY2014 results. In December
2016 the Supreme Court of Victoria held that these proceedings
were an abuse of process and ordered they be permanently
stayed. In July 2017 the Court of Appeal unanimously refused MCI’s
appeal from the Supreme Court’s decision. This means that MCI
BRAND REPUTATION RISKS
may not continue the proceeding against Myer.
Myer’s strong brand reputation is crucial for building positive
On 23 December 2016 legal proceedings were served against Myer
relationships with customers, suppliers and contractors which
by Perpetual Limited and Bridgehead Pty Ltd, the landlords of the
in turn generates sales and goodwill towards the Company.
Myer Chadstone store. The landlords allege that there was a mutual
33
DIRECTORS’ REPORT
Continued
mistake in the drafting of the variable outgoings provisions in the
The Board has determined a final dividend of 2.0 cents
lease for the Myer Chadstone store or that those provisions have
per share to be paid on 9 November 2017 (with a Record
been misinterpreted. The landlords seek, among other things,
Date of 28 September 2017).
rectification of the lease and payment of alleged unpaid outgoings
in respect of the period FY00/01 to FY15/16 in the aggregate
amount of $19.14 million plus GST, as well as interest and costs.
Myer believes that the claim has no proper basis, denies any
liability under it and will vigorously defend it.
On 30 December 2016 proceedings were served against Myer by
a former shareholder, TPT Patrol Pty Ltd as trustee for the Amies
Superannuation Fund (TPT Patrol), bringing a group action for itself
and on behalf of a defined (but unnamed) group of shareholders
(being the same group as in the MCI proceeding referred to
above) in the Federal Court. As with the MCI proceeding, these
proceedings were filed on behalf of TPT Patrol by Portfolio Law
Pty Ltd. TPT Patrol alleges loss and damage said to have resulted
from statements made in the context of Myer’s full year FY2014
results. The claim is, in substance, identical to the claim in the
This takes the FY2017 dividend to 5.0 cents per share.
Further information regarding dividends is set out in the Financial
Statements (at note F3).
13. PERFORMANCE RIGHTS GRANTED OVER
UNISSUED SHARES
The Myer Long Term Incentive Plan (LTIP) operates for selected
senior executives and has been in operation since December
2006. Under the LTIP, the Company has granted eligible executives
performance rights over unissued ordinary shares of the Company,
subject to certain vesting conditions. Shares delivered to senior
executives as a result of the vesting of performance rights can
be either issued as new shares or purchased on market.
MCI proceeding. Myer believes the TPT Patrol claim has no proper
basis, denies any liability under it and will vigorously defend it.
Each performance right entitles the holder to acquire one ordinary
fully paid share in the Company (subject to the adjustments
Given the above, no provisions have been recognised at 29 July
2017 in respect of the MCI, Chadstone or TPT Patrol disputes.
11. MATTERS SUBSEQUENT TO THE END
OF THE FINANCIAL YEAR
Anne Brennan has notified the Board that she does not intend to
seek re-election as a director of the Board at this year’s AGM.*
On 14 September 2017 it was announced that Myer will not be
renewing the leases at Colonnades, Belconnen and Hornsby.
outlined below).
Since 2011, only performance rights were granted under
the LTIP. During the financial year, the Company granted
808,443 performance rights to the CEO under the FY2017 LTIP
(CEO Offer); and 3,791,811 performance rights were granted to
other selected senior executives under the LTIP (LTIP Offer);
totalling 4,600,254 performance rights granted.
The performance rights granted under each offer are subject
to different performance conditions.
No performance rights have been granted since the end of the
In September 2017 the Company rolled out its clearance floors
financial year ended 29 July 2017.
across seven more stores in addition to Frankston and a dedicated
presence online at myer.com.au.
No other matter or circumstance has arisen since the end of the
financial year which has not been dealt with in this Directors’
Report or the Financial Report, and which has significantly
affected, or may significantly affect:
(a) the Group’s operations in future financial years;
(b) the results of those operations in future financial years; or
(c) the Group’s state of affairs in future financial years.
12. DIVIDENDS
Myer paid a final dividend of 3.0 cents per share for the full year
FY2016 on 10 November 2016 (with a Record Date of 29 September
2016), totalling $24.6 million.
Myer paid an interim dividend of 3.0 cents per share, fully franked,
on 4 May 2017 (with a Record Date of 27 March 2017), totalling
$24.6 million.
A prior grant of 226,833 performance rights to senior executives
made on 27 November 2013 expired on 31 October 2016.
On 15 December 2016, a total of 28,355 performance rights granted
under the LTIP in FY2014 vested, and 28,355 fully paid ordinary
shares in the Company were issued to participants.
The table below sets out the details of performance rights that
have been granted under the LTIP Offer and the CEO Offer and
which remain on issue as at the date of this Directors’ Report.
A holder of a performance right may only participate in new issues
of securities of the Company if the performance right has been
exercised, participation is permitted by its terms, and the shares
in respect of the performance rights have been allocated and
transferred to the performance right holder before the Record
Date for determining entitlements to the new issue.
Further information about performance rights issued under
the LTIP (including the performance conditions attached to
the performance rights granted under the LTIP Offer, and the
performance rights granted to the Key Management Personal
of the Company) is included in the Remuneration Report.
* On 19 September 2017 it was announced that Garry Hounsell would join Myer as a non-executive Director and Deputy Chairman. On 11 October 2017 it was
announced that Paul McClintock AO would retire at Myer’s 2017 AGM and that Garry Hounsell would become Chairman of the Company effective from the
end of the AGM. On 17 October 2017 it was announced that Julie Ann Morrison would join Myer as a non-executive Director.
34 Myer Annual Report 2017
DIRECTORS’ REPORT
Continued
Date performance rights granted
15 December 2014
(grant to CEO under the CEO Offer which is retained on departure)
15 December 2014 (grant senior executives under the LTIP offer))
5 January 2016 (grant to CEO under the CEO Offer)
5 January 2016 (grant to senior executives under the LTIP Offer)
22 December 2016 (grant to CEO under the CEO Offer)
22 December 2016 (grant to senior executives under the LTIP offer)
Closing balance
Number of
performance
rights remaining
Expiry date
Issue price
on issue*
31-Oct-17
31-Oct-17
31-Oct-20
31-Oct-20
31-Oct-19
31-Oct-19
nil
nil
nil
nil
nil
nil
568,749
1,282,165
939,130
3,268,471
808,443
3,663,808
10,530,766
* Each performance right entitles the holder to receive one fully paid ordinary share in the Company, subject to the satisfaction of the relevant performance
outcomes. The number of performance rights that a holder is entitled to receive on the exercise of a performance right may also be adjusted in a manner
consistent with the ASX Listing Rules if there is a pro-rata issue of shares or a reconstruction of the capital of the Company.
14. SHARES ISSUED UPON VESTING OF
PERFORMANCE RIGHTS
Consistent with (and in addition to) the provisions in the
Company’s Constitution outlined above, the Company has also
entered into deeds of access, indemnity and insurance with all
From time to time, the Company issues fully paid ordinary shares in
directors of the Company which provide indemnities against losses
the Company to the Myer Equity Plans Trust (Trust) for the purpose
incurred in their role as directors, subject to certain exclusions,
of meeting anticipated exercises of securities granted under the
including to the extent that such indemnity is prohibited by the
LTIP. To calculate the issue price of shares issued to the Trust, the
Corporations Act 2001 (Cth) or any other applicable law. The deeds
Company uses the five-day volume weighted average price of the
stipulate that the Company will meet the full amount of any such
Company’s shares as at the close of trading on the date of issue.
liabilities, costs and expenses (including legal fees).
During the period ended 29 July 2017, 150,000 fully paid ordinary
During the financial year, the Company paid insurance premiums
shares were purchased on market by the Trust and 28,355 shares
for a directors’ and officers’ liability insurance contract that
were transferred from the Trust for performance rights issued
provides cover for the current and former directors, alternate
under the LTIP in 2014 (vested 15 December 2016) and 114,617
directors, secretaries, executive officers and officers of the
shares were transferred from the Trust under the short term
Company and its subsidiaries. The directors have not included
incentive plan. Since 29 July 2017, no shares have been issued to or
details of the nature of the liabilities covered in this contract or
otherwise acquired by the Trust, and no fully paid ordinary shares
the amount of the premium paid, as disclosure is prohibited under
of the Company held by the Trust were transferred to participants
the terms of the contract.
in the LTIP.
15. REMUNERATION REPORT
The Group’s auditor is PricewaterhouseCoopers (PwC). No
payment has been made to indemnify PwC during or since the
financial year end. No premium has been paid by the Group in
The Remuneration Report, which forms part of this Directors’
respect of any insurance for PwC. No officers of the Group were
Report, is presented separately from page 38.
partners or directors of PwC whilst PwC conducted audits of
16. INDEMNIFICATION AND INSURANCE OF DIRECTORS,
OFFICERS AND AUDITORS
17. PROCEEDINGS ON BEHALF OF THE COMPANY
the Group.
The Company’s Constitution requires the Company to indemnify
No person has applied to the court under section 237 of the
current and former directors, alternate directors, executive
officers and officers of the Company on a full indemnity basis
and to the full extent permitted by the law against all liabilities
Corporations Act 2001 for leave to bring proceedings on behalf
of the Company, or to intervene in any proceedings to which the
Company is a party, for the purpose of taking responsibility on
incurred as an officer of the Group, except to the extent covered
behalf of the Company for all or part of those proceedings.
by insurance. Further, the Company’s Constitution permits the
Company to maintain and pay insurance premiums for director
and officer liability insurance, to the extent permitted by law.
No proceedings have been brought or intervened in on behalf of
the Company with the leave of the court under section 237 of the
Corporations Act 2001.
35
DIRECTORS’ REPORT
Continued
18. ENVIRONMENTAL REGULATION
20. AUDITOR’S INDEPENDENCE DECLARATION
The Group is subject to and has complied with the reporting and
A copy of the auditor’s independence declaration as required
compliance requirements of the National Greenhouse and Energy
under section 307C of the Corporations Act 2001 is attached to this
Reporting Act 2007 (Cth) (NGER Act).
Directors’ Report.
The NGER Act requires the Group to report its annual greenhouse
21. ROUNDING OF AMOUNTS
gas emissions and energy use. The Group has implemented
systems and processes for the collection and calculation of
The Company is of a kind referred to in ASIC Corporations
the data required. In compliance with the NGER Act, the Group
(Rounding in Financial/Directors’ Reports) Instrument 2016/191
submitted its eighth report to the Clean Energy Regulator
relating to the ‘rounding off’ of amounts in the Directors’ Report
in October 2016 and is due to submit its ninth report by
and, in accordance with that instrument, amounts in the Directors’
31 October 2017.
No significant environmental incidents have been reported
Report have been rounded off to the nearest thousand dollars, or
in certain cases, to the nearest dollar.
internally, and no breaches have been notified to the Group
22. ANNUAL GENERAL MEETING
by any government agency.
The Group is a signatory to the Australian Packaging Covenant,
which is a national co-regulatory initiative in place of state-based
The Annual General Meeting of the Company will be held on Friday
24 November 2017.
regulatory arrangements for sustainable packaging management.
The Directors’ Report is made in accordance with a resolution of
Members are required to adhere to the covenant commitments,
directors.
which include development and implementation of an action plan
and report annually on progress. Myer submitted its 10th annual
report in March 2017.
19. NON-AUDIT SERVICES
The Company may decide to employ its external auditor on
assignments additional to its statutory audit duties where the
Paul McClintock AO
Chairman
Melbourne, 13 September 2017
auditor’s expertise and experience with the Company and/or
CORPORATE GOVERNANCE STATEMENT
To view our Corporate Governance Statement please visit
myer.com.au/investor.
the Group are important.
Details of the amounts paid or payable to the auditor (PwC)
for audit and non-audit services provided during the year
are set out in the Financial Statements (at note H5).
The Board has considered the position and, in accordance with
advice received from the Audit, Finance and Risk Committee, is
satisfied that the provision of the non-audit services is compatible
with the general standard of independence for auditors imposed
by the Corporations Act 2001. The directors are satisfied that
the provision of the non-audit services by the auditor did not
compromise the auditor independence requirements of the
Corporations Act 2001 for the following reasons:
> all non-audit services have been reviewed by the Audit, Finance
and Risk Committee to ensure that they do not impact on the
impartiality and objectivity of the auditor; and
> none of the services undermine the general principles relating
to auditor independence as set out in APES 110 Code of Ethics
for Professional Accountants.
36 Myer Annual Report 2017
AUDI TOR’S INDEPENDE NC E
Auditor’s Independence Declaration
DECLARATION
As lead auditor for the audit of Myer Holdings Limited for the year ended 29 July 2017, I declare that
to the best of my knowledge and belief, there have been:
(a)
no contraventions of the auditor independence requirements of the Corporations Act 2001 in
relation to the audit; and
(b)
no contraventions of any applicable code of professional conduct in relation to the audit.
This declaration is in respect of Myer Holdings Limited and the entities it controlled during the period.
Auditor’s Independence Declaration
As lead auditor for the audit of Myer Holdings Limited for the year ended 29 July 2017, I declare that
to the best of my knowledge and belief, there have been:
(a)
Jason Perry
Partner
(b)
PricewaterhouseCoopers
no contraventions of the auditor independence requirements of the Corporations Act 2001 in
relation to the audit; and
Melbourne
no contraventions of any applicable code of professional conduct in relation to the audit.
13 September 2017
This declaration is in respect of Myer Holdings Limited and the entities it controlled during the period.
Jason Perry
Partner
PricewaterhouseCoopers
Melbourne
13 September 2017
PricewaterhouseCoopers, ABN 52 780 433 757
2 Riverside Quay, SOUTHBANK VIC 3006, GPO Box 1331 MELBOURNE VIC 3001
T: +61 3 8603 1000, F: +61 3 8603 1999, www.pwc.com.au
Liability limited by a scheme approved under Professional Standards Legislation.
37
PricewaterhouseCoopers, ABN 52 780 433 757
2 Riverside Quay, SOUTHBANK VIC 3006, GPO Box 1331 MELBOURNE VIC 3001
T: +61 3 8603 1000, F: +61 3 8603 1999, www.pwc.com.au
Liability limited by a scheme approved under Professional Standards Legislation.
REMUNERATION REPORT
Dear Shareholders,
On behalf of the Board, we are pleased to present Myer’s FY2017
Remuneration Report.
BUSINESS PERFORMANCE
We have made significant progress in the delivery of New Myer
during FY2017, although we have also been challenged by the
difficult market conditions impacting the retail sector. Our Net
Profit After Tax (NPAT) result of $67.9 million (pre-implementation
costs and individually significant items), while short of our target
to exceed last year’s NPAT of $69.3 million, has been delivered
against a backdrop of increasing competition, subdued consumer
sentiment and discount fatigue.
While we are disappointed to have not reached our target of
exceeding last year’s NPAT, this result demonstrates that Myer has
become a leaner, more productive and efficient retailer, and is
better placed to compete in a rapidly changing environment.
As the retail industry evolves, so too must Myer. Our commitment
to shareholders remains unchanged - we remain dedicated to
evolving into a fashion-forward retailer built on a customer-led
offer, wonderful experiences and connected retail and delivered
through increased productivity and efficiency.
Our Executive Management Group (EMG) is highly capable and
possesses a depth of experience across retail, digital, marketing
and other key areas that are critical to the delivery of our strategy.
This experience, and the ability of our executives to meet
challenging business objectives in a constantly changing market,
will be essential to our delivery of sustainable earnings growth.
Attracting and retaining the talent we need to deliver New Myer
remains a critical priority for the Board. We therefore regularly
review the remuneration framework to ensure that it appropriately
balances shareholder outcomes, executive performance and our
ability to attract and retain talent. The new demands on our industry
and our business, particularly in regards to attraction and retention,
require new and flexible approaches to remuneration. We expect
that this will result in continued upward pressure on both fixed and
at-risk remuneration as we look to other sectors, both locally and
internationally, for the capability we need for the future.
EXECUTIVE REMUNERATION OUTCOMES
The NPAT gateway condition, which requires a minimum level of
NPAT to be achieved before any Short Term Incentive (STI) can be
awarded, was not met in respect of the FY2017 STI, and accordingly
no STI was paid to Executives, including Key Management
Personnel (KMP).
Performance rights granted to KMP under the FY2014 Long Term
Incentive Plan (LTIP) were tested for vesting following the release
of our results in September 2016. The relative Total Shareholder
Return (TSR) and Earnings per Share (EPS) hurdles under this plan
were not met, and accordingly the rights subject to these hurdles
did not vest. The Business Transformation hurdle set in 2014 was
determined by the Board to be partially met, and accordingly,
50 percent of the rights subject to this hurdle (being 12.5 percent
of the maximum grant) vested. The measures that were achieved
included retention of Myer One customers; Net Promoter Score;
38 Myer Annual Report 2017
sales per square metre; increase in basket size (online sales); and
increase in page views. There was only one KMP who participated
in the FY2014 LTIP and therefore had rights vested under this plan.
Performance rights granted to KMP under the FY2015 LTIP will
be tested for vesting following the release of our financial results
in September 2017, against the EPS, relative TSR and Business
Transformation hurdles. Any vesting will be disclosed in our
FY2018 remuneration report.
The Board considers these remuneration outcomes to be
reflective of shareholder outcomes.
CHANGES TO THE FY2017 REMUNERATION FRAMEWORK
This year, the Board made minor adjustments to the remuneration
framework to ensure its continued alignment with strategy
and performance.
In regards to the STI, we have maintained the NPAT gateway,
meaning that no STI awards are paid unless a minimum acceptable
level of NPAT is achieved. If the gateway is achieved, the NPAT
result is assessed as part of a performance ‘scorecard’. In the
scorecard, we balance the emphasis between key financial and
strategic objectives that combine to drive our strategy and deliver
the NPAT result.
In relation to the LTIP, in FY2017 we have moved away from what
was considered a ‘one-off’ transformation LTIP towards a design
that reflects the ongoing nature of our business evolution, beyond
the initial five year transformation period.
The performance hurdles under the revised LTIP are intended
to focus participants on the strategy fundamentals of improving
earnings and return on funds; align to shareholders through
Total Shareholder Return (TSR); and complement the measures
in the STI. The result is a remuneration framework that is closely
aligned to the creation of shareholder value. Both the STI and the
LTIP include ambitious performance hurdles set to align with the
ongoing evolution of the business.
Having regard to the prevailing economic and industry conditions,
and the competitiveness of current remuneration levels, the Board
has determined not to increase Total Fixed Remuneration for the
CEO in FY2017. There has been no change to his fixed remuneration
since his appointment in March 2015.
We hope that you find the Myer Remuneration Report clearly
outlines the links between our strategy, our performance, and
executive remuneration outcomes. We look forward to your
continued support at our Annual General Meeting in November
2017, and welcome any feedback on our remuneration practices
and disclosures.
Yours faithfully,
Paul McClintock, AO
Chairman
Chris Froggatt
Chairman, Human Resources
and Remuneration Committee
REMUNER ATION REPORT
Continued
CONTENTS
2. REMUNERATION STRATEGY
Section 1
Introduction
Section 2 Remuneration Strategy
The remuneration strategy defines the direction for Myer’s reward
framework and policies, and drives the design and application of
Section 3
Company performance and remuneration
programs for all senior managers in the Company, including KMP.
outcomes for FY2017
Myer’s remuneration strategy is to:
Section 4 Changes to remuneration frameworks in FY2017
Section 5 Remuneration governance
Section 6 Executive remuneration
Section 7 Remuneration outcomes for executive KMP
Section 8 Executive service agreements
Section 9 Equity
Section 10 Loans
Attract and retain high calibre executives
> Reward competitively in the markets in which Myer competes
for talent
> Remuneration is flexible enough to respond to the changing
talent and capability requirements of the retail industry
Section 11 Dealing in securities
> Provide a balance of fixed and ‘at risk’ remuneration
Section 12 Non-executive director remuneration
1. INTRODUCTION
Align executive rewards with Myer’s performance
> Align reward outcomes with long term shareholder value
The Directors of Myer Holdings Limited (the Company) present
creation
the Remuneration Report for the financial year ended 29 July
> Assess rewards against objective financial and non-financial
2017 prepared in accordance with the requirements of the
measures
Corporations Act 2001 and its regulations.
> Include at risk components based on both short and long term
This report outlines the remuneration strategy, framework and
performance
other conditions of employment for the KMP, and details the role
> Remunerate or reward based on performance
and accountabilities of the Board and relevant Committees that
support the Board on these matters. In this report, ‘executives’
refers to those members of the Executive Management Team who
have been identified as KMP.
In FY2017 the Board reviewed the remuneration frameworks and
made some changes to ensure that they continue to effectively
meet the Company’s strategic objectives. These changes are
detailed in Section 4: Changes to Remuneration Frameworks in
The information provided within this report has been audited
FY2017.
as required by section 308(3C) of the Corporations Act 2001 and
forms part of the Directors’ Report. The table below details the
Company’s KMP during the 2017 financial year.
The table overleaf summarises the remuneration framework
and objectives for FY2017.
Name
Non-Executive Directors
Role
P McClintock
A Brennan
I Cornell
C Froggatt
J Stephenson(1)
R Thorn
D Whittle
Executive Directors
R Umbers
Chairman, Independent non-executive director
Independent non-executive director
Independent non-executive director
Independent non-executive director
Independent non-executive director
Independent non-executive director
Independent non-executive director
Chief Executive Officer and Managing Director
Executive Key Management Personnel
D Bracken(2)
G Devonport
A Sutton
Deputy Chief Executive Officer and Chief Merchandise and Customer Officer
Chief Financial Officer
Executive General Manager Stores
(1) Ms Stephenson was appointed as a Director on 28 November 2016.
(2) Mr Bracken stepped down as a KMP on 19 July 2017 and is currently serving out his notice period in-line with his contractual obligations.
39
REMUNER ATION REPORT
Continued
STRATEGIC OBJECTIVES &
PERFORMANCE LINK
PERFORMANCE MEASURES
AT-RISK
WEIGHT
TOTAL FIXED
COMPENSATION
(TFC)
> To attract and retain high calibre executives
> Varies based on employee’s experience,
> Provides ‘predictable’ base level of reward
skills and performance
> Set with reference to market using external
benchmark data
> Consideration given to both internal and
-
external relativities across retail and other
relevant sectors
> Designed to drive the short term financial
and strategic objectives of the Company,
which are designed to translate to
shareholder return
> NPAT ‘gateway’ – minimum threshold
performance level below which no STI is paid
> Once gateway is achieved, the NPAT result is
assessed as part of a ‘performance scorecard’
> An NPAT gateway ensures a minimum
and accounts for 60% of the maximum STI
acceptable level of Company profit before
executives receive any STI award
> Key financial and strategic objectives aligned to
the strategy account for 40% of the maximum
> Supports retention and encourages
STI. Measures for FY2017 included:
CEO:
Maximum
80% of TFC
Other
executive
KMP:
Maximum
60% of TFC
SHORT TERM
INCENTIVE
executives to maintain focus on long term
value in addition to annual results, through
a deferred component
- Cost Of Doing Business;
- Cash conversion;
- Store footprint reduction; and
- Safety performance.
> Delivered in equity to align executives with
> Performance measures:
LONG TERM
INCENTIVE
shareholder interests
> Focused on delivery of long term business
strategy and outcomes
> Measures are aligned with the Company
‘Metrics that Matter’
> Measures complement those in the STI to
provide a holistic and aligned reward offer
> Performance Period beyond the initial
transformation period and reflecting the
evolution of the business, to drive ongoing
performance and support the retention of
key executives
- Return on Funds Employed (50% of award)
- EPS growth (25% of award)
- Relative TSR (25% of award)
> Performance measured over a 3 year
Performance Period (FY2017 – FY2019)
> Shares provided on vesting subject
to restriction for 1 year
CEO:
90% of TFC
Other
executive
KMP:
Between
60% and
90% of TFC
TOTAL REMUNERATION
Overall, the total remuneration mix is designed to attract, retain and motivate capable executives and drive delivery of the
transformation strategy and ongoing business evolution, to deliver superior shareholder returns over the short and long term,
while aligning executive remuneration outcomes with the experience of shareholders.
40 Myer Annual Report 2017
REMUNER ATION REPORT
Continued
3. COMPANY PERFORMANCE AND REMUNERATION OUTCOMES FOR FY2017
3.1 COMPANY PERFORMANCE
The Company’s remuneration structure aligns executive remuneration with shareholder interests over the short and long term and
provides an appropriate reward on delivering our strategy.
During FY2017 Myer made substantial progress across all aspects of our strategy. This included:
> Standout performance in our omni-channel and online business with sales up 41.1%;
> Reduced store footprint resulting from store closures at Wollongong, Brookside and Orange, space hand backs at Cairns and Dubbo
and at Richlands Distribution Centre in Queensland;
> Handed back over 30% of our support office floorspace;
> Launched cafes, pop up shops and an ice rink in our Sydney store and partnered with Katy Perry in an innovative marketing campaign;
> Introduced a dedicated clearance floor at our Frankston store;
> Rolled out new and upgraded brand destinations as well as 73 upgraded MEB master brand fitouts and dedicated service models for
Basque, Piper and BLAQ; and
> Introduced new wanted brands including Forever New, Roxy, Quicksilver, Darren Palmer, Home and 2XU.
The table below presents the Company’s annual performance against key financial metrics since 2013.
Basic EPS (cents)
NPAT before individually significant items ($m)
NPAT after individually significant items ($m)
Dividends (cents per share)
Share price at beginning of year ($)
Share price at end of year ($)
Market capitalisation ($m)
FY2013
FY2014
FY2015
FY2016(1)
FY2017
21.8
127.2
127.2
18.0
1.83
2.66
16.8
98.5
98.5
14.5
2.66
2.24
13.2
77.5
29.8
7.0
2.24
1.18
1,552.4
1,311.9
694.0
8.8(2)
69.3
60.5
5.0
1.18(3)
1.34(4)
1,100.5
8.3(2)
67.9
11.9
5.0
1.34
0.77
632.4
(1)
FY2016 results were impacted by the fully underwritten accelerated pro rata non-renounceable Entitlement Offer completed by the Company in September
2015. The Entitlement Offer resulted in the issue of 234,661,660 new shares at $0.94 per share.
(2) FY2015, FY2016 and FY2017 Basic EPS exclude Individually Significant Items.
(3) Share price before the Entitlement Offer completed in September 2015.
(4) Share price after the Entitlement Offer completed in September 2015.
3.2 REMUNERATION OUTCOMES
Total Fixed Compensation
FY2017 Outcomes
A review of Total Fixed Compensation (TFC) for KMP, including the CEO, was undertaken by the Human Resources
and Remuneration Committee in the 2017 financial year. Only one adjustment was made at this time, being a
7.4 percent increase to TFC for Mr Devonport effective 20 July 2017, in recognition of his increased responsibilities
for both Strategy and Business Development across the business.
No further increases to TFC were made for KMP during FY2017, as the Board believes that KMP remuneration
is appropriately positioned against the comparator market. There has been no increase to the CEO’s fixed
remuneration since his appointment in FY2015.
Short Term Incentive
FY2017 Outcomes
The net profit gateway condition, which requires a minimum level of NPAT to be achieved before STI can be
awarded, was not met in respect of the FY2017 STI. Accordingly, no STI was payable to any participants.
Individual performance objectives for the Executive Management Team are based on a range of financial and
strategic measures linked to the metrics that matter and strategic priorities, which combined deliver the business
strategy. The following STI objectives were achieved in FY2017, and, had the gateway been achieved, payment would
have been made in respect of these measures:
> Reduction in Cost of Doing Business as a percentage of sales;
> Cash conversion;
> Reduction in store footprint;
> Lost Time Injury Frequency Rate (LTIFR).
41
REMUNER ATION REPORT
Continued
Long Term Incentive
FY2017 Outcomes
FY2014 LTIP (granted in November 2013)
As noted in the FY2016 remuneration report, the performance rights granted to executives in November 2013
were tested against the EPS, relative TSR and Business Transformation hurdles following the release of our financial
results in September 2016. The hurdles for EPS and relative TSR were not met and accordingly the rights subject
to these performance hurdles lapsed.
The performance rights subject to the Business Transformation hurdle were assessed and determined by the
Board to have been partially met, and accordingly, 50 percent of these rights vested, being 12.5 percent of the
total number of rights granted.
The Business Transformation measures compare Myer’s actual performance against the target performance for the
Business Transformation Hurdle metrics set out in Myer’s business plan, and were set to measure the way in which
the Company is transforming in a time of continued structural realignment of the retail industry. The assessed
level of performance for the Business Transformation hurdle for the period 28 July 2013 to 30 July 2016 under
the FY2014 LTIP is shown below:
Measure
Loyalty
Hurdle
Achieved Performance
> Improved retention of MYER one customers
Increased total number of premium &
(premium & platinum members)
platinum members by more than 50%
> Increased MYER one sales as a percentage of business sales
Customer Service
> Net Promoter Score
> Customer conversion rate
Space Optimisation
> Target sales per square metre
> Target profit per square metre
Merchandise
> Mix of wholesale, MEB and concession sales
> Target Operating Gross Profit
Omni-Channel
> Increase in basket size
> Increase in number of page views
FY2015 LTIP (granted in December 2014)
-
NPS improvement greater than 20%
-
Increased by 8.1%
-
-
-
Increased by more than 15%
Increased by more than 150%
Performance rights granted to KMP in December 2014 under the FY2015 LTIP will be tested for vesting following
the release of the Company’s financial results in September 2017, against the EPS, relative TSR and Business
Transformation hurdles. Full details of performance against the hurdles and any vesting will be reported in the
Company’s FY2018 remuneration report.
42 Myer Annual Report 2017
REMUNER ATION REPORT
Continued
3.3 TAKE-HOME PAY
The table below sets out the actual remuneration earned by KMP in FY2017. The table has not been prepared in accordance with
accounting standards but has been provided to clearly outline the remuneration outcomes for Executive KMP. Remuneration outcomes
prepared in accordance with the accounting standards are provided in Section 7.
A review of TFC for KMP, including the CEO, was undertaken by the Human Resources and Remuneration Committee in the 2017
financial year. Only one adjustment was made at this time, being a 7.4 percent increase to TFC for Mr Devonport effective 20 July 2017,
in recognition of his increased responsibilities for both Strategy and Business Development across the business.
No further increases to TFC were made for KMP during FY2017, as the Board believes that KMP remuneration is appropriately positioned
against the comparator market. There has been no increase to the CEO’s fixed remuneration since his appointment in FY2015.
Short Term Incentive
Long Term
Incentive
Cash
salary(1)
Super-
annuation(2)
FY2016
STI(3)
STI deferred
from prior year
Vested
LTIP(4)
Actual FY2017
Remuneration
2017
2017
2017
2017
1,180,384
19,616
224,793
1,030,937
857,190
640,384
20,650
19,616
19,616
136,252
125,708
96,349
-
-
-
-
-
-
-
15,269
1,424,793
1,187,839
1,002,514
771,618
Name
Executive Directors
R Umbers
Executive KMP
D Bracken(5)
G Devonport
A Sutton
(1)
Cash salary includes short term compensated absences and any salary sacrifice arrangement implemented by the Executives, including additional
superannuation contributions.
(2) Executives receive a statutory superannuation contribution up to a threshold limit in line with the ATO published maximum superannuation
contribution base.
(3) STI payments relating to FY2016 performance and conditions, but paid during FY2017. Includes only the non-deferred component.
(4) The number of performance rights vesting under the FY2014 LTIP multiplied by the Myer share price at vesting (calculation assumes a share price of $1.37).
(5) Mr Bracken stepped down as a KMP on 19 July 2017.
43
REMUNER ATION REPORT
Continued
4. CHANGES TO REMUNERATION FRAMEWORKS IN FY2017
Short term incentive plan
Changes in FY2017
Following a review of the remuneration framework, the Board approved some changes to the design of the STI plan
applicable to KMP in FY2017. These changes are outlined below, with additional detail provided in Section 6.2.
Weighting of Performance Measures
Once the gateway is achieved, a scorecard is assessed to determine individual awards under the STI plan. The NPAT
result forms part of the scorecard, which balances the emphasis between the key financial and strategic objectives
that together combine to drive our strategy. The NPAT measure accounts for 60 percent of the scorecard for KMP
in FY2017, a reduction from 80 percent in FY16. Performance against other financial and strategic objectives linked
to the metrics that matter and strategic priorities determine the remaining 40 percent of the scorecard. The Board
has determined that this change maintains the importance of NPAT in determining any payout to participants,
whilst allowing sufficient weighting to be placed on other measures linked to the achievement of transformation
objectives.
Long term incentive plan
Changes in FY2017
The Board has reviewed the structure of the LTIP for FY2017 and made amendments to key design features as
planned, to revert from what was considered a ‘one-off’ transformation LTIP towards a design that reflects the
ongoing nature of our business evolution, beyond the initial five year transformation period.
The prior year LTIP (FY2016 LTIP) comprised an initial award (Initial Award) of performance rights subject to Return
on Funds Employed (ROFE) and sales per square metre hurdles. If these hurdles are achieved and the Initial Award
vests, an additional award of performance rights (Additional Award) is awarded, equal to 50 percent of the number
of Initial Award performance rights vested, and subject to a relative TSR and an EPS hurdle. Together, the two
components of the FY2016 LTIP have a five year Performance Period in total, in line with the delivery of the initial
transformation program.
The changes to the LTIP for the FY2017 plan year are outlined below, with additional detail provided in Section 6.3.
Shareholders approved the grant of performance rights to the CEO under the new plan design at the Company’s
FY2016 Annual General Meeting. Awards under this plan have also been made to other members of the Executive
Management Team and incumbents in key strategic roles in the Company.
FY2017 LTIP
An award of performance rights with three performance hurdles, designed to reflect long-term business
performance:
> 50 percent of the award is subject to growth in Return on Funds Employed (ROFE) over the Performance Period
(ROFE hurdle)
> 25 percent of the award is subject to compound annual growth in Earnings per Share over the Performance
Period (EPS hurdle)
> 25 percent of the award is based on the Company’s Total Shareholder Return relative to an agreed peer group
(TSR hurdle)
The Performance Period is three years. Any shares provided on vesting of the performance rights will be subject to
a restriction period of 12 months post vesting.
The hurdles for the FY2017 LTIP have been chosen to align with shareholder returns and the delivery of shareholder
value over the Performance Period. A more detailed explanation of why the hurdles were chosen is included in
Section 6.3.
44 Myer Annual Report 2017
REMUNER ATION REPORT
Continued
5. REMUNERATION GOVERNANCE
5.2 USE OF REMUNERATION CONSULTANTS
5.1 ROLE OF THE HUMAN RESOURCES
AND REMUNERATION COMMITTEE
To ensure it is fully informed when making remuneration decisions,
the Committee draws on services from a range of external sources,
including remuneration consultants where appropriate. The
The Board reviews its role, responsibilities, and performance
Company’s guidelines on the use of remuneration consultants aim
annually to ensure that the Company continues to maintain and
to ensure the independence of remuneration consultants from
improve its governance standards.
Myer’s management, and include the process for the selection of
The Board is responsible for ensuring the Company’s remuneration
consultants and the terms of engagement.
strategy is equitable and aligned with Company performance and
Remuneration consultants are engaged by the Committee
shareholder interests. The Board conducts an annual review of
Chairman, and report directly to the Committee. As part of this
the remuneration strategy of the business. To assist with this, the
engagement, an agreed set of protocols to be followed by the
Board has established a Human Resources and Remuneration
consultants, the Committee, and management, have been devised
Committee (Committee) made up of non-executive directors only.
that determine the way in which remuneration recommendations
The Committee charter is available on the Company’s Investor
are developed and provided to the Board. This process is intended
to ensure that any recommendation made by the remuneration
consultant is free from undue influence by the KMP to whom any
recommendations may relate.
During FY2017 the Board continued to engage Ernst & Young (EY)
to provide various remuneration advice, including benchmarking
data, market commentary and professional guidance regarding
Myer’s executive remuneration and incentive plans. During this
engagement no remuneration recommendations as defined by the
Corporations Act 2001 were provided to the Company by EY.
Centre website.
When making remuneration decisions, the Committee will also
give consideration to the Company’s internal succession plan and
capability profile.
Ms Chris Froggatt chairs the Committee. Other members of the
Committee are Ms Anne Brennan and Mr Ian Cornell.
In performing its role, the Committee has the responsibility to
make recommendations to the Board on:
> non-executive director fees;
> executive remuneration (for the Managing Director and CEO
and other executives) including specific recommendations on
remuneration packages and other terms of employment;
> the overarching remuneration framework including the policy,
strategy and practices for fixed reward and both short and long
term incentive plans and performance hurdles; and
> the health of the organisation, succession coverage and
strength, organisational culture and diversity.
The Committee has been established under rule 8.15 of the
Constitution of the Company. Further information on the role of
the Committee, its membership and meetings held throughout
the year will be set out in the Corporate Governance Statement
(available on the Company’s website) and the Directors’ Report.
The Chairman, the CEO, and the Head of the Human Resources
function are regular attendees at the Committee meetings. The
CEO was not present during any Committee or Board meetings
when his remuneration was considered or discussed during the
financial year.
The Committee must at all times have regard to, and notify the
Board as appropriate, of all legal and regulatory requirements,
including any shareholder approvals required in connection with
remuneration matters.
The Committee Chairman or if she is not available, a Committee
member, will attend the Annual General Meeting and be available
to answer any questions from shareholders about the Committee’s
activities or, if appropriate, the Company’s remuneration
arrangements.
45
REMUNER ATION REPORT
Continued
6. EXECUTIVE REMUNERATION
Remuneration for executives is delivered through a mix of fixed and variable (or ‘at risk’) pay, and a blend of short and longer term
incentives. As executives gain seniority within the Company, the balance of this mix shifts to a higher proportion of ‘at risk’ pay.
As outlined in the table in Section 2: Remuneration Framework, executive remuneration is made up of three components:
> TFC – base pay and benefits, including superannuation;
> STI; and
> LTI.
The combination of these components comprises an executive’s total remuneration. The chart below shows the relative weighting
of each component, as a proportion of the total potential remuneration for KMP, for the 2017 financial year:
Chief Executive Officer & Managing Director
37%
15%
15%
33%
Deputy CEO & Chief Merchandise and Customer Officer
40%
12%
12%
36%
Chief Financial officer
40%
12%
12%
36%
Executive General Manager Stores
45%
14%
14%
27%
TFC
STI
STI (deferred)
LTI
6.1 TOTAL FIXED COMPENSATION
TFC provides the base level of reward and is set at a level to attract and retain high calibre executives.
Features of Total Fixed Compensation
What is included
TFC is structured as a total fixed remuneration package, made up of base salary, superannuation, other benefits and
in TFC?
Fringe Benefits Tax, where applicable. Some of the benefits include the opportunity to receive a portion of their
How is TFC
reviewed?
fixed remuneration in a variety of forms, including fringe benefits such as motor vehicles, or to make additional
contributions to superannuation or retirement plans (as permitted by relevant legislation).
TFC levels for each executive are set with reference to the market, the scope and nature of each role, the
incumbent’s experience and individual performance.
The Committee reviews and makes recommendations to the Board regarding TFC for KMP and senior executives
annually in July, having regard to Company and individual performance and relevant comparative remuneration
in the market. Annual adjustments approved by the Board are effective 1 February. The Board may also consider
adjustments to executive remuneration outside of this as recommended by the CEO, such as on promotion or as
a result of additional duties performed by the executive.
Where new senior executives join the Company or existing executives are appointed to new roles, a review and
benchmarking of fixed and total remuneration is conducted prior to the offer and execution of a new employment
contract.
Which benchmarks
Remuneration for KMP is considered in the context of the skills and experience being sought and the global senior
are used?
retail market, as well as in relation to the other industries where we are increasingly seeking talent. Benchmarking
is also undertaken against local industry peer groups and companies with a similar market capitalisation to Myer
where relevant for the roles under review.
46 Myer Annual Report 2017
REMUNER ATION REPORT
Continued
6.2 SHORT TERM INCENTIVE
Myer’s STI plan for KMP and other senior executives operates on an annual basis subject to Board review and approval. The FY2017 STI
applied to all eligible executives including KMP, subject to certain conditions and performance criteria being met which are reviewed and
approved annually by the Board.
Form and purpose of the plan
What is the
The STI plan is an annual, at risk component of an executive’s reward opportunity, designed to put a meaningful part
STI plan?
of the executive’s remuneration at risk. Payment under the STI is subject to achieving pre-determined Company
and individual performance criteria. All senior managers, including the KMP and Group Executive participate in the
STI.
What is the
STI targets are set as a percentage of the executive’s TFC. The current target levels for KMP are set out below.
value of the STI
opportunity?
> CEO – 80 percent of TFC
> Other KMP – 60 percent of TFC
Does the STI
40 percent of any award payable to members of the Group Executive is deferred for a period of 12 months following
include a deferred
the end of the Performance Period.
component?
The deferred component of the CEO’s STI is provided as Restricted Shares while the deferred component for other
Group Executives is paid in cash following the end of the deferral period.
Gateway and performance measures
Is there a
The Board considers it critical that the Group should achieve a minimum acceptable level of profit before any
performance
payments are made under the STI plan, to reflect the focus on returns to shareholders. No STI is awarded to any
‘gateway’ and how
participants if minimum performance across the Company does not reach the pre-determined threshold NPAT
is it determined?
level.
The NPAT gateway is determined by the Board each year, with reference to the annual business plan, economic
conditions and other relevant factors.
Performance at or above the NPAT gateway determines the size of the STI pool which is available for payment, with
profit above the threshold split between shareholders and STI plan participants, with a greater allocation towards
shareholders. The size of the STI pool is then used to moderate the total outcome for all participants, resulting in
individual payouts that are proportional to their achievement and the size of the pool.
To incentivise performance against the transformation agenda, the FY2017 STI was structured around two key
components:
> NPAT, weighted at 60 percent of the total potential award; and
> Individual objectives, including key financial measures related to the executive’s role, weighted at 40 percent of
the total potential award.
While each measure is assessed in isolation, any payment is subject to the achievement of the NPAT gateway.
What were
the FY2017
performance
measures?
Why were the
Overall performance measures are selected to align with annual and long term business plans. Details of the FY2017
performance
performance measures, and the strategic objectives they are aligned to, are set out in the table in section 2.
measures selected?
The Board believes that the largest component of an executive’s STI award should be driven by the financial
performance of the Company, and accordingly 60 percent of the STI is linked to Company NPAT, providing close
alignment with shareholder outcomes.
Other financial and strategic objectives in the performance scorecard are set by the CEO (and approved by the
Committee and the Board), and, combined with the Company NPAT measure, are intended to drive our strategy
and deliver our financial results. These objectives and their targets align with our key financial metrics and strategic
goals, and the measures selected for each executive are determined by reference to the specific objectives of the
executive’s role for the financial year.
Given that STI rewards are contingent on performance across a range of measures, maximum STI rewards can only
be achieved for performance that is strong on all measures.
Are the STI
The disclosure of prospective STI measures and targets would provide the market and our competitors with our
performance
financial forecasts, and it is for this reason, we do not disclose them in advance. We will disclose outcomes and/
measures and
targets disclosed?
or performance against targets in instances where the disclosure would not involve the release of commercially
sensitive information.
47
REMUNER ATION REPORT
Continued
Governance
When are
Performance objectives and targets are set at the beginning of the financial year, while performance against these
performance
targets is reviewed following the end of the financial year.
targets set and
reviewed?
How is
The Committee determines whether, or the extent to which, each target is satisfied following the end of the
performance
financial year, once the Company’s annual accounts are audited and have been approved by the directors.
measured?
If the hurdle is satisfied, an STI may be paid to participating KMP and other executives. The quantum of any STI
reward provided will depend on the extent to which the maximum reward is achieved. A minimum threshold is also
set, below which no STI reward will be provided. Once it has been determined whether each objective has been
satisfied, the Committee will make a recommendation to the Board for approval of the STI awards to be paid to the
CEO and executives.
The Committee is responsible for assessing whether the performance criteria are met. To help make this
assessment, the Committee receives reports on the Company’s performance from management. All proposed
STI awards are verified by internal and external audit review prior to any award being made. The Committee has
the discretion to recommend to the Board an adjustment to any award in light of unexpected or unintended
circumstances.
When are
The component of the STI awards approved by the Board that is not subject to deferral is paid to participating KMP
incentives paid?
and executives in the month following the release of the Company’s results to the ASX.
The deferred component of the CEO’s STI is provided as Restricted Shares, which the CEO will not be able to deal
with during the 12 month deferral period. The deferred component of other Group Executives is paid in cash
following the end of the 12 month deferral period.
Cessation of employment, clawback or change of control
If an individual
Participants leaving employment during the performance year are generally not eligible to receive an award under
ceases employment
the STI. In certain circumstances (such as redundancy), the Board may consider eligibility for a pro rata payment.
during the
performance year,
will they receive
a payment?
Does a ‘clawback’
The STI Plan allows the Board to take any steps that it determines appropriate to recover from the individual
apply?
executive any STI reward that was incorrectly provided as a result of a material misstatement in, or omission from,
the Company’s financial statements. The provision applies only to those executives who were KMP of the Company
at the time the financial statements were approved by the Board and issued by the Company.
How would a
The Board has absolute discretion in relation to the treatment, payment or provision of STI awards on a change of
change of control
control, which it would exercise in the best interests of the Company. The Board may also give the CEO notice that
impact on STI
the restriction period for any Restricted Shares will end if certain change of control events occur.
entitlements?
FY2017 Outcomes
A detailed discussion of the FY2017 STI outcomes is presented in section 3.2. The percentage of the available STI reward that was paid in
the financial year, and the percentage and value that was not paid is set out below:
Name
R Umbers
D Bracken(2)
G Devonport
A Sutton
Maximum STI
STI %
Actual STI
Actual STI
Total STI
(as % of TFC) Maximum STI
awarded
paid (cash)
deferred
Awarded
Proportion
Amount
of max. STI
not paid(1)
of max. STI
not paid(1)
80%
60%
60%
60%
$960,000
$600,000
$525,000
$396,000
0.0%
0.0%
0.0%
0.0%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
100%
$960,000
100%
$600,000
100%
100%
$525,000
$396,000
(1)
Reflects the proportion and amount of the maximum STI that was forfeited due to the performance criteria not being achieved and scaling of the STI pool.
(2) Mr Bracken stepped down as a KMP on 19 July 2017.
48 Myer Annual Report 2017
REMUNER ATION REPORT
Continued
6.3 FY2017 LONG TERM INCENTIVE PLAN
Features of the LTIP are outlined in the table below. In FY2017 the Board granted performance rights under the LTIP to KMP and other
senior executives.
Form and purpose of the plan
What is the LTIP?
The LTIP is an incentive that is intended to promote alignment between executive and shareholder interests over
the longer term. Under the LTIP, performance rights may be offered annually to the CEO and nominated executives,
including KMP. The employees invited to participate in the plan include executives who are considered to play a
leading role in achieving the Company’s long term strategic and operational objectives.
Each right offered is an entitlement to one fully paid ordinary share in the Company, subject to adjustment for
capital actions, on terms and hurdles determined by the Board, including hurdles linked to Company performance
and service.
How is the LTIP
The LTIP is delivered via a grant of performance rights. The number of performance rights that vest is not
delivered?
determined until after the end of the Performance Period.
The performance right will therefore not provide any value to the holder between the dates the performance right
is granted and the end of the Performance Period, and then only if the performance hurdles are satisfied.
Performance rights do not carry entitlements to ordinary dividends or other shareholder rights until the
performance rights vest and shares are provided. Accordingly, participating executives do not receive dividends
during the Performance Period.
How is the number
The number of performance rights for each executive is determined as part of the calculation of total remuneration
of performance
for an executive role. The Committee determines LTIP awards by assessing the quantum required to provide a
rights determined?
market competitive total remuneration level, for on target performance.
The exact number of performance rights allocated depends on each executive’s LTIP target. The value of the
performance rights at the time they are granted is calculated based on the Volume Weighted Average Price (VWAP)
of the Company’s shares for the five trading days up to and including the closing date of the offer, which generally
falls within 10 days of the Company’s Annual General Meeting.
Vesting and performance hurdles
What is the
The Performance Period commences at the beginning of the financial year in which the performance rights are
Performance
granted. For the performance rights granted under the FY2017 LTIP, the Performance Period started on 31 July 2016
Period?
and ends after three years on 27 July 2019. Following the end of the Performance Period and after the Company has
What are the
performance
hurdles?
lodged its full year audited financial results for 2019 with the ASX, the Board will test the performance hurdles that
apply to the FY2017 LTIP offer and will determine how many performance rights (if any) are eligible to vest.
The performance measures approved by the Board for the FY2017 LTIP offer were ROFE, EPS and relative TSR:
> 50 percent of the Award is subject to the ROFE hurdle.
> 25 percent of the Award is subject to the EPS hurdle.
> 25 percent of the Award is subject to the TSR hurdle.
Why were the
The hurdles were chosen to align shareholder returns with executive reward outcomes over the three year
performance
Performance Period and to complement the measures in the STI plan.
hurdles chosen?
The ROFE Hurdle balances the transformation requirements with the needs of shareholders. Significant investment
in additional capital, and an increase in short term costs are required in the first three years of the New Myer plan.
This will be instrumental in transforming the business and achieving sustained improvements in earnings and share
price.
The Board considers EPS the most effective measure for determining the underlying profitability of the business.
The TSR Hurdle was selected in order to ensure alignment between comparative shareholder return and reward for
executives. This measure also provides a direct comparison of the Company’s performance over the Performance
Period against a comparator group of companies that would, broadly, be expected to be similarly impacted by
changes in market conditions. As there are few direct department store competitors listed in the Australian market,
the peer group is focused on companies with similar impacts and scope.
49
REMUNER ATION REPORT
Continued
What is the vesting
The number of performance rights that vest will depend on how well Myer has performed during the Performance
framework?
Period. For superior performance, 100 percent of the performance rights will vest. Only a percentage of
performance rights will vest for performance below that level. If Myer does not achieve certain minimum thresholds
then all the applicable performance rights will lapse and no performance rights can vest.
For the FY2017 LTIP offer the following vesting hurdles apply:
Performance rights subject to the ROFE Hurdle (50 percent of the Award)
The Company’s ROFE at the end of the
% of performance rights subject to the ROFE Hurdle that will
Performance Period
Up to but excluding 15.0%
vest (rounded down to the nearest whole number)
Nil
Including 15.0% and up to but excluding 16.5%
Pro rata, with linear progression between 50% and up to 100%
16.5% or greater
100%
Performance rights subject to the EPS Hurdle (25 percent of the Award)
The EPS Hurdle will be tested over the Performance Period by calculating the compound annual growth rate in the
Company’s EPS using EPS at the end of FY2016 as the base year. The resulting growth rate will be used to determine
the level of vesting for the performance rights subject to the EPS Hurdle.
The table below sets out the percentage of performance rights subject to the EPS Hurdle that can vest depending
on the Company’s growth in EPS:
Growth in EPS
(rounded down to the nearest whole number)
Up to but excluding 20%
Nil
Including 20% and up to but excluding 25%
Pro rata, with linear progression between 50% and up to 100%
% of performance rights subject to the EPS Hurdle that will vest
25% or greater
100%
Performance rights subject to the TSR Hurdle (25 percent of the Award)
The TSR Hurdle will be tested following the end of the Performance Period by comparing the Company’s total
shareholder return performance over the Performance Period relative to a set peer group. The peer group consists
of Standard & Poor’s ASX 200 market constituents (excluding Finance, Health Care, Utilities, Consumer Staples
Global Industry Classification Standard (GICS) sectors and Metals and Mining or Oil, Gas and Consumer Fuels GICS
Industry groups).
The table below sets out the percentage of performance rights subject to the TSR Hurdle that can vest depending
on the Company’s relative TSR performance:
TSR performance
(rounded down to the nearest whole number)
Up to but excluding 50th percentile
Nil
Including 50th percentile and up to but
Pro rata, with linear progression between 50% and up to 100%
% of performance rights subject to the TSR Hurdle that will vest
excluding 75th percentile
75th percentile or greater
100%
No. Each performance hurdle is only tested once at the end of the Performance Period.
Are the
performance
hurdles subject to
retesting?
Do any restrictions
Any shares provided on vesting of the performance rights will be subject to a restriction period of one year, during
apply once the
which they cannot be sold, transferred or otherwise dealt with.
rights vest?
50 Myer Annual Report 2017
REMUNER ATION REPORT
Continued
Cessation of employment, change of control, clawback, participation in future issues and hedging arrangements
Cessation of
employment
The treatment of performance rights on cessation of employment will depend on the date as well as the
circumstances of cessation. Generally, if an executive ceases employment on or before the end of the restriction
period due to resignation, termination for cause or gross misconduct, they will forfeit any interest in the rights.
If employment ceases on or before the end of the restriction period for other reasons, the executive will retain
an interest in the vested shares. Subject to applicable law, the Board has a discretion to allow different treatment
(although the discretion is only likely to be exercised in exceptional circumstances).
How would a change
The Board has absolute discretion to allow full or pro rated accelerated vesting of performance rights in the event
of control impact
of certain change of control events, and would exercise this discretion in the best interests of the Company.
LTIP entitlements?
Does a ‘clawback’
The LTIP includes provisions for rights to lapse and interests in shares allocated and subject to restriction to
apply?
be forfeited, at the Board’s discretion, if rights or shares are granted, eligible to vest or allocated as a result of
a material misstatement in, or omission from, the Company’s financial statements. The Myer Board would only
exercise this discretion in respect of those executives who were KMP of the Company at the time the financial
statements were approved by the Board and issued by the Company.
How would a
The rights and entitlements attaching to performance rights may be adjusted if the Company undertakes a bonus
bonus or rights
or rights issue or a capital reconstruction in relation to the Company’s shares. For example, in the event of a rights
issue impact
issue, the number of shares which an executive is entitled to be allocated on exercise of performance rights may be
performance rights
changed in a manner determined by the Myer Board and consistent with the ASX Listing Rules.
under the LTIP?
Do performance
At the end of the applicable Performance Period, any performance rights that have not vested will lapse and no
rights expire?
shares will be provided for those performance rights.
Do any other
Executives are forbidden from entering into any hedging arrangements affecting their economic exposure to
restrictions apply
Performance Rights or restricted shares.
to Performance
Rights prior to
vesting or subject
to restriction?
Executives are also forbidden from entering into transactions or arrangements prohibited under the Company’s
Securities Dealing Policy.
In FY2017, KMP and other senior executives received a grant of performance rights under the LTIP. The awards granted may deliver value
to executives at the end of the three year Performance Period, subject to satisfaction of performance hurdles as set out in the table
above.
In addition, under the conditions of his appointment, Mr Devonport was awarded additional performance rights to the value of $200,000
under the LTIP in FY2017. These performance rights are subject to a condition of continuous employment with the Company through to
the end of the Performance Period for the FY2017 LTIP.
The following table summarises the FY2017 performance rights granted to KMP during the year:
Total value of
Valuation of each
Number of
performance rights
performance right
performance
at grant date $
at grant date $
rights granted
Exercise
price
Name
R Umbers
1,080,000
1.25
0.84
1.25
1.25
0.84
1.25
1.25
0.84
1.25
1.34
1.25
0.84
1.25
404,221
202,111
202,111
336,851
168,426
168,426
294,745
147,372
147,373
149,711
148,214
74,108
74,107
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
Applicable
Performance
End of
hurdles
ROFE
TSR
EPS
ROFE
TSR
EPS
ROFE
TSR
EPS
Service
ROFE
TSR
EPS
Period
27 July 2019
27 July 2019
27 July 2019
27 July 2019
27 July 2019
27 July 2019
27 July 2019
27 July 2019
27 July 2019
27 July 2019
27 July 2019
27 July 2019
27 July 2019
D Bracken(1)
900,000
G Devonport
987,500
A Sutton
396,000
(1)
Mr Bracken stepped down as a KMP on 19 July 2017. The performance rights in this table held by Mr Bracken will lapse when he leaves the Company’s
employment.
51
REMUNER ATION REPORT
Continued
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52 Myer Annual Report 2017
REMUNER ATION REPORT
Continued
7.1 UNVESTED PERFORMANCE RIGHTS
Details of performance rights granted to KMP under the previous equity incentive plans that remain unvested as at 29 July 2017 are set
out in the table below:
Grant type
Rights (EPS hurdle)(1)
Rights (TSR hurdle)(1)
Value per
Vesting date (if holder
Number of
instrument at
remains employed by a
Grant date
instruments
grant date $
Myer Group company)
Expiry date
15 Dec 2014
15 Dec 2014
215,624
431,250
215,624
Rights (Business Transformation hurdle)(1)
15 Dec 2014
Rights (Service hurdle)(1,2)
Rights (Service hurdle)(3)
Rights (ROFE hurdle)
Rights (Sales/SQM hurdle)
Rights (Service hurdle)(3)
Rights (ROFE hurdle)
Rights (EPS hurdle)
Rights (TSR hurdle)
Total
15 Dec 2014
375,000
5 Jan 2016
5 Jan 2016
5 Jan 2016
22 Dec 2016
173,913
1,359,781
1,359,781
149,711
22 Dec 2016
1,184,031
22 Dec 2016
22 Dec 2016
592,017
592,017
6,648,749
$1.08
$0.30
$1.08
$1.08
$1.01
$1.01
$1.01
$1.34
$1.25
$1.25
End of Performance Period
31 Oct 2017
End of Performance Period
31 Oct 2017
End of Performance Period
31 Oct 2017
End of Performance Period
31 Oct 2017
End of Performance Period
31 Oct 2018
End of Performance Period 31 Oct 2020
End of Performance Period 31 Oct 2020
End of Performance Period
31 Oct 2019
End of Performance Period
31 Oct 2019
End of Performance Period
31 Oct 2019
$0.84
End of Performance Period
31 Oct 2019
(1)
The Board considers it important that participants are protected from the dilutive impacts of a rights issue in which they are ineligible to participate.
The Board therefore determined in August 2015, in accordance with the terms of the FY2014 and FY2015 LTI awards, to adjust the number of shares that may
be provided on exercise of the performance rights to take into account the dilution in the value of the Company following the entitlement offer made in
September 2015 so that performance rights holders are not disadvantaged as a result of the rights issue. The number of shares which a performance rights
holder is entitled to be provided with in the event that the relevant performance rights vest will be calculated in accordance with the following calculation:
= PR x (B/A)
where:
PR = the total number of shares the performance rights holder is entitled to be provided with on exercise of a performance right prior to the entitlement
offer;
A = the theoretical price (Theoretical Ex-Rights Price or TERP) at which Myer shares should trade immediately after the ex-date for the Entitlement Offer
(being $1.1329); and
B = the share price at which Myer shares traded at the close of business on the day immediately prior to the Entitlement Offer (being $1.21).
(2) These performance rights apply to Mr Umbers (250,000 rights) and Mr Bracken (125,000 rights). Mr Bracken’s performance rights will lapse in October 2017
as a result of him leaving the Company’s employment.
(3) These performance rights apply to Mr Devonport.
Details of performance rights over ordinary shares in the Company currently provided as remuneration and granted during the current
year to executive KMP are set out below. Further information on the LTIP is set out in note H4 of the Financial Statements.
7.2 EQUITY INSTRUMENTS GRANTED TO KMP
Name
R Umbers
D Bracken(3)
G Devonport
A Sutton
Value of
Number of
performance
rights granted(1)
performance rights
at grant date(2)
$
808,443
673,703
739,201
296,429
1,080,000
900,000
987,500
396,000
Vesting Date
27-Jul-19
27-Jul-19
27-Jul-19
27-Jul-19
Number of
rights vested
Value of rights
at vest date
during the period
-
-
-
$
-
-
-
11,145
14,154
(1)
No performance rights were granted to Non-Executive Directors during the reporting period.
(2) The VWAP for the allocation of the 2017 grant was $1.3359.
(3) Mr Bracken stepped down as a KMP on 19 July 2017. The performance rights in this table held by Mr Bracken will lapse when he leaves the Company’s
employment.
7.3 SHARES PROVIDED ON EXERCISE OF OPTIONS
There were no ordinary shares in the Company provided as a result of the exercise of options to any director of the Company and KMP.
No amounts are unpaid on any share provided on the exercise of options.
53
REMUNER ATION REPORT
Continued
7.4 LONG TERM INCENTIVES ON ISSUE
For each grant of options or grant of performance rights included in this report, the percentage of the grant that was paid, or that
vested, in the financial year, and the percentage and value that was forfeited because the service and performance criteria were not met
is set out below. Options and performance rights vest provided the vesting conditions or performance hurdles are met. No options or
performance rights will vest if the hurdles (either service or performance) are not satisfied, therefore the minimum value of the options
or performance rights yet to vest is nil.
Name
R Umbers
D Bracken(3)
G Devonport
A Sutton
Grant date
22 Dec 2016
5 Jan 2016
15 Dec 2014(2)
22 Dec 2016
5 Jan 2016
15 Dec 2014
22 Dec 2016
5 Jan 2016
22 Dec 2016
5 Jan 2016
15 Dec 2014(2)
27 Nov 2013
Expiry date
31 Oct 2019
31 Oct 2020
31 Oct 2017
31 Oct 2019
31 Oct 2020
31 Oct 2017
31 Oct 2019
31 Oct 2020
31 Oct 2019
31 Oct 2020
31 Oct 2017
31 Oct 2016
Vested
%
Forfeited
performance
%
rights
value of grant yet
to be expensed(1)
Value of vested
Maximum total
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
12.50
87.50
14,154
1,051,232
591,630
16,710
87,138
-
8,135
417,545
532,884
209,965
71,285
8,696
-
(1)
This represents the maximum accounting value of the LTI awards (rights) as at their grant date.
(2) The rights granted under the FY2015 LTIP will be tested for vesting following the release of the FY2017 results and details disclosed in the FY2018
Remuneration Report.
(3) Mr Bracken stepped down as a KMP on 19 July 2017. The performance rights referred to in this table held by Mr Bracken which might otherwise have vested in
2017 will lapse in October 2017. All other rights will lapse when he leaves the Company’s employment.
8. EXECUTIVE SERVICE AGREEMENTS
Remuneration and other terms of employment for the CEO and other KMP are formalised in service agreements. The termination
provisions for KMP, as set out in their service agreements, are described below:
Name
R Umbers
D Bracken(1)
G Devonport
A Sutton
(1)
Mr Bracken stepped down as a KMP on 19 July 2017.
Termination notice
Termination notice
Termination payment
period initiated
period initiated
where initiated
Contract type
Rolling contract
Rolling contract
Rolling contract
Rolling contract
by KMP
6 months
3 months
6 months
3 months
by Company
12 months
6 months
6 months
6 months
by Company
12 months
6 months
6 months
6 months
54 Myer Annual Report 2017
REMUNER ATION REPORT
Continued
9. EQUITY
The number of rights over ordinary shares in the Company held during the financial period by executive KMP of the Group, including their
personally related parties, are set out below. No rights over ordinary shares are held by Non-Executive Directors.
2017(3)
R Umbers
D Bracken(2)
G Devonport
A Sutton
2016(3)
R Umbers
D Bracken
G Devonport
A Sutton
Opening
Granted as
balance
compensation
Exercised
Lapsed
1,507,879
1,226,357
858,695
627,202
568,749
443,749
-
359,409
808,443
673,703
739,201
296,429
939,130
782,608
858,695
313,042
-
-
-
-
-
-
-
(11,145)
(78,015)
-
-
-
(45,249)
-
-
-
-
Closing
balance(1)
2,316,322
1,900,060
1,597,896
834,471
1,507,879
1,226,357
858,695
627,202
(1)
All vested rights are exercisable at the end of the period.
(2) Mr Bracken stepped down as a KMP on 19 July 2017. The performance rights referred to in this table granted to Mr Bracken in 2016 and 2017 will lapse when he
leaves the Company’s employment.
(3) As noted on page 53 above, the number of shares Mr Umbers and Mr Sutton will be entitled to be provided with in the event performance rights awarded to
them under the 2014 and 2015 LTI awards vest has been adjusted in accordance with the terms of those awards. If performance rights under the 2014 and
2015 LTI awards vest, the adjustments will result in an additional 38,706 and 15,312 (respectively) shares being provided in relation to performance rights
under the 2014 LTI plan, and an additional 63,912 and 21,304 (respectively) shares being provided in relation to performance rights under the 2015 LTI plan.
An additional 58,438 shares would be provided to Mr Devonport in respect of the 2015 LTI award based on the same adjustment. Mr Devonport did not
participate in the 2014 LTI award.
55
REMUNER ATION REPORT
Continued
The number of shares in the Company held during the financial period by each director of the Company and other KMP of the Group,
including their personally related parties are set out below. There were no shares granted during the reporting period as compensation.
Received on
vesting of rights to
Other changes
Opening balance
deferred shares
during the year
Closing balance
2017
Directors
P McClintock
A Brennan
I Cornell
C Froggatt
J Stephenson(1)
R Thorn
D Whittle
Other KMP
R Umbers
D Bracken(2)
G Devonport
A Sutton
2016
Directors
P McClintock
A Brennan
I Cornell
C Froggatt
R Thorn
D Whittle
R Myer(3)
Other KMP
R Umbers
D Bracken(2)
G Devonport
A Sutton
258,400
75,122
16,000
24,056
-
225,400
-
212,230
50,000
252,000
45,249
181,000
53,658
10,000
10,040
161,000
-
733,999
-
50,000
-
25,000
-
-
-
-
-
-
-
114,617
-
-
-
-
-
-
-
-
12,345
-
-
-
11,145
(45,249)
77,400
21,464
6,000
14,016
64,400
-
188,680
212,230
-
252,000
20,249
-
-
-
-
-
-
-
-
-
-
-
258,400
75,122
16,000
24,056
-
225,400
12,345
326,847
50,000
252,000
11,145
258,400
75,122
16,000
24,056
225,400
-
922,679
212,230
50,000
252,000
45,249
(1)
Ms Stephenson was appointed as a Director on 28 November 2016.
(2) Mr Bracken stepped down as KMP on 19 July 2017.
(3) Mr Myer ceased to be a Director of the Company on 20 November 2015.
10. LOANS
There were no loans made to KMP or entities related to them, including their personally related parties, or other transactions at any time
during FY2016 or FY2017.
11. DEALING IN SECURITIES
Under the Securities Dealing Policy, directors and senior executives are prohibited from entering into hedging arrangements with respect
to the Company’s securities. A copy of the Securities Dealing Policy is available on the Myer Investor Centre website.
12. NON-EXECUTIVE DIRECTOR REMUNERATION
Fees and payments to non-executive directors reflect the demands upon and responsibilities of those directors. The Board, on
recommendation of the Human Resources and Remuneration Committee, reviews non-executive directors’ fees and payments at least
once a year. As part of that review, the Board considers the advice of independent remuneration consultants in relation to:
> Chairman’s fees and payments;
> non-executive directors’ fees and payments; and
> payments made in relation to the Chairman of committees or for other specific tasks that may be performed by directors.
56 Myer Annual Report 2017
REMUNER ATION REPORT
Continued
Non-executive directors’ fees are determined within an aggregate directors’ fee pool limit as approved from time to time by Myer
shareholders at the Annual General Meeting. The maximum aggregate limit includes superannuation contributions for the benefit of non-
executive directors and any fees which a non-executive director agrees to sacrifice for other benefits. It does not include reimbursement
of genuine out of pocket expenses, genuine special exertions fees paid in accordance with the Company’s constitution, or certain issues
of securities under ASX Listing Rule 10.11 or 10.14, with the approval of shareholders. The current maximum aggregate fee pool limit is
$2,150,000 per annum. The aggregate fee pool limit has not changed since the Company was listed in November 2009.
Base fees for non-executive directors include payment for participation on Board Committees, however an additional payment is made
to those who serve as Chairman on a committee to recognise the additional responsibility and time requirements involved in chairing a
committee. Base fees for non-executive directors were not increased in FY2017 and have not increased since 2009.
During FY2017, at the suggestion of the Chairman, the Board resolved to reduce the base annual fee for his role by $50,000 per annum
effective from the beginning of FY2018. This will be reflected in the FY2018 Remuneration Report.
The following yearly fees applied in FY2017:
Base annual fees
Chairman (all inclusive)
Other Non-Executive Directors
Additional annual fees
Audit Finance and Risk Committee – Chairman
Audit Finance and Risk Committee – member
Human Resources and Remuneration Committee – Chairman
Human Resources and Remuneration Committee – member
Nomination Committee – Chairman
Nomination Committee – member
$400,000
$150,000
$30,000
–
$22,500
–
–
–
Non-executive directors do not receive performance based pay. However, they are able to purchase shares in the Company, which can
be acquired on market during approved trading ‘windows’ for share trading consistent with the Company’s Securities Dealing Policy.
Non-executive directors are not entitled to any additional remuneration upon retirement. Superannuation contributions required by
legislation are made from the fee paid to directors and fall within the aggregate fee pool limit.
The table below shows the remuneration amounts recorded in the financial statements in the period for non-executive directors:
Cash salary
FY
(incl. Committee fees)
Superannuation
Total
Name
Non-executive directors
P McClintock
A Brennan
I Cornell
C Froggatt
J Stephenson(1)
R Thorn
D Whittle
Former non-executive directors
R Myer
Total non-executive directors
(1) Ms Stephenson was appointed as a Director on 28 November 2016.
2017
2016
2017
2016
2017
2016
2017
2016
2017
2016
2017
2016
2017
2016
2017
2016
2017
2016
380,384
380,692
162,900
162,900
135,750
135,750
156,113
156,113
80,730
-
135,750
135,750
135,750
79,188
-
70,734
1,187,377
1,121,127
19,616
19,308
17,100
17,100
14,250
14,250
16,387
16,387
8,474
-
14,250
14,250
14,250
8,312
-
6,718
104,327
96,325
400,000
400,000
180,000
180,000
150,000
150,000
172,500
172,500
89,204
-
150,000
150,000
150,000
87,500
-
77,452
1,291,704
1,217,452
57
FI NANCIAL
S TA TEMENTS
FO R THE PERIO D END ED 29 JULY 2017
Consolidated income statement
Consolidated statement of comprehensive income
Consolidated balance sheet
Consolidated statement of changes in equity
Consolidated statement of cash flows
Notes to the consolidated financial statements
A. Group performance
A1 Segment information
A2 Revenue
A3 Expenses
A4 Income tax
A5 Earnings per share
B. Working capital
B1 Trade and other receivables and prepayments
B2 Inventories
B3 Trade and other payables
C. Capital employed
C1 Property, plant and equipment
C2 Intangible assets
C3 Provisions
C4 Deferred income
D. Net debt
D1 Cash and cash equivalents
D2 Reconciliation of profit after income tax
to net cash inflow from operating activities
D3 Borrowings
59
60
61
62
63
64
64
66
67
69
70
71
71
72
74
77
79
80
80
81
E. Risk management
E1 Financial risk management
E2 Derivative financial instruments
F. Equity
F1 Contributed equity
F2 Retained earnings and reserves
F3 Dividends
G. Group structure
G1 Subsidiaries
G2 Deed of cross guarantee
G3 Parent entity financial information
G4 Equity accounted investment
H. Other information
H1 Contingencies
H2 Commitments
H3 Related party transactions
H4 Share-based payments
H5 Remuneration of auditors
H6 Events occurring after the reporting period
I. Other accounting policies
82
88
90
92
94
95
96
99
100
101
101
102
102
104
104
105
58 Myer Annual Report 2017
CONSOLIDATED INCOME STATEMENT
for the period ended 29 July 2017
Total sales value
Concession sales
Sale of goods
Sales revenue deferred under customer loyalty program
Revenue from sale of goods
Other operating revenue
Cost of goods sold
Operating gross profit
Other income
Selling expenses
Administration expenses
Share of net profit/(loss) of equity-accounted associate
Dilution of investment in equity-accounted associate
Restructuring and store exit costs, onerous lease expense and impairment of assets
Earnings before interest and tax
Finance revenue
Finance costs
Net finance costs
Profit before income tax
Income tax expense
Profit for the period attributable to owners of Myer Holdings Limited
Earnings per share attributable to the ordinary equity holders of the Company:
Basic earnings per share
Diluted earnings per share
The above consolidated income statement should be read in conjunction with the accompanying notes.
2017
2016
52 weeks
53 weeks
Notes
$’000
$’000
A2
3,201,866
3,289,568
(701,678)
(610,553)
A2
2,500,188
2,679,015
(34,847)
(38,861)
A2
A2
2,465,341
2,640,154
176,485
161,689
(1,421,394)
(1,527,552)
1,220,432
1,274,291
-
71
(819,055)
(842,217)
(292,212)
(318,039)
G4
G4
A3
A2
A3
A4
A5
A5
(1,176)
(1,338)
(65,615)
41,036
436
(11,259)
(10,823)
30,213
(18,274)
11,939
(620)
-
(18,250)
95,236
906
(15,447)
(14,541)
80,695
(20,152)
60,543
Cents
Cents
1.5
1.4
7.7
7.7
59
CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
for the period ended 29 July 2017
Profit for the period
Other comprehensive income
Items that may be reclassified to profit or loss:
Cash flow hedges
Exchange differences on translation of foreign operations
Other comprehensive income for the period, net of tax
Total comprehensive income for the period attributable to owners of Myer Holdings Limited
Notes
F2
F2
2017
2016
52 weeks
53 weeks
$’000
11,939
$’000
60,543
547
329
876
12,815
(14,486)
(221)
(14,707)
45,836
The above consolidated statement of comprehensive income should be read in conjunction with the accompanying notes.
60 Myer Annual Report 2017
CONSOLIDATED BAL ANCE SHEET
as at 29 July 2017
ASSETS
Current assets
Cash and cash equivalents
Trade and other receivables and prepayments
Inventories
Derivative financial instruments
Total current assets
Non-current assets
Property, plant and equipment
Intangible assets
Derivative financial instruments
Investment in associate
Other non-current assets
Total non-current assets
Total assets
LIABILITIES
Current liabilities
Trade and other payables
Provisions
Deferred income
Derivative financial instruments
Current tax liabilities
Other liabilities
Total current liabilities
Non-current liabilities
Borrowings
Provisions
Deferred income
Deferred tax liabilities
Derivative financial instruments
Total non-current liabilities
Total liabilities
Net assets
EQUITY
Contributed equity
Retained earnings
Reserves
Total equity
The above consolidated balance sheet should be read in conjunction with the accompanying notes.
Notes
2017
$'000
2016
$'000
D1
B1
B2
E2
C1
C2
E2
G4
B3
C3
C4
E2
D3
C3
C4
A4
E2
F1
F2
F2
30,591
27,602
45,207
37,883
372,374
396,297
-
351
430,567
479,738
460,211
445,379
985,657
1,019,671
-
-
2,094
80
9,203
2,271
1,447,962
1,476,604
1,878,529
1,956,342
379,740
400,590
87,295
9,817
7,944
1,627
591
94,228
10,812
7,127
7,033
795
487,014
520,585
143,367
13,821
75,927
84,574
958
318,647
805,661
147,273
19,754
69,702
88,444
2,819
327,992
848,577
1,072,868
1,107,765
739,329
342,146
(8,607)
739,338
379,483
(11,056)
1,072,868
1,107,765
61
CONSOLIDATED STATEMENT OF CHANGES IN EQUIT Y
for the period ended 29 July 2017
Contributed
Retained
Notes
equity
$'000
earnings
Reserves
$'000
Balance as at 25 July 2015
Net profit for the period
Other comprehensive income for the period
Total comprehensive income for the period
Transactions with owners in their capacity as owners:
Contributions of equity, net of transaction costs
Dividends paid
Employee share schemes
Balance as at 30 July 2016
Net profit for the period
Other comprehensive income for the period
Total comprehensive income for the period
Transactions with owners in their capacity as owners:
Acquisition of treasury shares
Issue of treasury shares to employees
Dividends paid
Employee share schemes
F1
F3
F2
F1
F1
F3
F2
524,755
335,366
-
-
-
214,583
-
-
60,543
-
60,543
-
(16,426)
-
214,583
(16,426)
$'000
2,895
-
(14,707)
(14,707)
-
-
756
756
Total
$'000
863,016
60,543
(14,707)
45,836
214,583
(16,426)
756
198,913
739,338
379,483
(11,056)
1,107,765
-
-
-
(196)
187
-
-
11,939
-
11,939
-
-
(49,276)
-
(9 )
(49,276)
-
876
876
-
-
-
1,573
1,573
11,939
876
12,815
(196)
187
(49,276)
1,573
(47,712)
Balance as at 29 July 2017
739,329
342,146
(8,607)
1,072,868
The above consolidated statement of changes in equity should be read in conjunction with the accompanying notes.
62 Myer Annual Report 2017
CONSOLIDATED STATEMENT OF CA SH FLOWS
for the period ended 29 July 2017
Cash flows from operating activities
Receipts from customers (inclusive of goods and services tax)
Payments to suppliers and employees (inclusive of goods and services tax)
Other income
Interest paid
Tax paid
Net cash inflow from operating activities
Cash flows from investing activities
Payments for property, plant and equipment
Payments for intangible assets
Payment for acquisition of assets, under business combination
Lease incentives and contributions received
Net investment in associate
Interest received
Net cash outflow from investing activities
Cash flows from financing activities
Repayment of borrowings, net of transaction costs
Dividends paid to equity holders of the parent
Payment for acquisition of treasury shares
Proceeds from the issue of shares, net of transaction costs
Other
Net cash outflow from financing activities
Net (decrease)/increase in cash and cash equivalents
Cash and cash equivalents at the beginning of the financial period
Cash and cash equivalents at end of period
The above consolidated statement of cash flows should be read in conjunction with the accompanying notes.
2017
2016
52 weeks
53 weeks
Notes
$’000
$’000
2,931,853
3,101,149
(2,744,651)
(2,915,467)
187,202
185,682
-
(10,165)
(27,759)
149,278
(88,452)
(24,217)
(13,000)
16,758
(966)
421
71
(15,894)
(20,369)
149,490
(40,479)
(11,891)
-
1,856
(8,680)
943
D2
G1
(109,456)
(58,251)
(5,000)
(295,000)
F3
(49,276)
(16,426)
(196)
-
34
-
212,011
60
(54,438)
(99,355)
(14,616)
45,207
30,591
(8,116)
53,323
45,207
D1
63
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
A. GROUP PERFORMANCE
This section provides additional information regarding lines in the financial statements that are most relevant to explaining the
performance of the Group during the period, including the applicable accounting policies applied and significant estimates and
judgements made.
A1 SEGMENT INFORMATION
Management has determined the operating segments based on the reports reviewed by the Chief Executive Officer that are used to make
strategic decisions about the allocation of resources.
The Chief Executive Officer considers the business based on total store and product portfolio, and has identified that the Group
operates in Australia in the department store retail segment.
The Group also undertakes activities outside the department store retail business through its subsidiaries, sass & bide and FSS Retail
Pty Ltd. On the basis that this aspect of the business represents less than 10% of the total Group's operations and has similar economic
characteristics to the department store retail business, it has not been disclosed as a separate reporting segment.
Accounting policy
Operating segments are reported in a manner consistent with the internal reporting provided to the chief operating decision
maker. The chief operating decision maker, who is responsible for allocating resources and assessing performance of the operating
segments, has been identified as the Chief Executive Officer.
A2 REVENUE
Sales revenue
Total sales value
Concession sales
Sale of goods
Sales revenue deferred under customer loyalty program
Revenue from sale of goods
Other operating revenue
Concessions revenue
Other
Finance revenue
Interest revenue
Total revenue
2017
2016
52 weeks
53 weeks
$’000
$’000
3,201,866
3,289,568
(701,678)
(610,553)
2,500,188
2,679,015
(34,847)
(38,861)
2,465,341
2,640,154
158,055
18,430
176,485
140,416
21,273
161,689
436
906
2,642,262
2,802,749
Other includes revenue in relation to the gift card non-redemption income, forfeited lay-by deposits and financial services income.
64 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
A2 REVENUE (CONTINUED)
Accounting policy
Total sales value presented in the income statement represents proceeds from sale of goods (both from the Group and concession
operators) and prior to the deferral of revenue under the Myer customer loyalty program. Concession sales presented in the income
statement represents sales proceeds of concession operators within Myer stores. Total sales value is disclosed to show the total
sales generated by the Group and provide a basis of comparison with similar department stores.
Revenue from the sale of goods, excluding lay-by transactions, is recognised at the point of sale and is after deducting taxes
paid, and does not include concession sales. Allowance is made for expected sales returns based on past experience of returns
and expectations about the future. A provision for sales returns is recognised based on this assessment. Revenue from lay-by
transactions is recognised as part of revenue from the sale of goods at the date upon which the customer satisfies all payment
obligations and takes possession of the merchandise.
Revenue from sale of goods excludes concession sales in Myer stores on the basis that the inventory sold is owned by the concession
operator at the time of sale and not the Group. The Group’s share of concession sales is recognised as revenue within other
operating revenue at the time the sale is made.
Interest revenue is recognised on a time proportion basis using the effective interest method. Dividends are recognised as revenue
when the right to receive payment is established.
Critical accounting estimates and judgements – customer loyalty program
The Group operates a loyalty program where customers accumulate award points for purchases made which entitle them
to discounts on future purchases. The award points are recognised as a separately identifiable component of the initial sale
transaction, by allocating the fair value of the consideration received between the award points and the other components of the
sale such that the award points are recognised at their fair value. Revenue from the award points is recognised when the points
are redeemed. The amount of revenue is based on the number of points redeemed relative to the total number expected to be
redeemed. Award points expire 24 months after the initial sale.
65
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
A3 EXPENSES
Profit before income tax includes the following specific expenses:
Employee benefits expenses
Defined contribution superannuation expense
Other employee benefits expenses
Total employee benefits expenses
Depreciation, amortisation and write-off expense
Finance costs
Interest and finance charges paid/payable
Fair value losses on interest rate swap cash flow hedges, transferred from equity
Finance costs expensed
Rental expense relating to operating leases
Minimum lease payments
Contingent rentals
Total rental expense relating to operating leases
Net foreign exchange gains
Restructuring and store exit costs, onerous lease expense and impairment of assets
The following individually significant items are included within restructuring and store exit costs, onerous
lease expense and impairment of assets in the consolidated income statement:
Restructuring and redundancy costs1
Store exit costs and other asset impairments2
Support office onerous lease expense and impairment of assets3
Income tax benefit
Restructuring and store exit costs, onerous lease expense and impairment of assets, net of tax
2017
2016
52 weeks
53 weeks
$’000
$’000
38,313
426,161
39,528
456,174
464,474
495,702
91,480
92,758
9,071
2,188
11,259
13,146
2,301
15,447
227,468
228,955
2,607
4,522
230,075
233,477
(12,632)
(5,737)
6,347
48,058
11,210
65,615
(9,606)
56,009
5,754
12,496
-
18,250
(9,531)
8,719
1
2.
3.
The Group has completed several restructuring programs during the period resulting in redundancy and other costs being incurred or committed but not
yet paid. Refer to note C3 for more information.
Store exit costs and other asset impairments includes net costs associated with store and distribution centre space optimisation during or after the end of
the period that have been committed to prior to the end of the period (2016: net costs associated with announcement of Brookside, Orange, Wollongong
and Logan store closures, new store terminations and space optimisation). The Group also recognised an impairment of the sass & bide goodwill and brand
name totalling $38.8 million and a write-down of the investment in Austradia Pty Limited of $6.8 million. Refer to note C1, C2, C3 and G4 for more
information.
In March 2017, the Group entered into an agreement to hand back surplus space in the support office. A portion of this space was provided for as part of
the onerous lease provision recorded in FY15, with further excess space subsequently identified due to ongoing restructuring completed. The Group has
recognised a $9.1 million onerous lease provision relating to further surplus space identified. This provision expense is partially offset by the write-back of
the fixed lease rental increase provision and deferred income associated with this space. The assets associated with this surplus space were impaired and
included in this amount. Refer to note C1, C3 and C4 for more information.
Accounting policy
The expenses disclosed above are also disclosed in the following sections of the financial statements:
> Employee benefits expenses – refer to note C3
> Depreciation and amortisation expense – refer to note C1 and C2
> Finance costs – refer to note D3 and E2
> Rental expense relating to operating leases – refer to note H2
> Net foreign exchange gains – refer to note F2
Individually Significant Items
Certain items have been separately disclosed and presented as individually significant based on the nature and/or impact these
items have on the Group’s financial performance for the period.
66 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
A4 INCOME TAX
(a) Income tax expense
(i) Income tax expense
Current tax
Deferred tax
Income tax expense1
Deferred income tax expense included in income tax expense comprises:
Decrease/(Increase) in deferred tax assets
(Decrease)/Increase in deferred tax liabilities
(ii) Numerical reconciliation of income tax expense to prima facie tax payable
Profit before income tax expense
Tax at the Australian tax rate of 30% (2016: 30%)
Tax effect of amounts which are not deductible (taxable) in calculating taxable income:
Non-deductible asset impairments
Non-deductible losses
Applied capital losses not previously recognised
Sundry items
Adjustments for current tax of prior periods
Income tax expense1
2017
2016
52 weeks
53 weeks
$’000
$’000
23,925
(5,651)
18,274
26,740
(6,588)
20,152
2,359
(8,010)
(5,651)
1,094
(8,065)
(6,971)
30,213
9,064
80,695
24,208
10,156
754
-
(278)
19,696
(1,422)
18,274
-
880
(4,038)
(383)
20,667
(515)
20,152
1.
Income tax expense includes an income tax benefit of $9.6 million (2016: $9.5 million) attributable to the restructuring and store exit costs, onerous lease
expense and impairment of assets recorded during the period. Refer to note A3 for more information.
67
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
2017
$'000
2016
$'000
15,744
18,692
2,543
5,306
1,147
43,432
(43,432)
-
45,352
(2,359)
(31)
-
470
18,202
17,763
3,304
4,374
1,709
45,352
(45,352)
-
44,377
(1,596)
-
2,571
-
43,432
45,352
421
6,985
122,424
123,965
4,524
637
128,006
(43,432)
84,574
2,121
725
133,796
(45,352)
88,444
133,796
(8,010)
2,220
141,861
(8,065)
-
128,006
133,796
A4 INCOME TAX (CONTINUED)
(b) Deferred tax assets
Deferred tax assets comprise temporary differences attributable to:
Employee benefits
Non-employee provisions and accruals
Amortising deductions
Trading stock
Tax losses
Total deferred tax assets
Set off of deferred tax assets pursuant to set off provisions
Net deferred tax assets
Movement
Carrying amount at beginning of period
Credited/(charged) to income statement
Credited/(charged) to other comprehensive income
Credited/(charged) to contributed equity
Business combination
Carrying amount at end of period
(c) Deferred tax liabilities
Deferred tax liabilities comprise temporary differences attributable to:
Property, plant, equipment and software
Brand names
Deferred income
Sundry items
Set off of deferred tax assets pursuant to set off provisions
Net deferred tax liabilities
Movement
Carrying amount at beginning of period
Charged/(credited) to income statement
Acquisition of brand name
Carrying amount at end of period
68 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
A4 INCOME TAX (CONTINUED)
Accounting policy
The income tax expense or revenue for the period is the tax payable on the current period’s taxable income based on the national
income tax rate adjusted by changes in deferred tax assets and liabilities attributable to temporary differences between the tax
bases of assets and liabilities and their carrying amounts in the financial statements, and to unused tax losses.
Deferred tax assets and liabilities are recognised for temporary differences at the tax rates expected to apply when the assets are
recovered or liabilities are settled, based on those tax rates which are enacted or substantively enacted. The relevant tax rates are
applied to the cumulative amounts of deductible and taxable temporary differences to measure the deferred tax asset or liability.
An exemption is made for certain temporary differences if they arise in a transaction, other than a business combination, that at the
time of the transaction did not affect accounting profit or taxable profit or loss. Deferred tax assets are recognised for deductible
temporary differences and unused tax losses only if it is probable that future taxable amounts will be available to utilise those
temporary differences and losses.
Deferred tax assets and liabilities are offset when there is a legally enforceable right to offset current tax assets and liabilities
and when the deferred tax balances relate to the same taxation authority. Current tax assets and tax liabilities are offset where
the entity has a legally enforceable right to offset and intends either to settle on a net basis, or to realise the asset and settle the
liability simultaneously.
Current and deferred tax balances attributable to amounts recognised in other comprehensive income or directly in equity are also
recognised directly in other comprehensive income or equity.
Deferred tax measurement of indefinite life intangible assets
In November 2016, the IFRS Interpretations Committee published an agenda decision relating to the expected manner of recovery
of indefinite life intangible assets for the purpose of measuring deferred taxes, in accordance with AASB 112 Income Taxes. The
Interpretations Committee noted that the fact that an entity does not amortise an intangible asset with an indefinite useful life does
not mean that the entity will recover the carrying amount of that asset only through sale and not through use. Based on this agenda
decision, the Group determines that the expected recovery of the carrying amount will be through use and has retrospectively
changed its accounting policy for deferred tax liabilities recorded in relation to intangible assets with an indefinite useful life.
The impact of this change on the Consolidated Balance Sheet is a retrospective increase of $115.5 million to goodwill (refer to note
C2) and deferred tax liabilities. There was no other impact from this accounting policy change.
Goods and Services Tax (GST)
Revenues, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not recoverable from
the taxation authority. In this case it is recognised as part of the cost of acquisition of the asset or as part of the expense.
Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from,
or payable to, the taxation authority is included with other receivables or payables in the balance sheet.
Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities, which are
recoverable from, or payable to, the taxation authority, are presented as operating cash flow.
A5 EARNINGS PER SHARE
(a) Basic earnings per share
Total basic earnings per share attributable to the ordinary equity holders of the Company
(b) Diluted earnings per share
Total diluted earnings per share attributable to the ordinary equity holders of the Company
2017
cents
2016
cents
1.5
1.4
7.7
7.7
2017
$'000
2016
$'000
(c) Reconciliation of earnings used in calculating earnings per share
Earnings used in calculation of basic and diluted EPS attributable to ordinary shareholders
11,939
60,543
69
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
A5 EARNINGS PER SHARE (CONTINUED)
2017
2016
Number
Number
(d) Weighted average number of shares used as the denominator
Weighted average number of ordinary shares used as the denominator in calculating basic earnings per share
821,278,815 786,845,842
Adjustments for calculation of diluted earnings per share - performance rights
3,167,034
2,216,778
Weighted average number of ordinary shares and potential ordinary shares used as the denominator
in calculating diluted earnings per share
824,445,849 789,062,620
(e) Information concerning the classification of securities
Performance rights granted to employees under the Myer Long Term Incentive Plan are considered to be potential ordinary shares and
have been included in the determination of diluted earnings per share to the extent to which they are dilutive. The performance rights
granted have not been included in the determination of basic earnings per share. Details relating to performance rights are set out in
note H4. All performance rights outstanding at period end have been included in the calculation of diluted earnings per share because
no rights are considered antidilutive for the period ended 29 July 2017.
Accounting policy
Basic earnings per share
Basic earnings per share is calculated by dividing the profit attributable to owners of the Company by the weighted average number
of ordinary shares outstanding during the financial period, adjusted for bonus elements in ordinary shares issued during the period
and excluding treasury shares.
Diluted earnings per share
Diluted earnings per share adjusts the figures used in the determination of basic earnings per share to take into account:
> the after income tax effect of interest and other financing costs associated with dilutive potential ordinary shares; and
> the weighted average number of additional ordinary shares that would have been outstanding assuming the conversion of all
dilutive potential ordinary shares.
B. WORKING CAPITAL
This section provides additional information regarding lines in the financial statements that are most relevant to explaining the assets
used to generate the Group’s trading performance during the period and liabilities incurred as a result, including the applicable
accounting policies applied and significant estimates and judgements made.
B1 TRADE AND OTHER RECEIVABLES AND PREPAYMENTS
Trade receivables
Provision for impairment
Other receivables
Prepayments
Fair value and risk exposure
2017
$'000
5,586
(763)
4,823
12,273
10,506
22,779
27,602
2016
$'000
11,565
(1,546)
10,019
18,925
8,939
27,864
37,883
Due to the short term nature of these receivables, their carrying amount is assumed to approximate their fair value. The maximum
exposure to credit risk at the end of the reporting period is the carrying amount of each class of receivables mentioned above.
Information about the Group's exposure to credit risk, foreign currency risk and interest rate risk in relation to trade and other
receivables and the Group's financial risk management policy is provided in note E1.
70 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
B1 TRADE AND OTHER RECEIVABLES AND PREPAYMENTS (CONTINUED)
Accounting policy
Collectability of trade receivables is reviewed on an ongoing basis. Debts which are known to be uncollectible are written off by
reducing the carrying amount directly. An allowance account (provision for impairment of receivables) is established when there is
objective evidence that the Group will not be able to collect all amounts due according to the original terms of receivables. Cash
flows relating to short term receivables are not discounted if the effect of discounting is immaterial.
The amount of the impairment loss is recognised as an expense in the income statement. When a trade receivable for which an
impairment allowance had been recognised becomes uncollectible in a subsequent period, it is written off against the allowance
account. Subsequent recoveries of amounts previously written off are credited against other expenses in the income statement.
B2 INVENTORIES
Retail inventories
2017
$'000
2016
$'000
372,374
396,297
Provision for write-down of inventories to net realisable value amounted to $10.6 million (2016: $12.7 million). This was recognised as an
expense during the period and included in cost of sales in the income statement.
Accounting policy
Inventories are valued at the lower of cost and net realisable value. Cost is determined using the weighted average cost method,
after deducting any purchase settlement discount and including logistics expenses incurred in bringing the inventories to their
present location and condition.
Volume-related supplier rebates and supplier promotional rebates are recognised as a reduction in the cost of inventory and are
recorded as a reduction of cost of goods sold when the inventory is sold.
Critical accounting estimates and judgements - recoverable amount of inventory
Management has assessed the value of inventory that is likely to be sold below cost using past experience and judgement on the
likely sell through rates of various items of inventory, and booked a provision for this amount. To the extent that these judgements
and assumptions prove incorrect, the Group may be exposed to potential additional inventory write-downs in future periods.
B3 TRADE AND OTHER PAYABLES
Trade payables
Other payables
Trade and other payables are non-interest bearing.
Accounting policy
2017
$'000
181,917
197,823
2016
$'000
188,511
212,079
379,740
400,590
These amounts represent liabilities for goods and services provided to the Group prior to the end of financial period which are
unpaid. The amounts are unsecured and are usually paid within 30 to 90 days of recognition. Trade and other payables are presented
as current liabilities unless payment is not due within 12 months from the reporting date.
71
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
C. CAPITAL EMPLOYED
This section provides additional information regarding lines in the financial statements that are most relevant to explaining the
capital investment made that allows the Group to generate its trading performance during the period and liabilities incurred as a
result, including the applicable accounting policies applied and significant estimates and judgements made.
C1 PROPERTY, PLANT AND EQUIPMENT
At 25 July 2015
Cost
Accumulated depreciation
Net book amount
Period ended 30 July 2016
Freehold
Freehold
Fixtures
Plant and
works in
land
buildings
and fittings
equipment
progress
$’000
$’000
$’000
$’000
$’000
Total
$’000
Capital
9,600
19,500
444,954
-
(4,470)
(244,071)
408,411
(174,312)
9,394
891,859
-
(422,853)
9,600
15,030
200,883
234,099
9,394
469,006
Carrying amount at beginning of period
9,600
15,030
200,883
234,099
9,394
469,006
Additions
Transfer between classes
Assets written off – cost
Assets written off – accumulated depreciation
Impairment1
Depreciation charge
Exchange differences
-
-
-
-
-
-
-
-
-
-
-
-
3,648
8,103
(16,366)
14,757
(8,338)
2,228
19,845
(2,162)
500
-
(488)
(33,402)
(31,162)
-
(251)
(48)
47,967
53,843
(28,456)
-
-
-
-
(2 )
(508)
(18,528)
15,257
(8,338)
(65,052)
(301)
Carrying amount at end of period
9,600
14,542
169,034
223,300
28,903
445,379
At 30 July 2016
Cost
Accumulated depreciation and impairment
Net book amount
Period ended 29 July 2017
9,600
19,500
440,088
428,274
28,903
926,365
-
9,600
(4,958)
14,542
(271,054)
(204,974)
-
(480,986)
169,034
223,300
28,903
445,379
Carrying amount at beginning of period
9,600
14,542
169,034
223,300
28,903
445,379
Additions
Transfer between classes
Assets written off – cost
Assets written off – accumulated depreciation
Impairment1
Depreciation charge
Exchange differences
-
-
-
-
-
-
-
-
-
-
-
-
18,000
16,558
(3,725)
3,515
(4,542)
13,450
16,385
(7,525)
5,197
-
(488)
(33,333)
(29,199)
-
(302)
(47)
53,967
(33,077)
-
-
-
-
(2 )
85,417
(134)
(11,250)
8,712
(4,542)
(63,020)
(351)
Carrying amount at end of period
9,600
14,054
165,205
221,561
49,791
460,211
At 29 July 2017
Cost
9,600
19,500
470,619
450,537
49,791
1,000,047
Accumulated depreciation and impairment
-
(5,446)
(305,414)
(228,976)
-
(539,836)
Net book amount
9,600
14,054
165,205
221,561
49,791
460,211
1.
Impairment relates to assets associated with store closures, store and distribution centre optimisation and support office onerous lease provision. Refer to
note A3 for more information.
72 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
C1 PROPERTY, PLANT AND EQUIPMENT (CONTINUED)
Accounting policy
Property, plant and equipment is stated at cost less depreciation. Cost includes expenditure that is directly attributable to the
acquisition of the items. Cost may also include transfers from equity of any gains/losses on qualifying cash flow hedges of foreign
currency purchases of property, plant and equipment.
Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is
probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be measured
reliably. All other repairs and maintenance are charged to profit or loss during the financial period in which they are incurred.
Land is not depreciated. Depreciation on other assets is calculated using the straight-line method to allocate the cost net of their
residual values, over their estimated useful lives, as follows:
> Buildings
> Fixtures and fittings
40 years
(2016: 40 years)
3 – 12.5 years
(2016: 3 – 12.5 years)
> Plant and equipment, including leasehold improvements
10 – 20 years
(2016: 10 – 20 years)
The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at the end of each reporting period.
An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its
estimated recoverable amount (refer to note C2).
Gains and losses on disposals are determined by comparing proceeds with carrying amount. These are included in profit or loss.
73
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
C2 INTANGIBLE ASSETS
At 25 July 2015
Cost
Accumulated amortisation
Net book amount
Period ended 30 July 2016
Brand
names and
Goodwill
trademarks
Software
$’000
$’000
$’000
Lease
rights
$’000
Total
$’000
492,131
429,958
236,335
25,786
1,184,210
-
(3,683)
(123,133)
(25,786)
(152,602)
492,131
426,275
113,202
-
1,031,608
Carrying amount at beginning of period
492,131
426,275
113,202
Additions
Transfer between classes
Assets written off – cost
Assets written off – accumulated amortisation
Amortisation charge3
Exchange differences
-
-
-
-
-
-
-
-
-
-
(8 )
-
12,011
508
(1,074)
130
(23,483)
(21)
Carrying amount at end of period
492,131
426,267
101,273
-
-
-
-
-
-
-
-
1,031,608
12,011
508
(1,074)
130
(23,491)
(21)
1,019,671
At 30 July 2016
Cost
Accumulated amortisation
Net book amount
Period ended 29 July 2017
492,131
429,958
247,759
25,786
1,195,634
-
(3,691)
(146,486)
(25,786)
(175,963)
492,131
426,267
101,273
-
1,019,671
Carrying amount at beginning of period
492,131
426,267
Additions1
Transfer between classes
Assets written off – cost
Assets written off – accumulated amortisation
Impairment2
Amortisation charge3
Exchange differences
-
-
-
-
7,400
-
-
-
(27,097)
(11,714)
-
-
-
-
101,273
23,220
134
(2,632)
2,312
-
(25,602)
(35)
Carrying amount at end of period
465,034
421,953
98,670
-
-
-
-
-
-
-
-
-
1,019,671
30,620
134
(2,632)
2,312
(38,811)
(25,602)
(35)
985,657
At 29 July 2017
Cost
492,131
437,358
268,445
25,786
1,223,720
Accumulated amortisation and impairment
(27,097)
(15,405)
(169,775)
(25,786)
(238,063)
Net book amount
465,034
421,953
98,670
-
985,657
1. Additions includes the acquisition of the Marcs and David Lawrence brand names. Refer to note G1 for more information.
2.
Impairment of the sass & bide goodwill and brand name. Refer below for more information.
3. Amortisation of $25.6 million (2016: $23.5 million) is included in administration and selling expenses in the income statement.
74 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
C2 INTANGIBLE ASSETS (CONTINUED)
Impairment tests for goodwill and intangibles with an indefinite useful life
The goodwill arising on the acquisition of the Myer business amounting to $465 million (2016: $465 million) cannot be allocated to the
Group’s individual cash generating units (CGU’s) (the Group’s stores), and hence has been allocated to the Myer business as a whole.
Similarly, brand names which have an indefinite useful life and amounting to $402.8 million (2016: $402.8 million) have been allocated to
the Myer business as a whole. A separate assessment is also completed over the sass & bide goodwill and brand name.
AASB 136 Impairment of Assets requires goodwill and intangible assets with an indefinite useful life to be tested annually for impairment.
In testing these assets for impairment, the recoverable amount has been determined using a value in use discounted cash flow model.
This model uses cash flow projections based on financial budgets approved by management covering a five-year period. Cash flows
beyond five-year periods are extrapolated using a terminal growth rate. The key assumptions used in the model are as follows:
> discount rate (pre-tax) 14.4% (2016: 14.4%)
> terminal growth rate 2.5% (2016: 2.5%)
> average EBITDA margin 7% (2016: 7.7%)
Management has determined an excess of future cash flows over asset carrying values of the Myer CGU. Management are continually
monitoring and responding to the rapidly changing retail environment and update the impact these changes have on key assumptions
used to estimate the carrying value of the CGU.
During the period, a review of the carrying value of the assets for each Myer store was undertaken and if indicators of impairment are
identified, the recoverable amount of these store assets would be determined using a value in use discounted cash flow model. This
model uses cash flow projections based on financial budgets approved by management covering a five year period. The key assumptions
in the model are consistent with those noted above. Based on this, no indicators of impairment were identified at a Myer store level.
sass & bide
The goodwill arising on the acquisition of the sass & bide business was $27.1 million (2016: $27.1 million) and the sass & bide brand name,
which has an indefinite useful life, was $23.5 million (2016: $23.5 million). The goodwill and brand name cannot be allocated to the
individual CGU’s (the sass & bide stores), and hence have been allocated to the sass & bide business as a whole. In testing these assets for
impairment, the recoverable amount has been determined using a value in use discounted cash flow model. This model uses cash flow
projections based on financial budgets approved by management covering a five year period.
During the period, the carrying value of the sass & bide CGU exceed the recoverable amount and an impairment charge of $38.8 million
has been recognised in respect of its goodwill ($27.1 million) and brand name ($11.7 million).
The key assumptions to which the valuation outcome is most sensitive relates to sales growth and operating gross profit margin.
Given sass & bide’s recoverable amount approximates its carrying value, any adverse movements in these key assumptions may lead
to further impairment.
Accounting policy
(i) Impairment of assets
Goodwill and intangible assets that have an indefinite useful life are not subject to amortisation and are tested annually for
impairment, or more frequently if events or changes in circumstances indicate that they might be impaired. Other non-current
assets are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not
be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable
amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. For the purposes of assessing
impairment, assets are grouped at the lowest levels for which there are separately identifiable cash inflows which are largely
independent of the cash inflows from other assets or group of assets (cash generating units). For store assets, the appropriate cash
generating unit is an individual store. Non-financial assets other than goodwill that have previously suffered an impairment are
reviewed for possible reversal of the impairment at each reporting date.
(ii) Goodwill
Goodwill is measured as described below under business combinations. Goodwill on acquisition of subsidiaries is included
in intangible assets. Goodwill is not amortised but it is tested for impairment annually, or more frequently if events or changes
in circumstances indicate that it might be impaired, and is carried at cost less accumulated impairment losses. Gains and losses
on the disposal of an entity include the carrying amount of goodwill relating to the entity sold.
75
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
C2 INTANGIBLE ASSETS (CONTINUED)
Accounting policy (continued)
(iii) Brand names and trade marks
The useful life of brands are assessed on acquisition. The brands which are not considered to have foreseeable brand maturity dates
have been assessed as having indefinite useful lives as there is a view that there is no foreseeable limit to the period over which key
brands are expected to generate net cash inflows for the entity. These brands are therefore not amortised. Instead, these brand
names are tested for impairment annually, or more frequently if events or changes in circumstances indicate that they might be
impaired, and are carried at cost less accumulated impairment losses.
Brands with a limited useful life are amortised over five years using the straight-line method and are carried at cost less accumulated
amortisation and impairment losses.
(iv) Computer software
All costs directly incurred in the purchase or development of major computer software or subsequent upgrades and material
enhancements, which can be reliably measured and are not integral to a related asset, are capitalised as intangible assets. Direct
costs may include internal payroll and on-costs for employees directly associated with the project. Costs incurred on computer
software maintenance or during the planning phase are expensed as incurred. Computer software is amortised over the period of
time during which the benefits are expected to arise, being five to 10 years.
(v) Lease rights
Lease rights represent the amount paid up front to take over store site leases from the existing lessee where such payments are
in addition to the ongoing payment of normal market lease rentals. Lease rights are amortised over the term of the lease plus any
renewal options reasonably certain to be utilised at the time of acquisition of the lease rights.
Business combinations
The acquisition method of accounting is used to account for all business combinations, regardless of whether equity instruments
or other assets are acquired. The consideration transferred for the acquisition of a subsidiary comprises the fair values of the
assets transferred, the liabilities incurred and the equity interests issued by the Group. The consideration transferred also includes
the fair value of any asset or liability resulting from a contingent consideration arrangement and the fair value of any pre-existing
equity interest in the subsidiary. Acquisition-related costs are expensed as incurred. Identifiable assets acquired and liabilities and
contingent liabilities assumed in a business combination are, with limited exceptions, measured initially at their fair values at the
acquisition date. On an acquisition-by-acquisition basis, the Group recognises any non-controlling interest in the acquiree either at
fair value or at the non-controlling interest’s proportionate share of the acquiree’s identifiable net assets.
The excess of the consideration transferred and the amount of any non-controlling interest in the acquiree over the fair value of the
net identifiable assets acquired is recorded as goodwill. If those amounts are less than the fair value of the net identifiable assets of
the subsidiary acquired, the difference is recognised directly in profit or loss as a bargain purchase.
Where settlement of any part of cash consideration is deferred, the amounts payable in the future are discounted to their present
value as at the date of exchange. The discount rate used is the entity’s incremental borrowing rate, being the rate at which a similar
borrowing could be obtained from an independent financier under comparable terms and conditions. Contingent consideration is
classified either as equity or a financial liability. Amounts classified as a financial liability are subsequently remeasured to fair value
with changes in fair value recognised in profit or loss.
Critical accounting estimates and judgements - impairment
The Group tests annually whether goodwill and indefinite lived intangibles have suffered any impairment, in accordance with the
accounting policy noted above. The recoverable amount of cash generating units have been determined based on value-in-use
calculations at a store level. Goodwill and certain intangibles are tested for impairment at the level of the Group as a whole, using
calculations based on the use of assumptions.
76 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
C3 PROVISIONS
Current
Employee benefits
Support office onerous lease (i)
Restructuring (ii)
Workers' compensation (iii)
Sales returns (iv)
Other
Non-current
Employee benefits
Support office onerous lease (i)
Fixed lease rental increases (v)
Other
(i) Support office onerous lease
2017
$'000
2016
$'000
48,959
10,359
13,848
10,429
2,249
1,451
87,295
3,869
2,098
7,805
49
56,405
3,185
18,948
10,882
2,030
2,778
94,228
4,317
6,138
9,247
52
13,821
19,754
The support office onerous lease provision relates to excess office space identified, due to changes completed during the period and
prior periods, and is estimated based on the discounted future contractual cash flows under a non-cancellable lease expiring in 2022,
net of future expected rental income. Refer to note A3 for more information.
(ii) Restructuring
The restructuring provision relates to redundancy costs associated with restructuring of our store labour force and the costs associated
with the implementation of our store and distribution centre optimisation program committed but not yet paid. Refer to note A3 for
more information.
(iii) Workers' compensation
The amount represents a provision for workers' compensation claims in certain states, for which the Group is self insured.
(iv) Sales returns
The amount represents a provision for expected sales returns under the Group’s returns policy.
(v) Fixed lease rental increases
The Group is a party to a number of leases that include fixed rental increases during their term. In accordance with AASB 117 Leases,
the total rentals over these leases are being expensed over the lease term on a straight-line basis. The above provision reflects the
difference between the future committed payments under these leases and the total future expense. Due to the provision for support
office onerous lease recognised during the period, a portion of this provision has been written-back to reflect the realigned total future
expense expected over the remaining lease term. Refer to note A3 for more information.
Movement in provisions
Movement in each class of provision during the financial period, other than employee benefits, are set out below:
Support office
Workers'
Sales
rental
onerous lease
Restructuring
compensation
returns
increases
$’000
$’000
$’000
$’000
$’000
Other
$’000
Total
$’000
Fixed lease
2017
Carrying amount at beginning of period
Additional provisions recognised
Provisions reversed
Amounts utilised
Carrying amount at end of period
9,323
9,048
-
(5,914)
12,457
18,948
9,282
-
(14,382)
13,848
10,882
2,565
2,030
2,249
9,247
2,830
53,260
303
15,073
38,520
-
-
(1,095)
-
(1,095)
(3,018)
(2,030)
(650)
(16,403)
(42,397)
10,429
2,249
7,805
1,500
48,288
77
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
C3 PROVISIONS (CONTINUED)
Amounts not expected to be settled within the next 12 months
The current provision for employee benefits includes accrued annual leave and long service leave. For long service leave it covers all
unconditional entitlements where employees have completed the required period of service. The entire annual leave amount and
current portion of the long service leave provision is presented as current since the Group does not have an unconditional right to
defer settlement for any of these obligations. However, based on past experience, the Group does not expect all employees to take the
full amount of accrued long service leave or require payment within the next 12 months. The following amounts reflect leave that is not
expected to be taken or paid within the next 12 months.
Current long service leave obligations expected to be settled after 12 months
2017
$’000
2016
$’000
20,635
23,610
Accounting policy
Provisions
Provisions are recognised when the Group has a present legal or constructive obligation as a result of past events, it is probable
that an outflow of resources will be required to settle the obligation and the amount has been reliably estimated. Provisions are not
recognised for future operating losses.
Where there are a number of similar obligations, the likelihood that an outflow will be required in settlement is determined by
considering the class of obligations as a whole. A provision is recognised even if the likelihood of an outflow with respect to any
one item included in the same class of obligations may be small.
Provisions are measured at the present value of management’s best estimate of the expenditure required to settle the present
obligation at the end of the reporting period. The discount rate used to determine the present value reflects current market
assessments of the time value of money and the risks specific to the liability.
The Group is self-insured for costs relating to workers’ compensation and general liability claims in certain states. Provisions
are recognised based on claims reported, and an estimate of claims incurred but not yet reported, prior to balance date. These
provisions are determined utilising an actuarially determined method, which is based on various assumptions including but not
limited to future inflation, average claim size and claim administrative expenses. These assumptions are reviewed annually and
any reassessment of these assumptions will affect the workers’ compensation expense.
Employee benefits
(i) Short term obligations
Liabilities for wages and salaries, including non-monetary benefits and annual leave expected to be settled within 12 months after
the end of the period in which the employees render the related service are recognised in respect of employees’ services up to the
end of the reporting period and are measured at the amounts expected to be paid when the liabilities are settled. The liability for
annual leave is recognised in the provision for employee benefits. All other short term employee benefit obligations are presented
as payables.
(ii) Other long term employee benefit obligations
The liability for long service leave which is not expected to be settled within 12 months after the end of the period in which the
employees render the related service is recognised in the provision for employee benefits and measured as the present value of
expected future payments to be made in respect of services provided by employees up to the end of the reporting period using the
projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures
and periods of service. Expected future payments are discounted using market yields at the end of the reporting period on
corporate bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows.
The obligations are presented as current liabilities in the balance sheet if the entity does not have an unconditional right to defer
settlement for at least 12 months after the reporting date, regardless of when the actual settlement is expected to occur.
78 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
C3 PROVISIONS (CONTINUED)
Accounting policy (continued)
(iii) Profit sharing and bonus plans
The Group recognises a liability and an expense for bonuses and profit sharing based on a formula that takes into consideration the
profit attributable to the Group’s shareholders after certain adjustments. The Group recognises a provision where contractually
obliged or where there is a past practice that has created a constructive obligation.
(iv) Termination benefits
Termination benefits are payable when employment is terminated before the normal retirement date, or when an employee accepts
voluntary redundancy in exchange for these benefits. The Group recognises termination benefits when it is demonstrably committed
to either terminating the employment of current employees according to a detailed formal plan without possibility of withdrawal
or providing termination benefits as a result of an offer made to encourage voluntary redundancy. Benefits falling due more than
12 months after the end of the reporting period are discounted to present value.
C4 DEFERRED INCOME
Current
Lease incentives and contributions
Non-current
Lease incentives and contributions
2017
$'000
2016
$'000
9,817
10,812
75,927
85,744
69,702
80,514
During the period, an onerous lease provision was recognised relating to further surplus support office space identified under a non-
cancellable lease. This lease agreement included cash landlord contributions that the Group recorded as deferred income and has been
amortising on a straight line basis over the term of the lease. The deferred income relating to the onerous space has been written-back
as part of the net support office onerous lease expense. Refer to note A3 for more information.
Accounting policy
A number of lease agreements for stores include cash contributions provided by the lessor for fit-outs as a lease incentive or lease
contribution. The asset additions from the fit-outs completed are recognised as fixtures and fittings at cost and depreciated on a
straight-line basis over the asset’s useful life. The lease incentive or lease contribution is presented as deferred income and reversed
on a straight-line basis over the lease term.
79
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
D. NET DEBT
This section provides additional information regarding lines in the financial statements that are most relevant to explaining the net
debt position and structure of the Group’s borrowings for the period, which are key to financing the Group’s activities both now and
for the future.
The net debt of the Group as at 29 July 2017 and 30 July 2016 is as follows:
Total borrowings
Less: cash and cash equivalents
Net debt
D1 CASH AND CASH EQUIVALENTS
Cash on hand
Cash at bank
Accounting policy
2017
$'000
143,367
(30,591)
112,776
2017
$'000
2,824
27,767
30,591
2016
$'000
147,273
(45,207)
102,066
2016
$'000
2,800
42,407
45,207
For the purpose of presentation in the statement of cash flows, cash and cash equivalents includes cash on hand, deposits held at
call with financial institutions, other short term, highly liquid investments with original maturities of three months or less that are
readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value, and bank overdrafts.
D2 RECONCILIATION OF PROFIT AFTER INCOME TAX TO NET CASH INFLOW FROM OPERATING ACTIVITIES
2017
2016
52 weeks
53 weeks
$'000
11,939
133,853
(436)
1,094
1,782
1,176
1,338
329
5,720
28,449
(4,079)
2,281
(15,880)
(5,406)
(12,679)
(203)
$'000
60,543
93,896
(906)
1,094
1,080
620
-
(221)
(3,457)
(14,622)
(6,792)
5,717
(964)
6,521
7,057
(76)
149,278
149,490
Profit for the period
Depreciation, amortisation and impairment, including lease incentives and contributions
Interest income
Interest expense
Share-based payments expense
Share of net (profit)/loss of equity-accounted associate
Dilution of investment in equity-accounted associate
Net exchange differences
Change in operating assets and liabilities
(Increase)/decrease in trade and other receivables
(Increase)/decrease in inventories
Decrease/(increase) in deferred tax asset
Decrease/(increase) in derivative financial instruments
(Decrease)/increase in trade and other payables
(Decrease)/increase in current tax payable
(Decrease)/increase in provisions
(Decrease)/increase in other liabilities
Net cash inflow from operating activities
80 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
D3 BORROWINGS
(a) Structure of debt
The debt funding of the Group at 29 July 2017 comprised of a revolving cash advance syndicated facility of $500 million, which contains
three tranches. This facility was established on 29 October 2009, drawn down on 6 November 2009 and amended and restated on
3 June 2011, 9 July 2013 and 23 June 2015. At balance date the following amounts were drawn:
Bank loans
Less: transaction costs
Borrowings
2017
$'000
2016
$'000
145,000
150,000
(1,633)
143,367
(2,727)
147,273
The terms and conditions of the Group's revolving cash advance facility is as follows:
Revolving cash advance facility - Tranche A
Revolving cash advance facility - Tranche B
Revolving cash advance facility - Tranche C
Amount
$145 million
$80 million
$275 million
Term
4 years
2 years
4 years
Expiry date
21 August 2019
21 August 2017
21 August 2019
During the period ended 29 July 2017, the Tranche B component of the revolving cash advance facility was reduced from $180 million
to $80 million resulting in the total facility reducing from $600 million to $500 million. Subsequently on 21 August 2017, Tranche B has
expired and the total facility has reduced to $420 million.
As the facility is revolving, amounts repaid may be redrawn during their terms.
(b) Security
The revolving cash advance facility in place at 29 July 2017 is unsecured, subject to various representations, undertakings, events of
default and review events which are usual for a facility of this nature.
(c) Fair value
The fair value of existing borrowings approximates their carrying amount, as the impact of discounting is not significant.
(d) Risk exposures
Details of the Group's exposure to risks arising from current and non-current borrowings are set out in note E1.
Accounting policy
Borrowings
Borrowings are initially recognised at fair value, net of transaction costs incurred. Borrowings are subsequently measured at
amortised cost. Any difference between the proceeds (net of transaction costs) and the redemption amount is recognised in profit
or loss over the period of the borrowings using the effective interest method. Fees paid on the establishment of loan facilities are
recognised as transaction costs of the loan to the extent that it is probable that some or all of the facility will be drawn down. In this
case, the fee is deferred until the draw down occurs. To the extent there is no evidence that it is probable that some or all of the
facility will be drawn down, the fee is capitalised as a prepayment for liquidity services and amortised over the period of the facility
to which it relates.
Borrowings are classified as current liabilities unless the Group has an unconditional right to defer settlement of the liability for at
least 12 months after the reporting period.
Borrowing costs
Borrowing costs incurred for the construction of any qualifying asset are capitalised during the period of time that is required to
complete and prepare the asset for its intended use or sale. Other borrowing costs are expensed.
81
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
E. RISK MANAGEMENT
This section provides information relating to the Group’s exposure to various financial risks, how they could affect the Group’s
financial position and performance and how these risks are managed.
E1 FINANCIAL RISK MANAGEMENT
The Group's activities expose it to a variety of financial risks: market risk (including currency risk, cash flow and fair value interest rate
risk), credit risk and liquidity risk. The Group's overall risk management program focuses on the unpredictability of financial markets and
seeks to minimise potential adverse effects on the financial performance of the Group. The Group uses derivative financial instruments
such as foreign exchange contracts and interest rate swaps to hedge certain risk exposures. Derivatives are exclusively used for hedging
purposes, i.e. not as trading or other speculative instruments. The Group uses different methods to measure different types of risk to
which it is exposed. These methods include sensitivity analysis in the case of interest rate and foreign exchange risk, and an aging analysis
for credit risk.
Risk management is carried out by the Company under policies approved by the Board of Directors. The Company identifies, evaluates
and hedges financial risks. The Board provides written principles for overall risk management, as well as policies covering specific areas,
such as foreign exchange risk, interest rate risk, and use of financial instruments and non-derivative financial instruments.
(a) Market risk
(i) Foreign exchange risk
Foreign exchange risk arises when future commercial transactions and recognised assets and liabilities are denominated in a currency
that is not the entity’s functional currency.
The Group sources inventory purchases overseas and is exposed to foreign exchange risk, particularly in relation to currency exposures
to the US dollar.
To minimise the effects of a volatile and unpredictable exchange rate, Group policy is to enter into forward exchange contracts in relation
to the Group’s overseas purchases for any 18-month period. The actual level of cover taken fluctuates depending on the period until
settlement of the foreign currency transaction, within the Board approved hedging policy. This policy allows cover to be taken on a sliding
scale between 0 – 100% depending on the period to maturity (up to 18 months).
The Group's exposure to foreign currency risk at the end of the reporting period, expressed in Australian dollars, was as follows:
Trade payables
Forward exchange contracts
Group sensitivity
USD
$’000
16,770
163,851
2017
EURO
$’000
540
7,773
NZD
$’000
43
-
USD
$’000
11,147
209,151
2016
EURO
$’000
413
12,587
NZD
$’000
121
-
The Group applies a prudent cash flow hedging policy approach whereby all forward exchange contracts in relation to the Group's
overseas purchases are designated as cash flow hedges at inception. Subsequent testing of effectiveness ensures that all effective hedge
movements flow through the cash flow hedge reserve within equity. Consistent with this approach, the sensitivity for movements in
foreign exchange rates for US dollar and Euro denominated financial instruments held at 29 July 2017, as detailed in the above table, will
flow through equity and will therefore have minimal impact on profit.
Other components of equity would have been $12.1 million lower/$14.8 million higher (2016: $16.6 million lower/$20.2 million higher) had
the Australian dollar strengthened/weakened by 10% against the US dollar and Euro, arising from foreign exchange contracts designated
as cash flow hedges. The Group's exposure to other foreign exchange movements is not material.
These sensitivities were calculated based on the Group's period end spot rate for the applicable reporting period.
82 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
E1 FINANCIAL RISK MANAGEMENT (CONTINUED)
(a) Market risk (continued)
(ii) Cash flow and fair value interest rate risk
The Group is exposed to interest rate risk as it borrows funds at floating interest rates. Borrowings issued at floating rates expose the
Group to cash flow interest rate risk. The risk is managed by the use of floating to fixed interest rate swap contracts and the Group
policy is to fix the rates between 0 and 50% of its average gross debt. This policy applied for the entire period with the exception of the
period from 23 September 2015 until 22 August 2016 where the policy was temporarily increased to 0 – 80% to accommodate for the
reduction in average gross debt due to the proceeds received from the entitlement offer. The level of fixed interest rate swaps reduced
by $50 million due to contract expiry on 22 August 2016, at which point the temporary policy extension has ended and the policy has
returned to 0 – 50%.
Interest rate swaps have the economic effect of converting borrowings from floating rates to fixed rates. Generally, the Group raises long
term borrowings at floating rates and swaps them into fixed rates. Under the interest rate swaps, the Group agrees with other parties to
exchange, at specified intervals (mainly quarterly), the difference between fixed rates and floating rate interest amounts calculated by
reference to the agreed notional principal amounts.
As at the end of the reporting period, the Group had the following variable rate borrowings and interest rate swap contracts outstanding:
Bank loans - variable
Interest rate swaps (notional principal amount)
Net exposure to cash flow interest rate risk
2017
Weighted average
interest rate
%
3.0%
5.2%
2016
Weighted average
interest rate
%
3.1%
4.8%
Balance
$’000
145,000
(100,000)
45,000
Balance
$’000
150,000
(150,000)
-
The weighted average interest rates noted above for both borrowings and swaps are inclusive of margins applicable to the underlying
variable rate borrowings. An analysis by maturities is provided in section (c) below.
Interest rate exposure is evaluated regularly to confirm alignment with Group policy and to ensure the Group is not exposed to excess risk
from interest rate volatility.
At 29 July 2017, if interest rates had changed by +/- 10% from the period end rates with all other variables held constant, the impact on
post-tax profit for the period would have been $0.1 million (2016: nil), mainly as a result of higher/lower interest expense on borrowings.
Other components of equity would not be impacted (2016: $0.2 million higher/$0.2 million lower) as a result of an increase/decrease in
the fair value of the cash flow hedges of borrowings.
The range of sensitivities has been assumed based on the Group's experience of average interest rate fluctuations in the applicable
reporting period.
(b) Credit risk
Credit risk is managed on a Group basis. Credit risk arises from cash and cash equivalents, derivative financial instruments and deposits
with banks and financial institutions, as well as credit exposures to customers, including receivables and committed transactions. For
banks and financial institutions, only independently rated parties with a minimum rating of 'A' are accepted. Sales to retail customers are
primarily required to be settled in cash or using major credit cards, mitigating credit risk. Where transactions are settled by way of lay-by
arrangements, revenue is not recognised until full payment has been received from the customer and goods collected.
The maximum exposure to credit risk at the end of the reporting period is the carrying amount of the financial assets as disclosed in
notes B1, D1 and E2.
The credit quality of financial assets that are neither past due nor impaired can be assessed by reference to external credit ratings as
detailed below, historical information about receivables default rates and current trading levels.
Based on the credit history of these classes, it is expected that these amounts will be received and are not impaired.
83
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
E1 FINANCIAL RISK MANAGEMENT (CONTINUED)
(b) Credit risk (continued)
Cash at bank and short term bank deposits
AAA
AA
A
Derivative financial assets
AAA
AA
A
(c) Liquidity risk
2017
$'000
2016
$'000
-
-
30,591
45,207
-
-
30,591
45,207
-
-
-
-
-
431
-
431
Prudent liquidity risk management implies maintaining sufficient cash and marketable securities and the availability of funding through an
adequate amount of committed credit facilities to meet obligations when due and due to close out market positions. Due to the seasonal
nature of the retail business, the Group has in place flexible funding facilities to ensure liquidity risk is minimised.
Financing arrangements
The Group had access to the following undrawn borrowing facilities at the end of the reporting period:
Floating rate
Expiring within one year (revolving cash advance facility)
Expiring beyond one year (revolving cash advance facility)
Refer to note D3 for more information.
2017
$'000
2016
$'000
-
-
355,000
450,000
355,000
450,000
84 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
E1 FINANCIAL RISK MANAGEMENT (CONTINUED)
(c) Liquidity risk (continued)
Maturities of financial liabilities
The tables below analyse the Group’s financial liabilities into relevant maturity groupings based on their contractual maturities for:
(a) all non-derivative financial liabilities; and
(b) net and gross settled derivative financial instruments for which the contractual maturities are essential for an understanding of the
timing of the cash flows.
The amounts disclosed in the table are the contractual undiscounted cash flows. Balances due within 12 months equal their carrying
amounts as the impact of discounting is not significant. For interest rate swaps, the cash flows have been estimated using forward
interest rates applicable at the end of the reporting period.
Between
Between
Total
Carrying
amount
Less than
6 months
$'000
6 - 12
months
$'000
1 and 2
2 and 5
Over 5
contractual
(assets)/
years
$’000
years
$’000
years
cash flows
liabilities
$’000
$'000
$'000
Contractual maturities
of financial liabilities
2017
Non-derivatives
Non-interest bearing
Variable rate
Total non-derivatives
Derivatives
286,113
46,543
332,656
-
1,537
1,537
-
51,941
51,941
-
50,391
50,391
Net settled (interest rate swaps)
595
91
147
Gross settled
- (inflow)
- outflow
Total derivatives
2016
Non-derivatives
Non-interest bearing
Variable rate
Total non-derivatives
Derivatives
(83,949)
89,230
5,876
(57,827)
(20,170)
61,258
3,522
21,137
1,114
292,772
2,304
295,076
-
2,127
2,127
-
151,064
151,064
Net settled (interest rate swaps)
1,094
1,018
525
Gross settled
- (inflow)
- outflow
Total derivatives
(d) Fair value measurements
(118,488)
124,198
6,804
(71,747)
72,639
1,910
(25,369)
25,593
749
34
-
-
34
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
286,113
286,113
150,412
145,000
436,525
431,113
867
527
(161,946)
171,625
10,546
-
8,375
8,902
292,772
292,772
155,495
150,000
448,267
442,772
2,637
2,689
(215,604)
222,430
9,463
(431)
7,257
9,515
The fair value of financial assets and financial liabilities must be estimated for recognition and measurement or for disclosure purposes.
AASB 7 Financial Instruments: Disclosures requires disclosure of fair value measurements by level of the following fair value measurement
hierarchy:
(a) quoted prices (unadjusted) in active markets for identical assets or liabilities (level 1);
(b) inputs other than quoted prices included within level 1 that are observable for the asset or liabilities either directly (as prices) or
indirectly (derived from prices) (level 2); and
(c) inputs for the asset or liability that are not based on observable market data (unobservable inputs) (level 3).
85
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
E1 FINANCIAL RISK MANAGEMENT (CONTINUED)
(d) Fair value measurements (continued)
The following tables present the Group's assets and liabilities measured and recognised at fair value at 29 July 2017 and 30 July 2016:
2017
Assets
Derivatives used for hedging
Total assets
Liabilities
Derivatives used for hedging
Total liabilities
2016
Assets
Derivatives used for hedging
Total assets
Liabilities
Derivatives used for hedging
Total liabilities
Level 1
$’000
Level 2
$’000
Level 3
$’000
Total
$’000
-
-
-
-
-
-
-
-
-
-
8,902
8,902
431
431
9,946
9,946
-
-
-
-
-
-
-
-
-
-
8,902
8,902
431
431
9,946
9,946
The fair value of financial instruments that are not traded in an active market (for example, over-the-counter derivatives) is determined
using valuation techniques which maximise the use of observable market data and rely as little as possible on entity-specific estimates.
The fair value of interest rate swaps is calculated as the present value of the estimated future cash flows. The fair value of forward
exchange contracts is determined using forward exchange market rates at the end of the reporting period. These derivative financial
instruments are included in level 2 as the significant inputs to fair value the instruments are observable.
The carrying amounts of trade receivables and payables are assumed to approximate their fair values due to their short term nature.
The fair value of financial liabilities for disclosure purposes is estimated by discounting the future contractual cash flows at the current
market interest rate that is available to the Group for similar financial instruments.
Accounting policy
Classification
The Group classifies its investments in the following categories: financial assets at fair value through profit or loss, loans and
receivables, held to maturity investments, and available for sale financial assets. The classification depends on the purpose for which
the investments were acquired. Management determines the classification of its investments at initial recognition and, in the case of
assets classified as held to maturity, re-evaluates this designation at the end of each reporting period.
(i) Financial assets at fair value through profit or loss
Financial assets at fair value through profit or loss are financial assets held for trading which are acquired principally for the purpose
of selling in the short term with the intention of making a profit. Derivatives are also categorised as held for trading unless they are
designated as hedges.
(ii) Loans and receivables
Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active
market. They arise when the Group provides money, goods or services directly to a debtor with no intention of selling the receivable.
They are included in current assets, except for those with maturities greater than 12 months after the reporting period, which are
classified as non-current assets. Loans and receivables are included in receivables in the balance sheet (refer to note B1).
(iii) Held to maturity investments
Held to maturity investments are non-derivative financial assets with fixed or determinable payments and fixed maturities that the
Group’s management has the positive intention and ability to hold to maturity.
86 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
E1 FINANCIAL RISK MANAGEMENT (CONTINUED)
Accounting policy (continued)
(iv) Available for sale financial assets
Available for sale financial assets are non-derivatives that are either designated in this category or not classified in any of the other
categories. They are included in non-current assets unless management intends to dispose of the investment within 12 months of
the end of the reporting period.
Recognition and derecognition
Purchases and sales of investments are recognised on trade-date, the date on which the Group commits to purchase or sell the
asset. Investments are initially recognised at fair value plus transaction costs for all financial assets not carried at fair value through
profit or loss. Financial assets carried at fair value through profit or loss are initially recognised at fair value and transaction costs
are expensed in profit or loss. Financial assets are derecognised when the rights to receive cash flows from the financial assets have
expired or have been transferred and the Group has transferred substantially all the risks and rewards of ownership.
Measurement
Available-for-sale financial assets and financial assets at fair value through profit or loss are subsequently carried at fair value,
unless they are equity securities that do not have a market price quoted in an active market and whose fair value cannot be reliably
measured. In that case they are carried at cost.
Loans and receivables and held to maturity investments are carried at amortised cost using the effective interest method. Gains or
losses arising from changes in the fair value of the ‘financial assets at fair value through profit or loss’ category, including interest and
dividend income, are presented in profit or loss within other income or other expenses in the period in which they arise.
Changes in the fair value of monetary securities denominated in a foreign currency and classified as available-for-sale are analysed
between translation differences resulting from changes in amortised cost of the security and other changes in the carrying amount
of the security. The translation differences are recognised in profit or loss and other changes in carrying amount are recognised in
equity. Changes in the fair value of other monetary and non-monetary securities classified as available-for-sale are recognised in
equity.
When securities classified as available-for-sale are sold or impaired, the accumulated fair value adjustments recognised in equity are
included in profit or loss as gains and losses from investment securities.
Details on how the fair value of financial instruments is determined are disclosed in note E1.
Impairment
The Group assesses at the end of each reporting period whether there is objective evidence that a financial asset or group of
financial assets is impaired. In the case of equity securities classified as available for sale, a significant or prolonged decline in the
fair value of a security below its cost is considered in determining whether the security is impaired. If any such evidence exists for
available for sale financial assets, the cumulative loss - measured as the difference between the acquisition cost and the current
fair value, less any impairment loss on that financial asset previously recognised in profit or loss - is reclassified from equity and
recognised in profit or loss as a reclassification adjustment. Impairment losses recognised in profit or loss on equity instruments
classified as available for sale are not reversed through profit or loss.
87
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
E2 DERIVATIVE FINANCIAL INSTRUMENTS
Current assets
Forward foreign exchange contracts (i)
Total current derivative financial instrument assets
Non-current assets
Forward foreign exchange contracts (i)
Total non-current current derivative financial instrument assets
Current liabilities
Forward foreign exchange contracts (i)
Interest rate swap contracts (ii)
Total current derivative financial instrument liabilities
Non-current liabilities
Forward foreign exchange contracts (i)
Interest rate swap contracts (ii)
Total non-current derivative financial instrument liabilities
(a) Instruments used by the Group
2017
$'000
2016
$'000
-
-
-
-
7,417
527
7,944
958
-
958
351
351
80
80
6,969
158
7,127
288
2,531
2,819
The Group is party to derivative financial instruments in the normal course of business in order to hedge exposure to fluctuations in
interest and foreign exchange rates in accordance with the Group’s financial risk management policies (refer to note E1).
(i) Forward exchange contracts - cash flow hedges
The Group makes purchases in numerous currencies, primarily US dollars. In order to protect against exchange rate movements, the
Group has entered into forward exchange contracts to purchase US dollars and Euro.
These contracts are hedging highly probable forecasted purchases for the ensuing financial period. The contracts are timed to mature
when payments for shipments of inventory are scheduled to be made.
The portion of the gain or loss on the hedging instrument that is determined to be an effective hedge is recognised directly in equity.
When the cash flows occur, the Group adjusts the initial measurement of the inventory recognised in the balance sheet by the related
amount deferred in equity.
(ii) Interest rate swap contracts
Bank loans of the Group currently bear an average variable interest rate of 3.00% (2016: 3.09%). It is the Group's policy to protect part of
the loans from exposure to increasing interest rates. Accordingly, the Group has entered into interest rate swap contracts under which it
is obliged to receive interest at variable rates and to pay interest at fixed rates.
Swaps currently in place cover approximately 69% (2016: 100%) of the Group’s drawn debt facility (refer to note D3 for details of the
Group’s borrowings). The notional principal amounts used in the swap agreements match the terms of the debt facilities. Under the swap
agreements, the fixed interest rates range between 3.31% and 3.90% (2016: 2.61% and 3.90%) and the variable rates are based on the Bank
Bill Swap Rate bid (BBSY Bid).
The contracts require settlement of net interest receivable or payable each three months. The contracts are settled on a net basis.
The gain or loss from remeasuring the hedging instruments at fair value is deferred in equity in the hedging reserve, to the extent that
the hedge is effective, and reclassified into the income statement when the hedged interest expense is recognised. In the period
ended 29 July 2017, $2.2 million was reclassified in profit and loss (2016: $2.3 million) and included in finance cost. There was no hedge
ineffectiveness in the current period.
(b) Risk exposures
Information about the Group's exposure to credit risk, foreign exchange and interest rate risk is provided in note E1. The maximum
exposure to credit risk at the end of the reporting period is the carrying amount of each class of derivative financial assets mentioned
above.
88 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
E2 DERIVATIVE FINANCIAL INSTRUMENTS (CONTINUED)
Accounting policy
Derivatives are initially recognised at fair value on the date a derivative contract is entered into and are subsequently remeasured
to their fair value at the end of each reporting period. The accounting for subsequent changes in fair value depends on whether
the derivative is designated as a hedging instrument, and if so, the nature of the item being hedged. The Group designates certain
derivatives as either:
> hedges of the fair value of recognised assets or liabilities or a firm commitment (fair value hedges); or
> hedges of the cash flows or recognised assets or liabilities and highly probable forecast transactions (cash flow hedges).
The Group documents at the inception of the hedging transaction the relationship between hedging instruments and hedged items,
as well as its risk management objective and strategy for undertaking various hedge transactions. The Group also documents its
assessments, both at hedge inception and on an ongoing basis, of whether the derivatives that are used in hedging transactions have
been and will continue to be highly effective in offsetting changes in fair values or cash flows of hedged items.
The full fair value of a hedging derivative is classified as a non-current asset or liability when the remaining maturity of the hedged
item is more than 12 months. It is classified as a current asset or liability when the remaining maturity of the hedged item is less than
12 months.
(i) Fair value hedge
Changes in the fair value of derivatives that are designated and qualify as fair value hedges are recorded in the income statement,
together with any changes in the fair value of the hedged asset or liability that are attributable to the hedged risk. The gain or loss
relating to the effective portion of interest rate swaps hedging fixed rate borrowings is recognised in profit or loss within finance
costs, together with changes in the fair value of the hedged fixed rate borrowings attributable to interest rate risk. The gain or loss
relating to the ineffective portion is recognised in profit or loss.
If the hedge no longer meets the criteria for hedge accounting, the adjustment to the carrying amount of a hedge item for
which the effective interest method is used is amortised to profit or loss over the period to maturity using a recalculated
effective interest rate.
(ii) Cash flow hedge
The Group uses derivative financial instruments to hedge its exposure to foreign exchange and interest rate risks arising from
operational and financing activities.
The effective portion of changes in the fair value of derivatives that are designated and qualify as cash flow hedges is recognised
in equity in the hedging reserve. The gain or loss relating to the ineffective portion is recognised immediately in profit or loss.
Amounts accumulated in equity are reclassified to profit or loss in the periods when the hedged item affects profit or loss. When
the forecast transaction that is hedged results in the recognition of a non-financial asset (for example, inventory or fixed assets)
the gains and losses previously deferred in equity are transferred from equity and included in the initial measurement of the cost
of the asset. The deferred amounts are ultimately recognised in profit or loss as cost of goods sold in the case of inventory, or as
depreciation in the case of fixed assets.
The gain or loss relating to the effective portion of the interest rate swaps hedging variable rate borrowings is recognised in profit or
loss within finance costs.
When a hedging instrument expires or is sold or terminated, or when a hedge no longer meets the criteria for hedge accounting, any
cumulative gain or loss existing in equity at that time remains in equity and is recognised when the forecast transaction is ultimately
recognised in profit or loss. When a forecast transaction is no longer expected to occur, the cumulative gain or loss that was
reported in equity is immediately reclassified to profit or loss.
(iii) Derivatives that do not qualify for hedge accounting
Certain derivative instruments do not qualify for hedge accounting. Changes in the fair value of any derivative instrument that does
not qualify for hedge accounting are recognised immediately in profit or loss.
89
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
F. EQUITY
This section provides additional information regarding lines in the financial statements that are most relevant to explaining the
equity position of the Group at the end of the period, including the dividends declared and/or paid during the period.
F1 CONTRIBUTED EQUITY
Opening balance
Shares issued under Entitlement Offer, net of transaction costs1
Shares issued to Myer Equity Plans Trust at market value
Treasury shares
Opening balance
2017
2016
Number of
Number of
shares
shares
2017
$'000
2016
$'000
821,278,815
585,689,551
779,963
564,258
- 234,661,660
-
927,604
-
-
214,583
1,122
821,278,815
821,278,815
779,963
779,963
(4,200)
(4,200)
(40,625)
(39,503)
Shares issued to Myer Equity Plans Trust at market value
-
(927,604)
Shares acquired by Myer Equity Plans Trust on market at $1.31
Shares issued under short term incentive plan
Shares issued for performance rights granted
Closing balance of Treasury shares
Closing balance
(150,000)
114,617
28,355
(11,228)
-
-
927,604
(4,200)
(40,634)
(40,625)
821,267,587
821,274,615
739,329
739,338
-
(196)
150
37
(1,122)
-
-
-
1.
During September 2015, the Group completed a fully underwritten accelerated pro rata non-renounceable Entitlement Offer resulting in the issue of
234,661,660 new shares at $0.94 per share. The entitlement offer raised $221 million less transaction costs (net of tax) of $6 million.
Ordinary shares
The ordinary shares issued are fully paid. Ordinary shares entitle the holder to participate in dividends and the proceeds on winding up of
the Company in proportion to the number of and amounts paid on the shares held. On a show of hands, every holder of ordinary shares
present at a meeting in person, or by proxy, is entitled to one vote, and upon a poll each share is entitled to one vote.
Treasury shares
Treasury shares are shares in Myer Holdings Limited that are held by the Myer Equity Plans Trust for the purposes of issuing shares under
the Equity Incentive Plans. Refer to note H4 for more information.
Employee share and option schemes
Information relating to the employee share-based payment schemes, including details of shares issued under the schemes, is set out in
note H4.
Capital risk management
The Group’s key objective when managing capital is to minimise its weighted average cost of capital while maintaining appropriate
financing facilities. This provides the opportunity to pursue growth and capital management initiatives. In managing its capital structure,
the Group also seeks to safeguard its ability to continue as a going concern in order to provide appropriate returns to shareholders and
benefits for other stakeholders.
In order to maintain or adjust the capital structure, the Group may adjust the amount of dividends paid to shareholders, return capital to
shareholders, issue new shares or sell assets to reduce debt.
Consistent with others in the industry, the Group monitors capital on the basis of various balance sheet ratios including the gearing ratio.
This ratio is calculated as net debt divided by total capital. Net debt is calculated as total borrowings less cash and cash equivalents. Total
capital is calculated as 'equity' as shown in the balance sheet plus net debt.
90 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
F1 CONTRIBUTED EQUITY (CONTINUED)
Capital risk management (continued)
The gearing ratios at 29 July 2017 and 30 July 2016 were as follows:
Total borrowings (note D3)
Less: cash and cash equivalents (note D1)
Net debt
Total equity
Total capital
Gearing ratio
2017
$'000
143,367
(30,591)
112,776
2016
$'000
147,273
(45,207)
102,066
1,072,868
1,107,765
1,185,644
1,209,831
9.5%
8.4%
The increase in the gearing ratio during 2017 was primarily driven by an increase in net debt and a decrease in equity associated with
dividends paid during the year being higher than profits following the decline in profit for the year.
Accounting policy
Ordinary shares are classified as equity.
Incremental costs directly attributable to the issue of new shares are shown in equity as a deduction, net of tax, from the proceeds.
Where any Group company purchases the Company’s equity instruments; for example, as the result of a share buy-back or a share-
based payment plan, the consideration paid, including any directly attributable incremental costs (net of income taxes) is deducted
from equity attributable to the owners of Myer Holdings Limited as treasury shares until the shares are cancelled or reissued. Where
such ordinary shares are subsequently reissued, any consideration received, net of any directly attributable incremental transaction
costs and the related income tax effects, is included in equity attributable to the owners of Myer Holdings Limited.
91
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
F2 RETAINED EARNINGS AND RESERVES
(a) Retained earnings
Movements in retained earnings were as follows:
Balance at beginning of period
Profit for the period
Dividends
Balance at end of period
(b) Reserves
Share-based payments (i)
Cash flow hedges (ii)
Other reserve (iii)
Foreign currency translation (iv)
Movements in reserves were as follows:
Share-based payments
Balance at beginning of period
Share-based payments expense recognised (note H4)
Income tax (note A4)
Balance at end of period
Cash flow hedges
Balance at beginning of period
Net gain/(loss) on revaluation
Transfer to net profit
Balance at end of period
Foreign currency translation
Balance at beginning of period
Currency translation differences arising during the period
Balance at end of period
(i) Share-based payments
2017
$'000
2016
$'000
379,483
335,366
11,939
(49,276)
60,543
(16,426)
342,146
379,483
27,186
(6,894)
(25,621)
(3,278)
(8,607)
25,613
1,782
(209)
27,186
(7,441)
(1,632)
2,179
(6,894)
(3,607)
329
(3,278)
25,613
(7,441)
(25,621)
(3,607)
(11,056)
24,857
1,080
(324)
25,613
7,045
(21,512)
7,026
(7,441)
(3,386)
(221)
(3,607)
The share-based payments reserve is used to recognise the fair value of options and rights granted to employees under the employee
share plans. Further information on share-based payments is set out in note H4.
(ii) Cash flow hedges
The hedging reserve is used to record gains or losses on a hedging instrument in a cash flow hedge that are recognised directly in equity,
as described in note E2. Amounts are recognised in the income statement when the associated hedged transaction affects profit or loss.
(iii) Other reserve
Under the shareholders' agreement entered into with the non-controlling shareholders at the time of acquisition in 2011, the Group held
a call option over the non-controlling shareholders' 35% interest in Boogie & Boogie Pty Ltd, the owner of sass & bide, and the non-
controlling shareholders had a corresponding put option. These options became exercisable in 2014, two years from acquisition date, at
a market value of the shares at that time based on a formula contained within the shareholders' agreement. The potential liability of the
Group under the put option was estimated at acquisition date based on expectations on the timing of exercise and the exercise price at
that future point in time, discounted to present value using the Group's incremental borrowing rate. The recognition of the put option
liability at acquisition date resulted in the recognition of an amount to the other reserve within shareholders' equity and a financial
liability within non-current liabilities other, reclassified to current liabilities in 2013 when it became payable.
On acquisition of the remaining 35% of sass & bide, the cash payment of $33.4 million was recorded against the current financial liability
and non-controlling interests balances were recorded against other reserve.
92 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
F2 RETAINED EARNINGS AND RESERVES (CONTINUED)
(iv) Foreign currency translation
Exchange differences arising on translation of the foreign controlled entity are recognised in other comprehensive income and
accumulated in a separate reserve within equity. The cumulative amount is reclassified to the income statement when the net investment
is disposed of.
Accounting policy
(i) Functional and presentation currency
Items included in the financial statements of each of the Group’s entities are measured using the currency of the primary economic
environment in which the entity operates (‘the functional currency’). The consolidated financial statements are presented in
Australian dollars, which is Myer Holdings Limited’s functional and presentation currency.
(ii) Transactions and balances
Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates of the
transactions. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at year
end exchange rates of monetary assets and liabilities denominated in foreign currencies are generally recognised in profit or loss.
They are deferred in equity if they relate to qualifying cash flow hedges.
Non-monetary items that are measured at fair value in a foreign currency are translated using the exchange rates at the date when
the fair value was determined. Translation differences on assets and liabilities carried at fair value are reported as part of the fair
value gain or loss. For example, translation differences on non-monetary assets and liabilities such as equities held at fair value
through profit or loss are recognised in profit or loss as part of the fair value gain or loss and translation differences on non-
monetary assets such as equities classified as available-for-sale financial assets are recognised in other comprehensive income.
(iii) Group companies
The results and financial position of foreign operations (none of which has the currency of a hyperinflationary economy) that have a
functional currency different from the presentation currency are translated into the presentation currency as follows:
> assets and liabilities for each balance sheet presented are translated at the closing rate at the date of that balance sheet;
> income and expenses for each income statement and statement of comprehensive income are translated at the rates prevailing
on the transaction dates; and
> all resulting exchange differences are recognised in other comprehensive income.
On consolidation, when a foreign operation is sold, the associated exchange difference is reclassified to profit or loss, as part of the
gain or loss on sale.
93
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
F3 DIVIDENDS
(a) Ordinary shares
Final fully franked dividend for the period ending 30 July 2016 of 3.0 cents (25 July 2015: nil) per fully paid
share paid 10 November 2016
Interim fully franked dividend for the period ended 29 July 2017 of 3.0 cents (2016: 2.0 cents) per fully paid
share paid 4 May 2017 (2016: 5 May 2016)
Total dividends paid
(b) Dividends not recognised at the end of the reporting period
The directors have determined the payment of a final dividend of 2.0 cents (2016: 3.0 cents) per fully paid
ordinary share fully franked based on tax paid at 30% payable on 9 November 2017
The aggregate amount of the proposed dividend expected to be paid after period end, but not recognised as
a liability at period end, is:
(c) Franked dividends
2017
$'000
2016
$'000
24,638
-
24,638
49,276
16,426
16,426
16,426
24,638
The franked portions of the final dividends recommended after 29 July 2017 will be franked out of existing
franking credits or out of franking credits arising from the payment of income tax in the period ending 28
July 2018.
Franking credits available for subsequent financial periods based on a tax rate of 30% (2016: 30%)
32,690
28,585
The above amounts represent the balance of the franking account as at the reporting date, adjusted for:
(a) franking credits that will arise from the payment of the amount of the provision for income tax;
(b) franking debits that will arise from the payment of dividends recognised as a liability at the reporting date; and
(c) franking credits that will arise from the receipt of dividends recognised as receivables at the reporting date.
The consolidated amounts include franking credits that would be available to the parent entity if distributable profits of subsidiaries were
paid as dividends.
The impact on the franking account of the dividend recommended by the directors since the end of the reporting period, but not
recognised as a liability at the reporting date, will be a reduction in the franking account of $7 million (2016: $11 million).
Accounting policy
Provision is made for the amount of any dividend declared, being appropriately authorised and no longer at the discretion of the
entity, on or before the end of the financial period but not distributed at balance date.
94 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
G. GROUP STRUCTURE
This section summarises how the Group structure affects the financial position and performance of the Group as a whole.
G1 SUBSIDIARIES
The consolidated financial statements incorporate the assets, liabilities and results of the following subsidiaries in accordance with the
accounting policy described below:
Name of entity
NB Elizabeth Pty Ltd
NB Russell Pty Ltd
NB Lonsdale Pty Ltd
NB Collins Pty Ltd
Warehouse Solutions Pty Ltd
Myer Group Pty Ltd
Myer Pty Ltd
Myer Group Finance Limited
The Myer Emporium Pty Ltd
ACT Employment Services Pty Ltd
Myer Employee Share Plan Pty Ltd
Myer Travel Pty Ltd
Myer Sourcing Asia Ltd
Shanghai Myer Service Company Ltd
Boogie & Boogie Pty Ltd
sass & bide Pty Ltd
sass & bide Retail Pty Ltd
sass & bide Retail (NZ) Pty Ltd
sass & bide UK Limited
sass & bide USA inc.
sass & bide inc.
FSS Retail Pty Ltd
Country of
incorporation
Class of
shares
Notes
(1 ), (3 )
(2 ), (3 )
(2 ), (3 )
(1 ), (3 )
(2 ), (3 )
(1 ), (3 )
(1 ), (3 )
(1 ), (3 )
(2 ), (3 )
(2 )
(2 )
(2 )
(1 ), (3 )
(1 ), (3 )
(1 ), (3 )
(2 ), (3 )
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Hong Kong
China
Australia
Australia
Australia
Australia
United Kingdom
USA
USA
(2 ), (3 )
Australia
Equity
holdings(4)
2017
Equity
holdings(4)
2016
%
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
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
(1)
Each of these entities has been granted relief from the necessity to prepare financial statements in accordance with ASIC Corporations (Wholly-owned
Companies) Instrument 2016/785.
(2) Each of these entities is classified as small proprietary and therefore relieved from the requirement to prepare and lodge financial reports with ASIC.
(3) Each of these entities is party to a deed of cross guarantee, refer to note G2.
(4) The proportion of ownership interest is equal to the proportion of voting power held.
Business combination
On 12 April 2017, FSS Retail Pty Ltd (FSS) completed an asset acquisition with the appointed administrators of M. Webster Holdings Pty
Limited (Webster), a fashion retailer selling the Marcs and David Lawrence brands in the Australian market. The acquisition included
the brands, intellectual property, fixed assets and inventory relating to Marcs and David Lawrence and supports the Group’s ongoing
wanted brands strategy. The issued share capital of Webster was not acquired, however the acquisition met the definition of a business
combination.
The net assets were acquired for a net consideration totalling $11.9 million, with $13 million fully paid in cash less monies owed from
Webster. The fair value of the net assets recognised as a result of the acquisition is $11.9 million, including the Marcs and David Lawrence
brand names of $7.4 million (refer to note C2) and a deferred tax liability of $2.2 million recognised for the Marcs and David Lawrence
brands acquired (refer to note A4).
From the date of acquisition, the contribution from FSS to the net profit after-tax of the Group and the direct costs relating to the
acquisition were not significant.
95
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
G1 SUBSIDIARIES (CONTINUED)
Accounting policy
The consolidated financial statements incorporate the assets and liabilities of all subsidiaries of Myer Holdings Limited (‘Company’ or
‘parent entity’) as at 29 July 2017 and the results of all subsidiaries for the period then ended.
Subsidiaries
Subsidiaries are all entities (including structured entities) over which the Group has control. The Group controls an entity when
the Group is exposed to, or has rights to, variable returns from its involvement with the entity and has the ability to affect those
returns through its power to direct the activities of the entity. Subsidiaries are fully consolidated from the date on which control is
transferred to the Group. They are deconsolidated from the date that control ceases. The acquisition method of accounting is used
to account for business combinations by the Group (refer to note C2).
Intercompany transactions, balances and unrealised gains on transactions between Group companies are eliminated. Unrealised
losses are also eliminated unless the transaction provides evidence of impairment of the asset transferred. Accounting policies of
subsidiaries have been changed where necessary to ensure consistency with the policies adopted by the Group.
Non-controlling interests in the results and equity of subsidiaries are shown separately in the consolidated income statement,
statement of comprehensive income, balance sheet and statement of changes in equity respectively.
Employee Share Trust
The Group has formed the Myer Equity Plans Trust to administer the Group’s employee share scheme. This trust is consolidated, as
the substance of the relationship is that the trust is controlled by the Group. Shares in Myer Holdings Limited held by the trust are
disclosed as treasury shares and deducted from contributed equity.
G2 DEED OF CROSS GUARANTEE
The following entities are parties to a deed of cross guarantee under which each company guarantees the debts of the others:
> Myer Holdings Limited
> NB Elizabeth Pty Ltd
> NB Russell Pty Ltd
> Myer Group Pty Ltd
> NB Lonsdale Pty Ltd
> NB Collins Pty Ltd
> Myer Group Finance Limited
> The Myer Emporium Pty Ltd
> Boogie & Boogie Pty Ltd
> sass & bide Pty Ltd
> sass & bide Retail Pty Ltd
> sass & bide Retail (NZ) Pty Ltd
> Warehouse Solutions Pty Ltd
> FSS Retail Pty Ltd
> Myer Pty Ltd
By entering into the deed, the wholly-owned entities with note reference 1 in note G1 have been relieved from the requirements to
prepare a financial report and directors' report under ASIC Corporations (Wholly-owned Companies) Instrument 2016/785.
The above companies represent a 'closed group' for the purposes of the ASIC Legislative Instrument, and as there are no other parties to
the deed of cross guarantee that are controlled by Myer Holdings Limited, they also represent the 'extended closed group'.
96 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
G2 DEED OF CROSS GUARANTEE (CONTINUED)
(a) Consolidated income statement, statement of comprehensive income and summary of movements in consolidated
retained earnings
Set out below is a consolidated income statement, statement of comprehensive income and a summary of movements in consolidated
retained earnings for the closed group for the year ended 29 July 2017:
Income statement
Total sales value
Concession sales
Sale of goods
Sales revenue deferred under customer loyalty program
Revenue from sale of goods
Other operating revenue
Cost of goods sold
Operating gross profit
Other income
Selling expenses
Administration expenses
Share of net profit/(loss) of equity-accounted associate
Dilution of investment in equity-accounted associate
Restructuring and store exit costs, onerous lease expense and impairment of assets
Earnings before interest and tax
Finance revenue
Finance costs
Net finance costs
Profit before income tax
Income tax expense
Profit for the period attributable to Deed of Cross Guarantee group
Statement of comprehensive income
Profit for the period
Other comprehensive income
Items that may be reclassified to profit or loss:
Cash flow hedges
Exchange differences on translation of foreign operations
Income tax relating to components of other comprehensive income
Other comprehensive income for the period, net of tax
Total comprehensive income for the period
Summary of movements in retained earnings
Opening balance
Profit for the period
Dividends paid
Closing balance
2017
2016
52 weeks
53 weeks
$’000
$’000
3,201,427
3,288,717
(701,678)
(610,553)
2,499,749
2,678,164
(34,847)
(38,861)
2,464,902
2,639,303
176,487
161,689
(1,423,209)
(1,527,069)
1,218,180
1,273,923
-
(819,100)
(292,178)
(1,176)
(1,338)
(65,615)
38,773
436
(11,259)
(10,823)
27,950
(17,520)
10,430
68
(841,199)
(317,975)
(620)
-
(18,250)
95,947
905
(15,447)
(14,542)
81,405
(20,146)
61,259
10,430
61,259
547
(180)
-
367
10,797
386,254
10,430
(49,276)
(14,486)
1,832
-
(12,654)
48,605
341,421
61,259
(16,426)
347,408
386,254
97
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
G2 DEED OF CROSS GUARANTEE (CONTINUED)
(b) Consolidated balance sheet
Set out below is a consolidated balance sheet as at 29 July 2017 of the closed group:
ASSETS
Current assets
Cash and cash equivalents
Trade and other receivables and prepayments
Inventories
Derivative financial instruments
Total current assets
Non-current assets
Property, plant and equipment
Intangible assets
Derivative financial instruments
Investment in associate
Other non-current assets
Total non-current assets
Total assets
LIABILITIES
Current liabilities
Trade and other payables
Provisions
Deferred income
Current tax liabilities
Derivative financial instruments
Other liabilities
Total current liabilities
Non-current liabilities
Borrowings
Provisions
Deferred income
Deferred tax liabilities
Derivative financial instruments
Total non-current liabilities
Total liabilities
Net assets
EQUITY
Contributed equity
Retained earnings
Reserves
Total equity
98 Myer Annual Report 2017
2017
$'000
2016
$'000
29,507
38,655
44,306
51,079
369,685
392,441
-
351
437,847
488,177
460,211
445,299
985,263
1,019,111
-
-
3,560
80
9,203
3,819
1,449,034
1,477,512
1,886,881
1,965,689
379,233
398,224
87,145
93,998
9,817
1,992
7,944
591
12,114
7,424
7,127
794
486,722
519,681
143,367
147,273
13,772
75,927
86,016
958
19,702
68,401
90,779
2,819
320,040
328,974
806,762
848,655
1,080,119
1,117,034
739,330
739,339
347,408
386,254
(6,619)
(8,559)
1,080,119
1,117,034
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
G3 PARENT ENTITY FINANCIAL INFORMATION
(a) Summary financial information
The individual financial statements for the parent entity show the following aggregate amounts:
Balance sheet
Current assets
Total assets
Current liabilities
Total liabilities
Shareholders' equity
Issued capital
Reserves
Cash flow hedges
Other reserve
Share-based payments
Retained earnings
Profit/(loss) for the period
Total comprehensive income
(b) Guarantees entered into by the parent entity
Carrying amount included in current liabilities
2017
$'000
2016
$'000
87,283
149,318
1,013,906
1,076,467
17,713
161,080
27,243
177,047
739,329
739,338
(543)
(2,653)
21,320
95,373
(1,253)
909
(2,705)
(2,653)
19,538
145,902
7
2,072
-
-
The parent entity is the borrowing entity under the Group's financing facilities. Under these facilities, the parent entity is party to a cross-
guarantee with various other Group entities, who guarantee the repayment of the facilities in the event that the parent entity is in default.
The parent entity is also party to the deed of cross guarantee. The details of the deed of cross guarantee are set out in note G2. At
balance date, no liability has been recognised in relation to these guarantees on the basis that the potential exposure is not considered
material.
(c) Contingent liabilities of the parent entity
The parent entity did not have any contingent liabilities as at 29 July 2017 or 30 July 2016.
(d) Contractual commitments for the acquisition of property, plant or equipment
The parent entity did not have any contractual commitments for the acquisition of property, plant or equipment as at 29 July 2017 or
30 July 2016.
(e) Event subsequent to balance date
Refer to note H6 for additional events which have occurred after the financial reporting date.
99
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
G3 PARENT ENTITY FINANCIAL INFORMATION (CONTINUED)
Accounting policy
The financial information that is disclosed for the parent entity, Myer Holdings Limited, has been prepared on the same basis as the
consolidated financial statements, except as set out below.
(i) Investments in subsidiaries
Investments in subsidiaries are accounted for at cost in the financial statements of Myer Holdings Limited.
(ii) Tax consolidation legislation
Myer Holdings Limited and its wholly-owned Australian controlled entities have implemented the tax consolidation legislation.
The head entity, Myer Holdings Limited, and the controlled entities in the tax consolidated group continue to account for their own
current and deferred tax amounts. These tax amounts are measured as if each entity in the tax consolidated group continues to be a
stand-alone taxpayer in its own right.
In addition to its own current and deferred tax amounts, Myer Holdings Limited also recognises the current tax liabilities (or assets)
and the deferred tax assets arising from unused tax losses and unused tax credits assumed from controlled entities in the tax
consolidated group.
The entities have also entered into a tax funding agreement under which the wholly-owned entities fully compensate Myer Holdings
Limited for any current tax payable assumed and are compensated by Myer Holdings Limited for any current tax receivable and
deferred tax assets relating to unused tax losses or unused tax credits that are transferred to Myer Holdings Limited under the
tax consolidation legislation. The funding amounts are determined by reference to the amounts recognised in the wholly-owned
entities’ financial statements.
The funding amounts are recognised as current intercompany receivables or payables.
Assets or liabilities arising under tax funding agreements with the tax consolidated entities are recognised as amounts receivable
from or payable to other entities in the Group.
Any difference between the amounts assumed and amounts receivable or payable under the tax funding agreement are recognised
as a contribution to (or distribution from) wholly-owned tax consolidated entities.
G4 EQUITY ACCOUNTED INVESTMENT
On 28 September 2015, the Company acquired a 25% interest in an associate entity, Austradia Pty Limited (Austradia). Austradia is an
entity domiciled in Australia and holds the franchise rights to TOPSHOP TOPMAN in Australia, including the operation of standalone
speciality retail stores as well as concession outlets. On 30 November 2016, the Company's interest in the equity accounted investment
decreased from 25% to 20%, as a result of a share issue by Austradia that the Group elected not to participate in, resulting in a $1.3
million loss on dilution of investment. The Group accounts for its investment in associates using the equity accounting method.
On 24 May 2017, Austradia appointed administrators and subsequent to this have exited all Myer concession stores and a number of their
standalone speciality retail stores. Given this, the carrying value of the investment in Austradia of $6.8 million has been written-down to
nil. Refer to note A3 for more information.
The Group's share of Austradia's net loss for the period ended 29 July 2017 recognised as part of the equity accounted investment
is $1.2 million (2016: $0.6 million).
100 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
H. OTHER INFORMATION
This section of the notes includes other information that must be disclosed to comply with the accounting standards and other
pronouncements, but that is not immediately related to individual line items in the financial statements. This section also provides
information about items that are not recognised in the financial statements as they do not (yet) satisfy the recognition criteria.
H1 CONTINGENCIES
Contingent liabilities
The Group had contingent liabilities at 29 July 2017 in respect of:
Guarantees
The Group has issued bank guarantees amounting to $36.3 million (2016: $41.3 million), of which $17.6 million (2016: $22.6 million)
represents guarantees supporting workers' compensation self insurance licences in various jurisdictions.
For information about other guarantees given by entities within the Group, including the parent entity, please refer to notes G2 and G3.
Myer Chadstone store
On 23 December 2016, legal proceedings were served against Myer Pty Ltd by Perpetual Limited and Bridgehead Pty Ltd, the landlords of
the Myer Chadstone store. The proceedings are in relation to alleged unpaid outgoings under the lease provisions of the Myer Chadstone
store for the period FY01 to FY16 totalling $19.14 million plus GST, interest and costs. The Group believes the claim has no proper basis,
denies any liability under it and will vigorously defend it. Given this, no provision has been recognised at 29 July 2017 in respect of this
matter.
While the amount and timing of any contingencies are uncertain, no material losses are anticipated in respect of the above contingent
liabilities.
H2 COMMITMENTS
(a) Capital commitments
Capital expenditure contracted for at the end of the reporting period but not recognised as liabilities is as follows:
Property, plant, equipment and software
Payable:
Within one year
Later than one year but not later than five years
Later than five years
(b) Operating lease commitments
The Group leases the majority of its stores and warehouses under non-cancellable operating leases expiring
within one to 30 years. The leases have varying terms, escalation clauses and renewal rights. On renewal, the
terms of the leases are renegotiated.
Commitments for minimum lease payments in relation to non-cancellable operating leases are payable as
follows:
Within one year
Later than one year but not later than five years
Later than five years
2017
$'000
2016
$'000
22,118
9,702
-
-
-
-
22,118
9,702
227,135
817,980
228,574
854,132
1,703,269
1,857,764
2,748,384
2,940,470
Not included in the above commitments are contingent rental payments that may arise in the event that sales made by certain leased
stores exceed a pre-determined amount. The contingent rentals payable as a percentage of sales revenue and the relevant thresholds
vary from lease to lease.
A number of lease agreements for stores include cash contributions provided by the lessor for fit-outs and referred to as a lease
incentive or lease contribution. Refer to note C4 for more information.
101
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
H2 COMMITMENTS (CONTINUED)
Accounting policy
Leases of property, plant and equipment in which a significant portion of the risks and rewards of ownership are retained by the
lessor are classified as operating leases. Lease incentives received on entering into operating leases are recognised as deferred
income and are amortised over the lease term. Payments made under operating leases (net of any amortised deferred income) are
charged to the income statement on a straight-line basis over the period of the lease.
Leases where the Group has substantially all the risks and rewards of ownership are classified as finance leases.
H3 RELATED PARTY TRANSACTIONS
(a) Parent entities
The parent entity within the Group is Myer Holdings Limited, a listed public company, incorporated in Australia.
(b) Subsidiaries
Interests in subsidiaries are set out in note G1.
(c) Key Management Personnel
(i) Compensation
Key Management Personnel compensation for the period ending 29 July 2017 is set out below. The Key Management Personnel of the
Group are persons having the authority for planning, directing and controlling the Company's activities directly or indirectly, including
the directors of Myer Holdings Limited.
Short term employee benefits
Post employment benefits
Long term benefits
Termination and other payments
Share-based payments
2017
$
2016
$
4,859,166
6,157,605
183,825
(280)
-
172,387
15,314
-
1,085,146
738,205
6,127,857
7,083,511
Detailed remuneration disclosures are provided in the Remuneration Report on pages 38 to 57.
(ii) Loans
In 2017 and 2016 there were no loans made to directors of Myer Holdings Limited and other Key Management Personnel of the Group,
including their related parties.
(iii) Other transactions
There were no transactions with Key Management Personnel or entities related to them, other than compensation.
(d) Transactions with other related parties
There were no transactions with other related parties during the current period.
H4 SHARE-BASED PAYMENTS
(a) Long Term Incentive Plan
The Myer Long Term Incentive Plan (LTIP) is an incentive that is intended to promote alignment between executive and shareholder
interests over the longer term. Under the LTIP, performance rights may be offered annually to the Chief Executive Officer and nominated
executives. The employees invited to participate in the plan include executives who are considered to play a leading role in achieving the
Company’s long term strategic and operational objectives.
Each right offered is an entitlement to one fully paid ordinary share in the Company, subject to adjustment for capital actions, on terms
and hurdles determined by the Board, including hurdles linked to Company performance and service.
102 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
H4 SHARE-BASED PAYMENTS (CONTINUED)
(a) Long Term Incentive Plan (continued)
The LTIP is delivered via a grant of performance rights. The number of performance rights that vest is not determined until after the end
of the performance period. The performance right will therefore not provide any value to the holder between the date the performance
right is granted until after the end of the performance period, and then only if the performance hurdles are satisfied. Performance rights
do not carry entitlements to ordinary dividends or other shareholder rights until the performance rights vest and shares are provided.
Accordingly, participating executives do not receive dividends during the performance period.
Set out below is a summary of performance rights granted under the plan:
2017
Total
Balance
Expired
Balance
30 July 2016
Granted
Exercised
and lapsed
29 July 2017
6,997,530
4,714,871
(28,355)
(1,038,663)
10,645,383
Weighted average exercise price
$0.00
$0.00
$0.00
$0.00
$0.00
2016
Total
Balance
Expired
Balance
25 July 2015
Granted
Exercised
and lapsed
30 July 2016
3,754,563
4,834,991
(927,604)
(664,420)
6,997,530
Weighted average exercise price
$0.00
$0.00
$0.00
$0.00
$0.00
The weighted average remaining contractual life of share rights outstanding at the end of the period was 1.5 years (2016: 2.9 years).
Fair value of performance rights granted
The assessed fair value at grant date of rights granted during the period is noted below. Fair value varies depending on the period to
vesting date. The fair values at grant dates were independently determined using a Monte Carlo simulation pricing model that takes
into account the exercise price, the term of the rights, the impact of dilution, the fair value of shares in the Company at grant date and
expected volatility of the underlying share, the expected dividend yield and the risk-free interest rate for the term of the right. The fair
values and model inputs for performance rights granted during the period included:
(a) Fair value of performance rights granted
(b) Grant date
(c) Expiry date
(d) Share price at grant date
(e) Expected price volatility of the Group’s shares
(f) Expected dividend yield
(g) Risk-free interest rate
2017 LTIP
2017 LTIP
2017 LTIP
2017 LTIP
Rights
(TSR)
$0.84
Rights
(EPS)
$1.25
Rights
(ROFE)
$1.25
Rights
(Service)
$1.34
22-Dec-16
22-Dec-16
22-Dec-16
22-Dec-16
31-Oct-19
31-Oct-19
31-Oct-19
31-Oct-19
$1.37
38%
3.7%
1.96%
$1.37
38%
3.7%
1.96%
$1.37
38%
3.7%
1.96%
$1.37
38%
3.7%
1.96%
The expected price volatility is based on the historic volatility (based on the remaining life of the performance rights), adjusted for any
expected changes to future volatility due to publicly available information.
Where rights are issued to employees of subsidiaries within the Group, the subsidiaries compensate the Company for the amount
recognised as expense in relation to these rights.
(b) Expenses arising from share-based payment transactions
Total expenses arising from share-based payment transactions recognised during the period as part of employee benefit expense were as
follows:
Rights issued under the LTIP
2017
$’000
1,782
2016
$’000
1,080
Share-based payment transaction expenses represent the amount recognised in the period in relation to share-based remuneration
plans. Where expectations of the number of rights expected to vest changes, the life to date expense is adjusted, which can result in
a negative expense for the period due to the reversal of amounts recognised in prior periods.
103
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
H4 SHARE-BASED PAYMENTS (CONTINUED)
(b) Expenses arising from share-based payment transactions (continued)
Accounting policy
Share-based compensation benefits are provided to employees through the Myer Long Term Incentive Plan (LTIP).
The fair value of rights granted under the plan is recognised as an employee benefit expense with a corresponding increase in equity.
The total amount to be expensed is determined by reference to the fair value of the rights granted, which includes any market
performance conditions but excludes the impact of any services and non-market performance vesting conditions and the impact
of any non-vesting conditions.
Non-market vesting conditions are included in assumptions about the number of rights that are expected to vest. The total expense
is recognised over the vesting period, which is the period over which all the specified vesting conditions are to be satisfied.
At the end of each period, the entity revises its estimates of the number of rights that are expected to vest based on the non-
market vesting conditions. It recognises the impact of revisions to original estimates, if any, in profit or loss, with a corresponding
adjustment to equity.
The LTIP is administered by the Myer Equity Plan Trust (refer to note G1). When rights are vested, the trust transfers the appropriate
number of shares to the employee. The proceeds received net of any directly attributable transaction costs are credited directly
to equity.
H5 REMUNERATION OF AUDITORS
During the period, the following fees were paid or payable for services provided by the auditor of the Group, and its related practices:
(a) PwC Australia
(i) Assurance services
Audit services
Audit and review of financial statements
Other assurance services
Audit of rent certificates
Total remuneration for audit and other assurance services
(ii) Taxation services
Tax compliance services
(iii) Other services
Legal services
Total remuneration of PwC Australia
(b) Overseas practices of PwC
(i) Assurance services
Audit services
Audit and review of financial statements
(ii) Taxation services
Tax compliance services
Total remuneration for overseas practices of PwC
H6 EVENTS OCCURRING AFTER THE REPORTING PERIOD
Dividends on the Company's ordinary shares
2017
$
2016
$
374,848
594,600
46,002
48,000
420,850
642,600
2,100
2,000
9,026
-
431,976
644,600
65,797
84,617
27,852
93,649
35,314
119,931
The directors have determined to pay a final dividend of 2.0 cents per share, fully franked at the 30% corporate income tax rate, payable
on 9 November 2017 for the period ended 29 July 2017.
104 Myer Annual Report 2017
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
I. OTHER ACCOUNTING POLICIES
This section provides a list of other accounting policies adopted in the preparation of these consolidated financial statements.
Specific accounting policies are disclosed in their respective notes to the financial statements. This section also provides
information on the impacts of new accounting standards, amendments and interpretations, and whether they are effective in 2018
or later years.
The principal accounting policies adopted in the preparation of these consolidated financial statements ('financial statements' or
'financial report') are set out below. These policies have been consistently applied to all the periods presented, unless otherwise stated.
The financial statements are for the consolidated entity consisting of Myer Holdings Limited and its subsidiaries ('Group').
(a) Basis of preparation
These general purpose financial statements have been prepared in accordance with Australian Accounting Standards and Interpretations
issued by the Australian Accounting Standards Board (AASB) and the Corporations Act 2001. Myer Holdings Limited is a for-profit entity for
the purpose of preparing the financial statements.
Compliance with IFRS
The consolidated financial statements of Myer Holdings Limited group also comply with International Financial Reporting Standards (IFRS)
as issued by the International Accounting Standards Board (IASB).
Historical cost convention
These financial statements have been prepared under the historical cost convention, except for financial assets and liabilities (including
derivative instruments), which have been measured at fair value through profit or loss.
Critical accounting estimates
The preparation of financial statements in conformity with accounting standards requires the use of certain critical accounting
estimates. It also requires management to exercise its judgement in the process of applying the Group’s accounting policies. The
areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial
statements, are disclosed in notes A2, B2 and C2.
(b) Rounding of amounts
The Company is of a kind referred to in ASIC Corporations (Rounding in Financial/Directors' Reports) Instrument 2016/191 and, except
where otherwise stated, amounts in the consolidated financial statements have been rounded off to the nearest thousand dollars, or in
certain cases, to the nearest dollar.
105
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the period ended 29 July 2017
I. OTHER ACCOUNTING POLICIES (CONTINUED)
(c) New accounting standards and interpretations
(i) New and amended standards adopted by the Group
The Group has applied the following standards and amendments for the first time in the annual reporting period commencing
31 July 2016:
> AASB 1057 Application of Australian Accounting Standards
> AASB 2014-4 Amendments to Australian Accounting Standards - Clarification of acceptable methods of depreciation and amortisation
> AASB 2015-1 Amendments to Australian Accounting Standards - Annual improvements to Australian Accounting Standards 2012-2014 Cycle
> AASB 2015-2 Amendments to Australian Accounting Standards - Disclosure Initiative: Amendments to AASB 101
These revised standards did not affect any of the Group's accounting policies or any of the amounts recognised and affected only the
disclosures in the notes to the financial statements.
(ii) New standards and interpretations not yet adopted
Certain new accounting standards and interpretations have been published that are not mandatory for the 29 July 2017 reporting period.
The Group's assessment of the impact of these new standards and interpretations, that were considered relevant for the consolidated
entity, is set out below:
> AASB 9 Financial Instruments addresses the classification, measurement and derecognition of financial assets and financial liabilities,
introduces new rules for hedge accounting and a new impairment model for financial assets. The standard is not applicable until
1 January 2018.
There will be no material impact on the Group’s accounting for financial liabilities, as the new requirements only affect the accounting
for financial liabilities that are designated at fair value through profit or loss and the Group does not have any such liabilities. The
Group also does not have any available for sale financial assets. The Group has not yet assessed how its hedging arrangements would be
affected by the new rules; however, it does not expect the impact to be material. Increased disclosures may be required in the financial
statements.
> AASB 15 Revenue from Contracts with Customers is a new revenue recognition standard that's core principle is that revenue must
be recognised when the control of goods or services are transferred to the customer, at the transaction price. The standard is not
applicable until 1 January 2018 and the Group does not expect the standard to have a significant impact.
> AASB 16 Leases was released in February 2016 by the Australian Accounting Standards Board. This standard eliminates the classification
between operating and finance leases and introduces a single lessee accounting model. The new model requires the recognition of a
leased asset, and its corresponding lease liability, for all leases that have a term of more than 12 months (unless the underlying asset
is of low value) and the separate recognition of the depreciation charge on the leased asset from the interest expense on the lease
liability. There are also changes in accounting over the life of the lease. This will result in the recognition of a front-loaded pattern of
expense for most leases, even when constant annual rentals are paid.
The standard is applicable from 1 January 2019 with early adoption permitted if, and only if, AASB 15 is also early adopted. As a lessee
with a substantial portfolio of operating leases, the implementation of AASB 16 is expected to have a material impact on the Group's
consolidated financial statements at transition and in future years to the extent that leases currently classified as operating leases will
need to be brought on balance sheet. In addition, the current operating lease expense recognised in the income statement will be
replaced with a depreciation and finance charge. The Group is in the process of performing an assessment of the impact of the new
standard and will provide an estimate of the financial impact once complete.
There are no other standards that are not yet effective and that would be expected to have a material impact on the entity in the current
or future reporting periods and on foreseeable future transactions.
106 Myer Annual Report 2017
DIRECTORS’ DECLARATION
In the directors’ opinion:
(a) the financial statements and notes set out on pages 58 to 106 are in accordance with the Corporations Act 2001, including:
i.
complying with Accounting Standards, the Corporations Regulations 2001 and other mandatory professional reporting
requirements; and
ii. giving a true and fair view of the consolidated entity’s financial position as at 29 July 2017 and of its performance for the financial
period ended on that date; and
(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;
and
(c) at the date of this declaration, there are reasonable grounds to believe that the members of the extended closed group will be able
to meet any obligations or liabilities to which they are, or may become, subject by virtue of the deed of cross guarantee described in
note G2.
Note I.(a) confirms that the financial statements also comply with International Financial Reporting Standards as issued by the
International Accounting Standards Board.
The directors have been given the declarations by the Chief Executive Officer and the Chief Financial Officer required by section 295A
of the Corporations Act 2001.
This declaration is made in accordance with a resolution of the directors.
Paul McClintock, AO
Chairman
Melbourne, 13 September 2017.
107
Independent auditor’s report
To the shareholders of Myer Holdings Limited
Report on the audit of the financial report
Our opinion
In our opinion:
The accompanying financial report of Myer Holdings Limited (the Company) and its controlled entities
(together the Group) is in accordance with the Corporations Act 2001, including:
a)
giving a true and fair view of the Group's financial position as at 29 July 2017 and of its financial
performance for the period then ended
b)
complying with Australian Accounting Standards and the Corporations Regulations 2001.
What we have audited
The Group financial report comprises:
•
•
•
•
•
•
•
the consolidated balance sheet as at 29 July 2017
the consolidated income statement for the period then ended
the consolidated statement of comprehensive income for the period then ended
the consolidated statement of changes in equity for the period then ended
the consolidated statement of cash flows for the period then ended
the notes to the consolidated financial statements, which include a summary of significant
accounting policies
the directors’ declaration.
Basis for opinion
We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities
under those standards are further described in the Auditor’s responsibilities for the audit of the
financial report section of our report.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for
our opinion.
Independence
We are independent of the Group in accordance with the auditor independence requirements of the
Corporations Act 2001 and the ethical requirements of the Accounting Professional and Ethical
Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are
relevant to our audit of the financial report in Australia. We have also fulfilled our other ethical
responsibilities in accordance with the Code.
PricewaterhouseCoopers, ABN 52 780 433 757
2 Riverside Quay, SOUTHBANK VIC 3006, GPO Box 1331 MELBOURNE VIC 3001
T: +61 3 8603 1000, F: +61 3 8603 1999, www.pwc.com.au
Liability limited by a scheme approved under Professional Standards Legislation.
Our audit approach
An audit is designed to provide reasonable assurance about whether the financial report is free from
material misstatement. Misstatements may arise due to fraud or error. They are considered material
if individually or in aggregate, they could reasonably be expected to influence the economic decisions
of users taken on the basis of the financial report.
We tailored the scope of our audit to ensure that we performed enough work to be able to give an opinion
on the financial report as a whole, taking into account the geographic and management structure of the
Group, its accounting processes and controls and the industry in which it operates.
Materiality
Audit scope
Key audit matters
• For the purpose of our audit we
• Our audit focused on where
Amongst other relevant
topics, we communicated the
following key audit matters
to the Audit, Finance and
Risk Committee:
•
•
•
•
Impairment of
intangible assets
Accounting estimates
and disclosures
relating to the New
Myer strategy
implementation
Inventory valuation and
provisions
Supplier rebates
They are further described in
the Key audit matters section
of our report.
the Group made subjective
judgements; for example,
significant accounting
estimates involving
assumptions and inherently
uncertain future events.
• The Group is principally
involved in retailing through
department stores across
Australia and online. The
accounting processes are
structured around a Group
corporate finance function
at the Group’s support office
in Melbourne.
• Our audit procedures were
mostly performed at the Group
support office, along with
visits to the Altona
Distribution Centre, three
department stores across
Australia and one sass & bide
store to perform audit
procedures over inventory.
used overall Group materiality of
$4.9 million, which represents
approximately 5% of the Group’s
profit before tax, adjusted for
individually material items
separately disclosed as
restructuring, store exit costs,
onerous lease expense and
impairment of assets.
• We applied this threshold, together
with qualitative considerations, to
determine the scope of our audit
and the nature, timing and extent
of our audit procedures and to
evaluate the effect of misstatements
on the financial report as a whole.
• We chose Group profit before tax
and individually material items
separately disclosed because, in our
view, it is the metric against which
the performance of the Group is
most commonly measured by users.
• We adjusted for individually
material items as they are unusual
or infrequently occurring items
impacting profit and loss.
• We selected 5% based on our
professional judgement noting that
it is also within the range of
commonly acceptable profit related
materiality thresholds.
Our audit approach
An audit is designed to provide reasonable assurance about whether the financial report is free from
material misstatement. Misstatements may arise due to fraud or error. They are considered material
if individually or in aggregate, they could reasonably be expected to influence the economic decisions
of users taken on the basis of the financial report.
We tailored the scope of our audit to ensure that we performed enough work to be able to give an opinion
on the financial report as a whole, taking into account the geographic and management structure of the
Group, its accounting processes and controls and the industry in which it operates.
Materiality
Audit scope
Key audit matters
Amongst other relevant
topics, we communicated the
following key audit matters
to the Audit, Finance and
Risk Committee:
•
•
•
•
Impairment of
intangible assets
Accounting estimates
and disclosures
relating to the New
Myer strategy
implementation
Inventory valuation and
provisions
Supplier rebates
They are further described in
the Key audit matters section
of our report.
• Our audit focused on where
the Group made subjective
judgements; for example,
significant accounting
estimates involving
assumptions and inherently
uncertain future events.
• The Group is principally
involved in retailing through
department stores across
Australia and online. The
accounting processes are
structured around a Group
corporate finance function
at the Group’s support office
in Melbourne.
• Our audit procedures were
mostly performed at the Group
support office, along with
visits to the Altona
Distribution Centre, three
department stores across
Australia and one sass & bide
store to perform audit
procedures over inventory.
• For the purpose of our audit we
used overall Group materiality of
$4.9 million, which represents
approximately 5% of the Group’s
profit before tax, adjusted for
individually material items
separately disclosed as
restructuring, store exit costs,
onerous lease expense and
impairment of assets.
• We applied this threshold, together
with qualitative considerations, to
determine the scope of our audit
and the nature, timing and extent
of our audit procedures and to
evaluate the effect of misstatements
on the financial report as a whole.
• We chose Group profit before tax
and individually material items
separately disclosed because, in our
view, it is the metric against which
the performance of the Group is
most commonly measured by users.
• We adjusted for individually
material items as they are unusual
or infrequently occurring items
impacting profit and loss.
• We selected 5% based on our
professional judgement noting that
it is also within the range of
commonly acceptable profit related
materiality thresholds.
109
Key audit matters
Key audit matter
How our audit addressed the key audit matter
including forecast operating margins, discount rate
and long term growth rates.
•
Considered the allocation of the impairment charge
to sass & bide assets.
We considered the disclosures made in note C2, including
those regarding the key assumptions and sensitivities to
changes in such assumptions, in light of the requirements
of Australian Accounting Standards.
Accounting estimates and disclosures relating to
the New Myer strategy implementation
(refer note A3 and C3)
In September 2015 the Group implemented the “New
Myer” strategy which involved the execution of a five-
year transformation agenda. During FY2017 the
execution of the New Myer strategy involved the closure
of stores, changes to store sizes following various
landlord negotiations, voluntary redundancies and cost
reduction within the Group’s support office in
•
•
Melbourne.
The FY2017 strategic decisions resulted in restructuring,
redundancy, store exits and onerous lease costs of $20
million which were recognised in the period to 29 July
2017 in accordance with Australian Accounting
Standards. The restructuring activity was incomplete at
period end, with further judgements and assumptions
made by the Group regarding the nature and quantum of
restructuring activity anticipated in future periods; this
activity required the recognition of estimated
restructuring and onerous lease provisions of $26 million
at 29 July 2017.
We considered this a key audit matter because of the
judgements and assumptions applied by the Group in
estimating the level of provisioning required to be
recognised at 29 July 2017.
To assess the Group’s accounting policies for calculating
the New Myer related provisions we performed the
following procedures amongst others:
Considered the judgements and assumptions
applied by the Group to determine the recognition of
provisions based on the status of committed and
Board approved strategic action plans.
Compared the Group’s judgements and assumptions
used to calculate the New Myer provision to:
Board minutes
landlord agreements
-
-
-
-
historic data, including prior store closures and
restructuring experience
other supporting audit evidence.
We assessed whether there were other provisions which
met the Group’s recognition criteria, and if they had been
recognised at 29 July 2017, by making inquiries of
management responsible for the New Myer strategy and
by reading minutes of Board meetings for the full
financial period.
We considered the disclosures made in note A3 and C3,
in light of the requirements of Australian Accounting
Standards.
Key audit matters are those matters that, in our professional judgement, were of most significance in our
audit of the financial report for the current period. The key audit matters were addressed in the context of
our audit of the financial report as a whole, and in forming our opinion thereon, and we do not provide a
separate opinion on these matters. Further, any commentary on the outcomes of a particular audit
procedure is made in that context.
Key audit matter
How our audit addressed the key audit matter
Impairment of Intangible Assets
(refer note C2)
As described in note C2 to the financial statements, the
Group held $465 million of goodwill and $422 million of
brand names and trademarks at 29 July 2017. The
goodwill, brand names and trademarks arose on the
acquisitions of the Myer, sass & bide and Marcs and
David Lawrence businesses.
As required by Australian Accounting Standards, the
Group assesses annually whether goodwill and other
intangible assets that have an indefinite useful life
should continue to be recognised or if any impairment is
required. Where the carrying value of an intangible asset
is higher than its recoverable amount, Australian
Accounting Standards require the carrying value of the
intangible asset to be written down (impaired).
Indicators of impairment identified by the Group during
the financial period/at balance sheet date included:
•
The market capitalisation of the Group (the value of
the Group derived by multiplying the number of
shares currently issued by the share price at period-
end) being lower than the net assets of the Group at
29 July 2017
•
The competitive retail environment in which the
Group operates.
The Group considers the Myer and sass & bide businesses
to be two separate cash generating units (CGUs) for the
purposes of impairment testing of goodwill and other
intangible assets. An impairment assessment was
performed by the Group for each CGU. This involved
determining the recoverable amount of the intangible
assets based on a value in use calculation for each CGU. An
impairment of $38.8 million of goodwill and brands was
recognised in relation to the sass & bide business. No
impairment of Myer’s goodwill or brands was identified.
We considered this a key audit matter because of the
magnitude of the intangible assets balance and because
value in use calculations require significant judgement by
the Group in estimating the future trading cash flows of
the CGUs.
We considered the methodology applied by the Group in
performing the impairment assessment and the
judgements applied by the Group in determining the
CGUs of the business. We considered whether the
division of the Group into CGUs, which is the smallest
identifiable group of assets that can generate cash
inflows, was consistent with our knowledge of the
Group’s operations and internal reporting.
We developed an understanding of the key relevant
internal controls over the impairment assessment
process.
To assess the Group’s impairment models and
calculations we performed the following procedures,
amongst others:
•
Performed testing over the mathematical accuracy of
the impairment models.
• We compared the discount rate and long term
growth rate applied to the impairment assessments
for each CGU to our benchmark data. We found the
rates utilised by the Group were consistent with our
benchmark data.
•
•
•
•
Compared the Group’s forecast annual growth rates
and cash flow forecasts to Board approved budgets
and forecasts, externally available economic data
and historical actual results.
Considered the forecast financial data such as sales,
cost of sales, salaries and occupancy costs included
in the impairment models, noting the consistency
with our knowledge and understanding of the
business.
Performed sensitivity analysis over the key
assumptions including average EBITDA margin,
discount rate and long term growth rate to consider
the extent of change in those assumptions that either
individually or in combination would be required for
the intangible assets to be impaired.
Evaluated the extent of the sass & bide impairment
charge recognised with reference to key assumptions
110 Myer Annual Report 2017
Key audit matter
How our audit addressed the key audit matter
including forecast operating margins, discount rate
and long term growth rates.
•
Considered the allocation of the impairment charge
to sass & bide assets.
We considered the disclosures made in note C2, including
those regarding the key assumptions and sensitivities to
changes in such assumptions, in light of the requirements
of Australian Accounting Standards.
To assess the Group’s accounting policies for calculating
the New Myer related provisions we performed the
following procedures amongst others:
•
•
Considered the judgements and assumptions
applied by the Group to determine the recognition of
provisions based on the status of committed and
Board approved strategic action plans.
Compared the Group’s judgements and assumptions
used to calculate the New Myer provision to:
-
-
-
-
Board minutes
landlord agreements
historic data, including prior store closures and
restructuring experience
other supporting audit evidence.
We assessed whether there were other provisions which
met the Group’s recognition criteria, and if they had been
recognised at 29 July 2017, by making inquiries of
management responsible for the New Myer strategy and
by reading minutes of Board meetings for the full
financial period.
We considered the disclosures made in note A3 and C3,
in light of the requirements of Australian Accounting
Standards.
Accounting estimates and disclosures relating to
the New Myer strategy implementation
(refer note A3 and C3)
In September 2015 the Group implemented the “New
Myer” strategy which involved the execution of a five-
year transformation agenda. During FY2017 the
execution of the New Myer strategy involved the closure
of stores, changes to store sizes following various
landlord negotiations, voluntary redundancies and cost
reduction within the Group’s support office in
Melbourne.
The FY2017 strategic decisions resulted in restructuring,
redundancy, store exits and onerous lease costs of $20
million which were recognised in the period to 29 July
2017 in accordance with Australian Accounting
Standards. The restructuring activity was incomplete at
period end, with further judgements and assumptions
made by the Group regarding the nature and quantum of
restructuring activity anticipated in future periods; this
activity required the recognition of estimated
restructuring and onerous lease provisions of $26 million
at 29 July 2017.
We considered this a key audit matter because of the
judgements and assumptions applied by the Group in
estimating the level of provisioning required to be
recognised at 29 July 2017.
111
Key audit matter
How our audit addressed the key audit matter
Inventory valuation and provisions
(refer note B2)
The Group held inventory of $372 million (2016: $396
million) at 29 July 2017. As described in note B2 to the
financial statements, inventories are valued at the lower
of cost and net realisable value.
The Group recognises a provision where it expects the
net realisable value of inventory to fall below its cost
price. This will occur where inventory becomes aged,
damaged or obsolete and will be sold below its cost price
in order to clear. Inventory provisioning is also required
where inventory no longer exists due to theft and
processing errors.
We considered this a key audit matter because the Group
applies judgements and assumptions in:
•
•
Forecasting sell through rates of inventory on hand
at period end to estimate the value of inventory
likely to sell below cost in the future.
Estimating inventory shrinkage based on actual
losses realised as a result of cycle inventory counts.
Supplier rebates
(refer note B2)
As described in note B2 to the financial statements, the
Group recognises amounts from suppliers (primarily
comprising supplier promotional rebates) as a reduction
in the cost of inventory purchased and a reduction in the
cost of goods sold.
The majority of supplier rebates tend to be small in unit
value but high in volume and span relatively short
periods of time, although promotional rebates and sell
through of related inventory can run across the financial
period end.
We considered this to be a key audit matter because:
•
•
Supplier arrangements are complex in nature and
variable between suppliers.
Judgement is needed by the Group to determine the
amount of supplier rebates that should be
recognised in the income statement and the amounts
that should be deferred to inventory. This requires a
detailed understanding of contractual arrangements
with suppliers and accurate purchase and sell
through information.
To assess the Group’s judgements and assumptions
applied in calculating the value of inventory provisions,
we performed the following procedures, amongst others:
•
•
•
•
Considered the design and effective operation of
relevant key inventory controls.
Attended inventory counts at a distribution centre
and retail stores.
Assessed the Group’s inventory provisioning policy
by considering the levels of aged inventory and the
Group’s inventory clearance strategy.
Considered the historical accuracy of the Group’s
inventory provisioning by comparing the prior
period inventory provision to inventory sold below
cost or written off in the current period.
We considered the disclosures made in note B2, in light
of the requirements of Australian Accounting Standards.
Our procedures over supplier rebate income included:
•
•
•
Agreeing a sample of supplier rebates recorded to
the relevant supplier agreements.
Comparing a sample of rebate terms used in the
Group’s supplier rebate calculations to relevant
supplier arrangements and the Group’s inventory
purchase volume data.
Interviewing a range of the Group’s buyers to
develop an understanding of:
-
-
the nature of the rebates negotiated with
suppliers
their awareness of company buying policies.
We evaluated the recoverability of the rebates receivables at
period end by assessing the ageing of amounts outstanding
at 29 July 2017.
We considered the disclosures made in note B2, in light of
the requirements of Australian Accounting Standards.
112 Myer Annual Report 2017
Other information
The directors are responsible for the other information. The other information included in the Group’s
Annual Report for the period ended 29 July 2017 comprises the Directors’ Report and ASX Additional
Information (but does not include the financial report and our auditor’s report thereon), which we
obtained prior to the date of this auditor’s report. We expect other information to be made available to us
after the date of this auditor’s report, including the Chairman and CEO Report, Performance Review,
Company Review, Sustainability Report, Shareholder Information and Corporate Directory.
Our opinion on the financial report does not cover the other information and we do not and will not
express an opinion or any form of assurance conclusion thereon.
In connection with our audit of the financial report, our responsibility is to read the other information
identified above and, in doing so, consider whether the other information is materially inconsistent with
the financial report or our knowledge obtained in the audit, or otherwise appears to be materially
misstated.
If, based on the work we have performed on the other information that we obtained prior to the date of
this auditor’s report, we conclude that there is a material misstatement of this other information, we are
required to report that fact. We have nothing to report in this regard.
When we read the other information not yet received as identified above, if we conclude that there is a
material misstatement therein, we are required to communicate the matter to the directors and use our
professional judgement to determine the appropriate action to take.
Responsibilities of the directors for the financial report
The directors of the Company are responsible for the preparation of the financial report that gives a true
and fair view in accordance with Australian Accounting Standards and the Corporations Act 2001 and for
such internal control as the directors determine is necessary to enable the preparation of the financial
report that gives a true and fair view and is free from material misstatement, whether due to fraud or
error.
In preparing the financial report, the directors are responsible for assessing the ability of the Group to
continue as a going concern, disclosing, as applicable, matters related to going concern and using the
going concern basis of accounting unless the directors either intend to liquidate the Group or to cease
operations, or have no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the financial report
Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free
from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes
our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit
conducted in accordance with the Australian Auditing Standards will always detect a material
misstatement when it exists. Misstatements can arise from fraud or error and are considered material if,
individually or in the aggregate, they could reasonably be expected to influence the economic decisions of
users taken on the basis of the financial report.
Other information
The directors are responsible for the other information. The other information included in the Group’s
Annual Report for the period ended 29 July 2017 comprises the Directors’ Report and ASX Additional
Information (but does not include the financial report and our auditor’s report thereon), which we
obtained prior to the date of this auditor’s report. We expect other information to be made available to us
after the date of this auditor’s report, including the Chairman and CEO Report, Performance Review,
Company Review, Sustainability Report, Shareholder Information and Corporate Directory.
Our opinion on the financial report does not cover the other information and we do not and will not
express an opinion or any form of assurance conclusion thereon.
In connection with our audit of the financial report, our responsibility is to read the other information
identified above and, in doing so, consider whether the other information is materially inconsistent with
the financial report or our knowledge obtained in the audit, or otherwise appears to be materially
misstated.
If, based on the work we have performed on the other information that we obtained prior to the date of
this auditor’s report, we conclude that there is a material misstatement of this other information, we are
required to report that fact. We have nothing to report in this regard.
When we read the other information not yet received as identified above, if we conclude that there is a
material misstatement therein, we are required to communicate the matter to the directors and use our
professional judgement to determine the appropriate action to take.
Responsibilities of the directors for the financial report
The directors of the Company are responsible for the preparation of the financial report that gives a true
and fair view in accordance with Australian Accounting Standards and the Corporations Act 2001 and for
such internal control as the directors determine is necessary to enable the preparation of the financial
report that gives a true and fair view and is free from material misstatement, whether due to fraud or
error.
In preparing the financial report, the directors are responsible for assessing the ability of the Group to
continue as a going concern, disclosing, as applicable, matters related to going concern and using the
going concern basis of accounting unless the directors either intend to liquidate the Group or to cease
operations, or have no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the financial report
Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free
from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes
our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit
conducted in accordance with the Australian Auditing Standards will always detect a material
misstatement when it exists. Misstatements can arise from fraud or error and are considered material if,
individually or in the aggregate, they could reasonably be expected to influence the economic decisions of
users taken on the basis of the financial report.
113
A further description of our responsibilities for the audit of the financial report is located at the Auditing
and Assurance Standards Board website at: http://www.auasb.gov.au/auditors_responsibilities/ar1.pdf.
This description forms part of our auditor’s report.
Report on the remuneration report
Our opinion on the remuneration report
We have audited the remuneration report included in pages 38 to 57 of the Directors’ Report for
the period ended 29 July 2017.
In our opinion, the remuneration report of Myer Holdings Limited for the period ended 29 July 2017
complies with section 300A of the Corporations Act 2001.
Responsibilities
The directors of the Company are responsible for the preparation and presentation of the remuneration
report in accordance with section 300A of the Corporations Act 2001. Our responsibility is to express an
opinion on the remuneration report, based on our audit conducted in accordance with Australian
Auditing Standards.
PricewaterhouseCoopers
Jason Perry
Partner
Melbourne
13 September 2017
114 Myer Annual Report 2017
SHAREHOLDER
INFORMATION
As at 27 September 2017.
Myer has one class of shares on issue (being ordinary shares). All the Company’s shares are listed on the Australian Securities Exchange.
Issued Capital
Number of shareholders
Minimum parcel price
Number
821,278,815
48,946
$0.775
Holders with less than a marketable parcel
17,150 (6,323,415 shares)
Distribution of shareholders and shareholdings
Range
100,001 and Over
10,001 to 100,000
5,001 to 10,000
1,001 to 5,000
1 to 1,000
Total
Unmarketable Parcels
Units
599,846,009
142,449,431
30,314,837
37,099,269
11,569,269
821,278,815
%
73.04
17.34
3.69
4.52
1.41
100.00
Holders
385
5,081
3,840
16,173
23,467
48,946
%
0.79
10.38
7.85
33.04
47.94
100.00
Minimum $500.00 parcel at $0.775 per unit
Twenty largest shareholders
Rank Name
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
HSBC CUSTODY NOMINEES (AUSTRALIA) LIMITED
PERSHING AUSTRALIA NOMINEES PTY LTD
J P MORGAN NOMINEES AUSTRALIA LIMITED
CITICORP NOMINEES PTY LIMITED
NATIONAL NOMINEES LIMITED
UBS NOMINEES PTY LTD
CITICORP NOMINEES PTY LIMITED
BNP PARIBAS NOMINEES PTY LTD
BAINPRO NOMINEES PTY LIMITED
GLENN HARGRAVES INVESTMENTS PTY LTD
BNP PARIBAS NOMINEES PTY LTD
SPACETIME PTY LTD
BNP PARIBAS NOMS PTY LTD
MR BERNARD JOSEPH BROOKES
CS THIRD NOMINEES PTY LIMITED
MERRILL LYNCH (AUSTRALIA) NOMINEES PTY LIMITED
SANDHURST TRUSTEES LTD
MERRILL LYNCH (AUSTRALIA) NOMINEES PTY LIMITED
MR PAT O’NEILL
20
MR BERNARD JOSEPH BROOKES & MRS SUSIE HEIDI BROOKES
Total
Balance of register
Grand total
Minimum
Parcel Size
646
Holders
17,150
Units
6,323,415
Units
% of Units
194,083,938
88,450,664
64,951,084
47,615,413
19,641,026
14,500,122
13,973,451
8,370,293
6,279,879
5,250,000
5,100,000
4,820,000
4,515,390
3,800,000
3,502,354
3,439,212
2,815,000
2,813,194
2,235,790
2,096,060
498,252,870
323,025,945
821,278,815
23.63
10.77
7.91
5.80
2.39
1.77
1.70
1.02
0.76
0.64
0.62
0.59
0.55
0.46
0.43
0.42
0.34
0.34
0.27
0.26
60.67
39.33
100.00
115
SHA REHOLDER INFORMATION
Continued
Substantial shareholders
As at 27 September 2017, there are three substantial shareholders that Myer is aware of:
Premier Investments
Investors Mutual
Dimensional Fund Advisors
Total
VOTING RIGHTS
Date of most recent notice
Number of securities
29 March 2017
19 May 2017
2 December 2016
88,450,664
80,897,018
57,539,611
%
10.77
9.85
7.01
27.63
Shareholders may vote at a meeting of shareholders in person, directly or by proxy, attorney or representative, depending on whether the
shareholder is an individual or a company. Subject to any rights or restrictions attaching to shares, on a show of hands each shareholder
present in person or by proxy, attorney or representative has one vote and, on a poll, has one vote for each fully paid share held.
Presently, Myer has only one class of fully paid ordinary shares and these do not have any voting restrictions. If shares are not fully paid,
on a poll the number of votes attaching to the shares is pro-rated accordingly. Options and performance rights do not carry any voting
rights.
OPTIONS AND PERFORMANCE RIGHTS
Myer has unlisted performance rights on issue. As at 27 September 2017, there were 16 holders of performance rights.
AMERICAN DEPOSITARY RECEIPT PROGRAM
Myer Holdings has a Sponsored Level I American Depositary Receipt (ADR) program. Myer ADRs are not listed on an exchange and are
only traded in the United States over-the-counter (OTC) market under the code: ‘MYRSY’ and the CUSIP number: 62847V 207. One ADR
represents four existing ordinary Myer shares.
Deutsche Bank Trust Company Americas (DBTCA) is the Depositary for the Company’s ADR program in the United States. Holders of the
Company’s ADRs should deal directly with DBTCA on all matters relating to their ADR holdings on the contact details below:
Deutsche Bank Shareholder Services
American Stock Transfer & Trust Company
Operations Centre
6201 15th Avenue
Brooklyn NY 11219
Email: DB@amstock.com
Toll-free number: +1 800 937 5449
Direct Dial: +1 718 921 8124
116 Myer Annual Report 2017
CORPOR ATE DIRECTORY
REGISTERED OFFICE
Myer Holdings Limited
Level 7
800 Collins Street
Docklands VIC 3008
Phone: 1800 811 611 (within Australia)
MYER POSTAL ADDRESS
Myer Holdings Limited
PO Box 869J
Melbourne VIC 3001
COMPANY SECRETARY
Richard Amos
Chief General Counsel and
Group Company Secretary
SHAREHOLDER ENQUIRIES:
SHARE REGISTRY
Link Market Services Limited
Postal Address
Locked Bag A14
Sydney South NSW 1235
MYER SHAREHOLDER INFORMATION LINE
Australian Telephone: 1300 820 260
International Telephone: +61 1300 820 260
Facsimile: 02 9287 0303
www.linkmarketservices.com.au
INVESTOR RELATIONS
Davina Gunn
Investor Relations Manager
Phone: +61 (0 ) 3 8667 7879
Mobile: +61 (0 ) 400 896 809
Email: myer.investor.relations@myer.com.au
MEDIA RELATIONS
National Corporate Affairs & Communications Manager
Phone: +61 (0 ) 3 8667 7019
Email: myer.corporate.affairs@myer.com.au
SUSTAINABILITY
Miriam Powell
National Sustainability Manager
Phone: +61 (0 ) 3 8667 7553
Email: sustainability@myer.com.au
MYER CUSTOMER SERVICE CENTRE
PO Box 869J
Melbourne VIC 3001
Phone: 1800 811 611 (within Australia)
AUDITOR
PricewaterhouseCoopers
Level 19, Freshwater Place
2 Southbank Boulevard
Southbank VIC 3006
SECURITIES EXCHANGE LISTING
Myer Holdings Limited (MYR) shares are listed on the Australian
Securities Exchange (ASX)
WEBSITES
myer.com.au
blog.myer.com.au
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myer.com.au/investor
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117
A N N U A L R E P O R T 2 0 1 7
118 Myer Annual Report 2017