Super Retail Group Limited · ASX:SUL
Super Retail — Investor Day (May 2023)
84 slides from Super Retail's investor day presentation, May 17, 2023
Slide 1: Investor Strategy Day Presentation
17 May 2023 INVESTOR STRATEGY DAY PRESENTATION Super Retail Group Limited (ASX:SUL) is hosting its Investor Strategy Day today at the Sheraton Grand Hyde Park, 161 Elizabeth Street, Sydney, commencing at 10.30am. For personal use only A copy of the Investor Strategy Day presentation is attached. Inv
Slide 2: Super Retail Group Investor Strategy Day
For personal use only 20 Super Retail Group 23 Investor Strategy Day Authorised for release by the Super Retail Group Board 17 May 2023 Anthony Heraghty Group Managing Director & Chief Executive Officer ABN: 81 108 676 204
Slide 3: Acknowledgement of Country
For personal use only Acknowledgement OF COUNTRY We would like to begin by acknowledging the Traditional Owners of the land on which we meet today, the Gadigal people of the Eora nation, and pay respect to their Elders past, present and emerging. We extend our respect to Aboriginal and Torres Strait
Slide 4: Agenda
Agenda Group strategy Anthony Heraghty 10.30 For personal use only Customer Rory Scott 11.00 Our brands rebel Gary Williams 11.20 BCF Paul Bradshaw 11.50 Macpac Cathy Seaholme 12.10 Supercheap Auto Benjamin Ward 12.30 Lunch break 1.00 – 1.30 Key focus areas Workforce Planning Jane Kelly 1.30 Sustain
Slide 5: Our leadership team
Our leadership team For personal use only PAUL DAVID SU REBECCA KEVIN JANE BRADSHAW BURNS DUFFEY FARRELL FIGUEIREDO KELLY Managing Director Chief Financial Chief of Business Chief Legal Officer General Manager Chief Human BCF Officer Operations and and Company Health, Safety and Resources Officer Ch
Slide 6: Group strategy
For personal use only Group strategy Anthony Heraghty Group Managing Director & Chief Executive Officer
Slide 7: Super Retail Group's investment proposition
Super Retail Group’s investment proposition A unique portfolio of Attractive leisure and lifestyle A large and growing customer An engaged and passionate powerful brands categories loyalty base team For personal use only • Our brands are category leading • We operate in high involvement categories •
Slide 8: Our four core brands are category leaders
Our four core brands are category leaders For personal use only $1.3b $1.2b $0.8b $0.2b FY22 sales FY22 sales FY22 sales FY22 sales 90% brand 92% brand 73% brand 90% brand awareness1 awareness1 awareness1 awareness1 49% main 28% main 24% main 7% main store1,2 store1,2 store1,2 store1,2 SUPER RETAIL
Slide 9: We operate in high involvement leisure & lifestyle categories
We operate in high involvement leisure & lifestyle categories Sample competitive set – indicative growth rate Other retail growth2 For personal use only 3-year CAGR FY19-FY22 AUTO MARKET SPORTS MARKET OUTDOOR MARKET All retail 5.9% FY19 – FY22 3 year CAGR1 ~7% ~ 9% ~11% FY16 – FY19 4% - 5% 5% - 6% C
Slide 10: Auto and sport are defensive categories with a track record of resilience
Auto and sport are defensive categories with a track record of resilience throughout the economic cycle For personal use only Prior to FY22, Supercheap Auto and rebel each delivered ten The Group has low exposure to big ticket items. More than consecutive years of positive like-for-like sales growth
Slide 11: A large and loyal customer base – 9.7 million active club members
We have a large and loyal customer base – 9.7 million active club members representing 72 per cent of Group sales For personal use only 3.5M active 3.3M active 2.2M active 0.7M active club members club members club members club members 66 NPS 64 NPS 68 NPS 68 NPS 63% - sales from 71% - sales from 88
Slide 12: Our goal is to create a diverse and inclusive team
Our goal is to create a diverse and inclusive team Our team is highly We are committed to our team’s engaged health, safety and wellbeing 37.0%3 For personal use only Female representation at 80 >2,500 10.7 senior leadership level2 Engagement survey score (June 2022) Team members participate in the
Slide 13: Our national network of over 700 stores
Our national network of over 700 stores gives us extensive customer reach For personal use only NT 6 QLD 3 1 2 167 83 38 42 4 WA Supercheap Auto (330 stores) 68 SA ACT 30 15 20 3 rebel (155 stores) 46 16 NZN 20 11 12 3 4 4 3 5 NSW 56 BCF (150 stores) 33 23 182 Macpac (87 stores) 82 47 40 13 VIC 140
Slide 14: Our strategy – execution progress
Our strategy – STRATEGIC DRIVERS PROGRESS 1 execution progress GROW THE FOUR CORE BRANDS For personal use only 2 GROWING ANNUAL LEVERAGE CLOSENESS TO CUSTOMER VALUE OUR CUSTOMER PRIMARY VALUE LEVERS 3 CONNECTED OMNI-RETAIL SUPPLY CHAIN 4 ENSURING BEING AN ORGANIC SIMPLIFY THE EFFICIENT GROWTH AND BU
Slide 15: Super Retail Group invested during the pandemic and emerged as a better business
Super Retail Group invested during the pandemic and has emerged as a better business For personal use only Capex invested since June $160m $155m 20191 INVESTMENT IN THE INVESTMENT IN OUR INVESTMENT IN OMNI- INVESTMENT IN INVESTMENT IN OMNI- SIMPLIFYING THE FOUR CORE BRANDS CUSTOMERS RETAIL SUPPLY CH
Slide 16: Delivering on our strategy – grow the four core brands
Delivering on our strategy – grow the four core brands GROUP SALES ($b) OUR INVESTMENT RETURN ON INVESTED CAPITAL (%) For personal use only The Group has a track record of revenue Focus on organic investment is generating Grow the four core growth throughout the economic cycle strong ROIC brands Sin
Slide 17: Delivering on our strategy – leveraging closeness to our customer
Delivering on our strategy – leveraging closeness to our customer ACTIVE CLUB For personal use only CLUB MEMBER CLUB MEMBER SALES MEMBERS (M) NPS1 % OF GROUP SALES Leveraging closeness Club membership has increased by Club member NPS has Club members represent 72% more than 3 million to 9.7 million
Slide 18: Delivering on our strategy – connected omni-retail supply chain
Delivering on our strategy – connected omni-retail supply chain For personal use only Connected omni- retail supply chain Leveraged Group supply chain network by integrating Macpac and rebel Utilised store network to optimise omni-fulfilment Established order management system to orchestrate online
Slide 19: Delivering on our strategy – simplify the business
Delivering on our strategy – simplify the business For personal use only Simplify the business Closed or exited non core businesses (Rays, Infinite Retail, AutoGuru, AutoCrew) Implemented single warehouse management system Implemented workforce planning solution to ensure right rostering and optimis
Slide 20: Delivering on our strategy – excel in omni-retail execution
Delivering on our strategy – excel in omni-retail execution DIGITAL SALES ($M) DIGITAL SALES BY TYPE ($M) CHANNEL AGNOSTIC For personal use only Strong growth in digital sales Click & Collect represents almost half of Contribution margin dollars per transaction are since FY19 Group online sales high
Slide 21: Our strategy – what's next
Our strategy – what’s next STRATEGIC DRIVERS KEY ENABLER: INVESTMENT IN CUSTOMER LOYALTY 1 GROW THE FOUR CORE BRANDS For personal use only 2 GROWING ANNUAL LEVERAGE CLOSENESS TO CUSTOMER VALUE OUR CUSTOMER KEY ENABLER: INVESTMENT IN SUPPLY PRIMARY VALUE LEVERS 3 CONNECTED OMNI-RETAIL SUPPLY CHAIN 4
Slide 22: Leverage closeness to our customer
For personal use only LEVERAGE CLOSENESS TO OUR CUSTOMER Customer Rory Scott Chief Strategy & Customer Officer ABN: 81 108 676 204
Slide 23: Accelerated execution timeline
Accelerated execution timeline For personal use only Done FY24 H1 FY24 H2 • In-store campaigns focused • rebel loyalty launch • BCF loyalty launch on member acquisition • Supercheap Auto • rebel personalisation pilot • Loyalty trials for rebel and personalisation pilot Supercheap Auto • SCA loyalty
Slide 24: Club members are our highest spending, most loyal customers
Club members are our highest spending, most loyal customers For personal use only 4.5x 9.7m Active club members Members spend 1.5x the average SRG customer 1.5x Our top 20% of members spend 1 • More than 4.5x the average SRG customer • More than 3x the average member We are focused on growing our cl
Slide 25: Our customer performance is strong and improving
Our customer performance is strong and improving For personal use only Over 9.7m active Our customers enjoy We know a lot about customers shopping with us our customers • Increased from 6.1m in FY19 • NPS now over 66%, was 60% • SKU purchase history in FY19 • Activity participation • We have deliver
Slide 26: Strong foundation to increase member share of wallet
This serves as a strong foundation to increase member share of wallet We think and plan in $30 increments, one more visit, an increase in spend per visit. We are building our capabilities in behavioural segmentation, For personal use only $300 customer data and data science and enhancing loyalty Tar
Slide 27: In delivering sales growth, we are actively managing margin risk
In delivering sales growth, we are actively managing margin risk As we better meet the needs of our customers and increase sales, we are running both ad-hoc trials and always-on testing to seek to ensure our growth is financially sustainable For personal use only Customer Transaction & Incremental R
Slide 28: Grow the four core brands – rebel
For personal use only GROW THE FOUR CORE BRANDS Gary Williams Managing Director, rebel
Slide 29: rebel overview
OVERVIEW 155 3.3M 6.0% 11.7% STORES ACTIVE CLUB MEMBERS 3 YEAR SALES 3 YEAR AVERAGE PBT SNAPSHOT1 GROWTH (CAGR)2 MARGIN2 For personal use only OUR CUSTOMER MARKET LANDSCAPE KEY OPPORTUNITIES • Passionate about sport & fitness, and • Sports market growth led by footwear, • Extend national omni-retail
Slide 30: Areas of strategic focus
Areas of strategic focus SPORT IS CALLING For personal use only 3. DELIVERING 1. BUILDING THE 2. CREATING REBEL PRODUCTIVE & 4. EXCELLING IN 5. BUILDING THE REBEL BRAND FANATICS OPTIMUM OMNI-EXPERIENCE REBEL TEAM ASSORTMENTS OUR ASPIRATION: To inspire all Australians to chase their sporting dreams a
Slide 31: Continue successful roll-out of rCX
Rundle Mall, SA Health & Wellbeing For personal use only CONTINUE SUCCESSFUL ROLL-OUT OF rCX Everton Park, QLD Ash Barty @ Everton Park SUPER RETAIL GROUP 30
Slide 32: Evolving our store format and offering
Evolving our store format and offering For personal use only REBEL STORE NETWORK 1. Flagship rCX format for our top 30 stores • rCX are large format (2000sqm+) stores showcasing JUN 19 DEC 22 JUN 26F1 comprehensive range across key global brands • Focused on core categories of running, gym and fitne
Slide 33: Accelerating growth in attack categories – homes of football and basketball
Accelerating growth in attack categories – homes of football and basketball Investment in HOMES OF FOOTBALL HOMES OF Investment in HOMES OF BASKETBALL HOMES OF FOOTBALL1 BASKETBALL1 For personal use only FY20-21 36 FY20-21 27 FY22 22 FY22 16 FY23F 23 FY23F 42 81 85 SUPER RETAIL GROUP 1. Based on FY2
Slide 34: Kids, Health & Wellbeing, Mens, Womens
Kids Health & Wellbeing For personal use only Mens Womens 33
Slide 35: rebel loyalty launch coming in H1 FY24
REBELrebel LOYALTY loyalty LAUNCH COMING launch coming in H1 FY24 2023```````` For personal use only 34
Slide 36: rebel loyalty launch plan
rebel loyalty launch plan Exciting new changes coming to rebel’s loyalty program, to deliver member growth and engagement For personal use only FY24 H1 FY24 H2 FY25 H1 • Major launch of rebel active program, • “Test and learn” through targeted offers • “Always on” testing approach embedded with new
Slide 37: Key drivers of growth – rebel
Expand the store network – flagship stores and regional store roll out For personal use only Create a compelling loyalty offer – planned launch of new loyalty program in H1 of FY24 Key drivers of growth Win in key growth categories – football, basketball, womens and kids Grow digital sales – increas
Slide 38: Grow the four core brands – BCF
For personal use only GROW THE FOUR CORE BRANDS Paul Bradshaw Managing Director, BCF
Slide 39: BCF overview
OVERVIEW 150 2.2M 17.3% 7.9% STORES ACTIVE CLUB MEMBERS SNAPSHOT1 3 YEAR SALES 3 YEAR AVERAGE PBT For personal use only GROWTH (CAGR)2 MARGIN2 OUR CUSTOMER MARKET LANDSCAPE KEY OPPORTUNITIES • Enjoy their leisure time in the • COVID accelerated participation in the • Right sizing stores in better lo
Slide 40: Areas of strategic focus
Areas of strategic focus Creating a sustainable business for the future For personal use only ENABLING OUR TEAMS TO ADDRESSING THE GROWING OUR OMNI- UNDERSTANDING OUR PROVIDE CUSTOMERS SEASONALITY CHALLENGE DELIVERING “GREAT MARKET POSITION BY CUSTOMERS AND GIVING WITH THE BEST CUSTOMER IN OUR BUSIN
Slide 41: Introducing a new superstore format – BCF Townsville
Introducing a new superstore format – BCF Townsville What the right format can achieve For personal use only FY20 (Pre COVID) FY23 YTD1 $10.8m +147% SALES OLD 64 NEW +8 points NPS TOWNSVILLE 8010 +260% SKU COUNT <2 years payback SUPER RETAIL GROUP 1. Based on trading performance in the first 24 week
Slide 42: Evolving our store format and offering
Evolving our store format and offering For personal use only Reshaping the BCF network for right size in the right BCF STORE NETWORK catchment JUN 19 DEC 22 JUN 26F1 1. Opening small format stores in new regional Superstore 0 1 8 locations, expanding customer reach Fleet 126 131 135 2. Rolling out t
Slide 43: Offering exclusive products to our customers
Offering exclusive products to our customers – strategic brand strategy Top tier brands align to our CVP: ‘Famous for Product’ and deliver differentiation from competitors For personal use only BCF EXCLUSIVE PRODUCTS - % OF TOTAL BCF SALES 1 45% 46% 50% 37% 40% FY19 FY20 FY21 FY22 H1 FY23 SUPER RETA
Slide 44: Giving Australians an outdoor store they trust
For personal use only Giving Australians an To be the #1 outdoor A outdoor store that they trust, B store, obsessed with delivering range, quality, being locally relevant value and great service SUPER RETAIL GROUP 43 43
Slide 45: Key drivers of growth – BCF
Right size the network – new store openings and rollout of Superstore format For personal use only Grow our exclusive range – through private label and strategic brand partnerships Key drivers of growth Increase focus on loyalty – market relaunch planned in H2 FY24 Tailor our offering - increase sal
Slide 46: Grow the four core brands – Macpac
For personal use only GROW THE FOUR CORE BRANDS Cathy Seaholme Managing Director, Macpac
Slide 47: Macpac overview
OVERVIEW 87 0.7M 8.4% 8.9% STORES ACTIVE CLUB MEMBERS 3 YEAR SALES 3 YEAR AVERAGE PBT SNAPSHOT1 GROWTH (CAGR)2 MARGIN2 For personal use only OUROUR CUSTOMER CUSTOMER MARKET LANDSCAPE KEY OPPORTUNITIES • Travels internationally, with an • Post COVID travel continues to • Continue the better business
Slide 48: Areas of strategic focus
Areas of strategic focus For personal use only To equip outdoor enthusiasts to adventure better DELIVER EXCEL BE A FORCE DIFFERENTIATED GEAR GROW BRAND OPTIMISE AND EXPAND AS OMNI-RETAIL FOR GOOD WITH AN UNWAVERING AWARENESS THE STORE NETWORK EXPERTS COMMITMENT TO QUALITY SUPER RETAIL GROUP 47
Slide 49: Years of adventure since 1973
50 years of adventure since 1973 For personal use only SUPER RETAIL GROUP 48
Slide 50: Differentiated gear with an unwavering commitment to quality
Differentiated gear with an unwavering commitment to quality Arrowsmith Jacket – Alpine Series For personal use only Member Price: $639.99 • Fill: 800 loft RDS certified 90/10 HyperDry™ Goose Down • Fabric: Ultralight Pertex® Quantum 100% recycled nylon main & lining fabrics — bluesign ® certified S
Slide 51: Evolving our store format and offering
Evolving our store format and offering For personal use only Optimising and expanding the Macpac network across MACPAC STORE NETWORK two core formats JUN 19 DEC 22 JUN 26F1 1. Macpac Explorer Rays 9 0 0 • 300 - 400 sqm Explorer 61 79 90 • Stocks full range of Macpac branded product and rationalised
Slide 52: Key drivers of growth – Macpac
Grow the store network – continue store rollout in Australia For personal use only Expand our product range – including summer seasonal offering Key drivers of growth Increase digital sales – grow online market share Promote our brand profile – lift our brand awareness in Australia SUPER RETAIL GROU
Slide 53: Grow the four core brands – Supercheap Auto
For personal use only GROW THE FOUR CORE BRANDS Benjamin Ward Managing Director, SCA ABN: 81 108 676 204
Slide 54: Supercheap Auto overview
OVERVIEW 330 3.5M 8.8% 13.2% STORES ACTIVE CLUB MEMBERS 3 YEAR SALES 3 YEAR AVERAGE PBT SNAPSHOT1 GROWTH (CAGR)2 MARGIN2 For personal use only OUR CUSTOMER MARKET LANDSCAPE KEY OPPORTUNITIES • Embracing the domestic vacation, • Auto aftermarket in positive growth • Growing and aging car parc provide
Slide 55: Areas of strategic focus
Areas of strategic focus “Whoever you are, whatever you drive – make it SUPER” For personal use only AN INNOVATIVE AND A RANGE THAT CATERS EXCEL IN OMNI A CULTURE THAT IS A BRAND THAT IS LEADING RANGE OF FOR A WIDER CUSTOMER EXPERIENCE THROUGH CUSTOMER OBSESSED COMPELLING TO A AUTO PRODUCTS AT BASE
Slide 56: A brand that is compelling to a diverse customer base
A brand that is compelling to a diverse customer base For personal use only OLD NEW SUPER RETAIL GROUP 55
Slide 57: Evolving our store format and offering
Evolving our store format and offering For personal use only Comprehensive refurbishment and new store program SUPERCHEAP AUTO STORE NETWORK underway to deliver a further 150 stores in the next generation format JUN 19 DEC 22 JUN 26F1 Generation 1 99 67 0 Key features of next generation stores Gener
Slide 58: Enhanced SCA loyalty leveraging new group capability
Enhanced SCA loyalty leveraging new group capability New infrastructure and constant improvement will enhance our loyalty offer. Our For personal use only goal is to drive higher visitation and/or spend per visit across our member base. Work to Date FY24 Plan • Relaunched loyalty alongside • Superch
Slide 59: Adapting to a changing car parc – electric vehicles and SCA
Adapting to a changing car parc – what do electric vehicles mean for SCA? Estimated 2030 Australian car parc mix1 • The size of the of >5-year-old ICE2 car parc will be larger in 2030 For personal use only than it is today. This will continue to create demand for DIY EVs 18% service and maintenance
Slide 60: Key drivers of growth – Supercheap Auto
Expand product offering in adjacent categories – moving beyond the garage For personal use only Broaden the addressable customer base – make the brand more compelling to a wider range of customers Key drivers of growth Complete brand modernisation – including conversion of fleet to next generation f
Slide 61: Capabilities
For personal use only CAPABILITIES ABN: 81 108 676 204
Slide 62: Simplify the business – Workforce Planning
For personal use only SIMPLIFY THE BUSINESS Workforce Planning Jane Kelly Chief Human Resources Officer
Slide 63: Deploying workforce planning systems and processes
Deploying workforce planning systems and processes to manage compliance, 5 17K 4 Brands governance and complexity Industrial Rule 6 DCs rule sets combinations Deployed For personal use only 1.7M 15.6M 14K Shifts Hours Team allocated worked members Improved organisational systems and governance to ma
Slide 64: Smart rostering using advanced analytics
Base rosters developed to ensure we have the right team members with the Smart rostering right skills all year round, with the ability to forecast and flex up our permanent team and determine the required amount of flexibility for a using advanced analytics to successful seasonal event Better manage
Slide 65: Managers supported with tools to determine the right amount of labour
Managers are now supported with tools to determine the right amount of labour, and to roster the right team on the right day Intuitive dashboards Aligning team members to customer demand For personal use only Team roster Rostered hours Required hours Delivering sustainable benefits Data engine deliv
Slide 66: Excel in omni-retail execution – Sustainability
For personal use only EXCEL IN OMNI-RETAIL EXECUTION Sustainability Kevin Figueiredo General Manager, Health, Safety & Sustainability
Slide 67: Our 2030 Sustainability Framework
Our 2030 Sustainability Goals to 2030 Framework 1. Invest in the health, safety and wellbeing of our team Our new framework outlines our commitment, driven by our vision and For personal use only 2. Create an inclusive and diverse team connected to our stakeholders. It has five focus areas: team, co
Slide 68: Solid progress against our agenda and being recognised
We are making solid progress against our First retailer to achieve the WGEA citation and agenda and it is being recognised now held for the 3rd year For personal use only GOVERNANCE • TCFD – enhancing climate-related disclosures through stronger alignment with TCFD • Upweighting investment in risk,
Slide 69: You can expect to see us focus on these areas
You can expect to see us focus on these areas We are prioritising our efforts based on materiality in our business and those areas where our focus can have the greatest impact For personal use only TEAM MEMBER RECONCILIATION RESPONSIBLE CLIMATE RISK IMPROVEMENTS IN HEALTH, SAFETY & ACTION SOURCING M
Slide 70: Connected omni-retail supply chain
For personal use only CONNECTED OMNI-RETAIL SUPPLY CHAIN Supply Chain Darren Wedding Chief Supply Chain Officer
Slide 71: Supply chain normalising
Supply chain normalising For personal use only Sourcing Shipping Inventory Domestic Ops ! Lead times reducing Lead times reducing Flows improving Labour costs increasing Cost reducing Cost reducing Aged stock levels Transport costs and reducing availability challenges Pallet supply constrained • Opt
Slide 72: Our current supply chain
Our current supply chain ~85% of directly sourced imports originate from China For personal use only Shanghai, Ningbo, Guangzhou and Hong Kong are major supplier ports BRENDALE QLD Store and online orders SCA, BCF & rebel FORRESTFIELD WA Store and online orders ERSKINE PARK NSW SCA, BCF & rebel Stor
Slide 73: Investment in supply chain
Investment in supply chain For personal use only Home delivery International shipping DC operations • Deployment of enhanced order • Transition to new global freight • Simplified our WMS landscape to a management technology forwarder prior to COVID single WMS solution (excluding Macpac) • 41% reduct
Slide 74: Our next strategic transition
Our next strategic transition For personal use only Bulkies Item larger than Regional 40x40x40cm Supply Total weight more than 17kg Totables Box/carton 40x40x40cm able to National fit four items Supply Total weight less than 17kg SUPER RETAIL GROUP 73
Slide 75: Financial Performance
For personal use only FINANCIAL PERFORMANCE David Burns Chief Financial Officer
Slide 76: Delivering on our strategy – strong financial performance
Delivering on our strategy – strong financial performance 3 yr 3 yr Uplift CAGR REPORTED CAGR BASIC EPS in SALES ($b) For personal use only 9.4% 19% SEGMENT PBT ($m) (CENTS) EPS Financial The Group has a track record of revenue growth Investment in four core brands is generating The Group has achiev
Slide 77: Strong financial performance – margins
Delivering on our strategy – strong financial performance 170 bps 50 bps Over increase 200 bps GROUP GROUP CODB AS decrease GROUP PBT increase For personal use only GROSS MARGIN A % OF SALES1 MARGIN Gross margin remains above Delivering improvements Financial pre COVID-19 levels CODB as a % of sales
Slide 78: Balance sheet, cashflow and capital management
Balance sheet, cashflow and capital management • The Group has a portfolio of highly cash generative businesses. Earnings For personal use only GROUP DIVIDENDS (CENTS)1 growth and strong cash flow generation has enabled the Group to: Strong cashflow has supported historic dividend payments • Invest
Slide 79: Inventory
Inventory GROUP INVENTORY ($) AS A % OF For personal use only ANNUAL SALES • Total inventory investment was increased during the COVID- Inventory levels are expected to normalize following supply chain disruption during the COVID-19 pandemic 19 pandemic to accommodate disruptions to supply chain • D
Slide 80: Return on invested capital (ROIC)
Return on invested capital (ROIC) For personal use only RETURN ON INVESTED CAPITAL (%) • The Group has an organic growth strategy Focus on organic investment is generating • Targeting investment towards stores, omni-retail and customer strong ROIC loyalty • Investment in stores has increased from $2
Slide 81: Conclusion
For personal use only Conclusion Anthony Heraghty Group Managing Director & Chief Executive Officer ABN: 81 108 676 204
Slide 82: Performance dashboard – achievements to date
Performance dashboard – achievements to date Grow the four core brands Leverage closeness to our customer Connected omni- retail supply chain For personal use only JUN 19 DEC 22 JUN 19 DEC 22 DEC 19 DEC 22 TOTAL STORES 690 722 ACTIVE CLUB MEMBERS 6.1M 9.7M ORDER MANAGEMENT SYSTEM X STORE FORMATS 4 8
Slide 83: Key areas of focus for strategic execution in 2024 and 2025
Key areas of focus for strategic execution in 2024 and 2025 CORE FOUR BRANDS CUSTOMER LOYALTY AND OMNI-RETAIL SIMPLIFYING THE PERSONALISATION SUPPLY CHAIN BUSINESS OMNI-RETAIL EXECUTION For personal use only • Execute brand strategies for • Planned launch of new rebel • Undertake review of national
Slide 84: Important notice and disclaimer
Important notice and disclaimer This presentation has been prepared by Super Retail Group Limited ABN 81 108 676 204 ("SRG"). It provides summary information about the activities of SRG and its subsidiaries current as at the date of this presentation. The For personal use only information in this pr