Briscoe Group Limited · NZX:BGP
Briscoe — Shareholder Meeting (May 2022)
47 slides from Briscoe's shareholder meeting presentation, May 19, 2022
Slide 1: Chairman's Address to the Annual General Meeting
Chairman’s Address to the Annual General Meeting of Shareholders 19 May 2022 Kia ora, tena koutou, tena koutou, tena koutou katoa It is a great pleasure to be with you today to not only reflect on the Group’s performance in the latest financial year – but just as importantly, to share with you some
Slide 2: Chairman's Address: Performance Rights and remuneration
In spite of the pressures and the operational achievements and financial outcomes, the team’s energy and commitment to new, insightful and frankly adventurous strategic initiatives has been both impressive in their results and creating new benchmarks for performance. There is no doubt that these str
Slide 3: Chairman's Address: corporate governance and summary
Our latest Annual Report, which can be viewed and/or downloaded from our website, sets out the corporate governance polices, practices and processes that we follow. I’d certainly encourage you to take a look at that section of the report, if you haven’t already, as it provides a clear understanding
Slide 4: Chief Financial Officer's Address
Chief Financial Officer’s Address to the Annual Meeting of Shareholders 19 May 2022 Thanks Rosanne and good morning everyone. This time last year at our AGM we talked about what a remarkable year we had just witnessed during 2020 and into January 2021, and I think we all agreed that it had truly bee
Slide 5: CFO Address: quarterly sales performance
Remember, after the first national lockdown across March to May 2020, sales were 35% down for that first quarter. So how did we go with this next lockdown? Not 35% down but as expected we were down on the previous year - by 14% but against our measure of the same period 2 years ago, basically flat (
Slide 6: Managing Director's Address
Managing Director’s Address to the Annual General Meeting of Shareholders 19 May 2022 Thanks Rosanne. I too add my welcome, and my thanks to you all for joining us at this annual meeting. I want to start by endorsing the Chair’s comments on the year we have recently reported on. It was indeed anothe
Slide 7: Managing Director's Address: teams and operating capability
If the last 2 years have shown us anything, it’s that there will always be some new challenge to test our operating capabilities and resourcefulness. In that sort of trading environment, the attributes required will include leadership, strategic focus and commitment to individual and team performanc
Slide 8: Store developments and upgrades
You might have also noticed a change to the Rebel Sport logo introduced last year. I’m occasionally asked why we continue to invest in store developments and upgrades, given the changes in the retail environment, which obviously includes a shift towards online trading. The short answer is that we se
Slide 9: The year ahead
Thanks for that update Andrew, we’re all very excited about what has already emerged from these initiatives and also what is still to come. I think the leadership team has done a terrific job right across the Strategic Initiatives programme in the most challenging circumstances, and I do want to rec
Slide 10: GM Operations and Property and GM Online and Digital Address
General Manager Operations and Property and General Manager Online and Digital - Address to the Annual General Meeting of Shareholders 19 May 2022 CREATING TRULY CONNECTED EXPERIENCES A big year for our digital and physical storefronts Online: ● Online had a huge year with the impact of the lockdown
Slide 11: Our strategic goals
Our strategic goals ● For the next 12-24 months our teams across both digital and retail, are focused on four key strategic pillars - covering the experience online and instore, the way we deliver goods to our customers, the way we use data to personalise and enhance the experience, and a strong foc
Slide 12: Store refurbishment and delivery
○ Dedicated C&C parking. ● Our 3-year refurbishment programme has been designed to take our new formats and modernise the existing network. The new format is achieving higher customer satisfaction scores, increased basket value, and longer dwell time in store ○ Additional to refurbishments, we conti
Slide 13: Data and team and systems evolution
Instore: ● This year we will begin collecting data in store off the back of a new eReceipt programme allowing us to understand more about our in-store customer purchase behaviour so, if they allow us to, we can target them with offers that are relevant to them, based on where they are in their shopp
Slide 14: Retail team engagement and development
● Regarding our Team - our retail team are fully involved and take ownership in all our strategic initiatives. ● We have introduced Peakon employee engagement surveys to improve the feedback loop from our team to help us drive higher team engagement. ● Last year our retail Management and Leadership
Slide 15: Chief Operating Officer's Address: Sustainable Business Growth
Chief Operating Officer - Address to the Annual General Meeting of Shareholders 19 May 2022 SUSTAINABLE BUSINESS GROWTH The last year has been an exceptional one on many levels. As you heard from the earlier presentations, we have made significant progress in many areas. Despite the continued disrup
Slide 16: Digitisation, personalisation and supply chain
The digitisation of our team is also freeing up our team’s time to invest back into service which is fantastic. Our personalisation program is performing ahead of our expectations. This platform provides increased customer relevancy at a time when shoppers are time poor. 2. Overhauling our supply ch
Slide 17: Materiality assessment and sustainability focus areas
To ensure we are focusing on what matters to our key stakeholders, we conducted a materiality assessment, this process canvassed over: • 600 team members, • 20 of our strategic supply partners and • Over 2000 customers. This information has been collated with the help of sustainability industry expe
Slide 18: Briscoe Group Year Ended January 2022
Briscoe Group Year Ended 30 January 2022
Slide 19: Proxies
For Discretion Against Total Votes PROXIES (% of issued capital) Resolution Resolution 1 1 181,192,722 941,914 4,669 182,139,305 Resolution 1 99.48% 0.52% 0.00% 81.81% 181,190,435 943,914 4,956 182,139,305 Resolution 2 99.48% 0.52% 0.00% 81.81%
Slide 20: Year End January 2022
YEAR END 30 January 2022
Slide 21: Total Sales ($M)
TOTAL SALES ($M) +6.1% 744 702 653 632 605 2017/18 2018/19 2019/20 2020/21 2021/22
Slide 22: Quarterly Sales Growth
QUARTERLY SALES GROWTH 78.4% 21.6% 18.0% 14.9% 5.0% Qtr 1 Qtr 2 Qtr 3 Qtr 4 -1.3% -5.2% -14.1% Qtr Growth % vs LY Qtr Growth % vs -2Yr
Slide 23: Half-Year Sales Growth
HALF-YEAR SALES GROWTH 22.6% 18.3% HALF YR Qtr Growth % vs LY Qtr Growth % vs -2Yr
Slide 24: Half-Year NPAT ($M)
HALF-YEAR NPAT ($M) 47.5 +70% 28.6 29.3 28.3 28.0 2017/18 2018/19 2019/20 2020/21 2021/22
Slide 25: Online Sales – YTD Mix
ONLINE SALES – YTD MIX 21.5% 18.8% 11.3% 10.0% 8.22% 6.1% 4.5% 3.4% 2.4% 1.3% 0.3% Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Slide 26: Total Full Year NPAT ($M)
TOTAL FULL YEAR SALES NPAT ($M) 87.9 +20% 73.2 63.4 62.6 61.3 2017/18 2018/19 2019/20 2020/21 2021/22
Slide 27: Operations Update
OPERATIONS UPDATE
Slide 28: Creating Truly Connected Experiences
Creating Truly Connected Experiences
Slide 29: A big year for our digital & physical storefronts
A big year for our digital & physical storefronts
Slide 30: Online achievements
OUR ACHIEVEMENTS Online +21% Annual online sales growth 50M+ More than 50 million visits to our websites across the year Successful introduction of our +30% personalised lifecycle communications programme leading to email channel growth Plus multiple advancements in the online experience throughout
Slide 31: Stores achievements
OUR ACHIEVEMENTS Stores Record Net Promoter Scores Productive output Briscoes +2 points to NPS76 improved Rebel +2 points to NPS65 Sales per labour hour for homeware fulfilment improved +37% YOY and +88% vs FY20. Sales per labour hour for sports Online fulfilment fulfilment improved speed improved +
Slide 32: Our strategic goals
Our Number 1 Fastest and sports and homewares easiest retail experience in ways to get your goods strategic New Zealand in New Zealand goals Focusing on a truly connected omni experience in next 12–24 months. Data led, Team & systems personalised evolution experiences using technology & for all cust
Slide 33: No 1 sports and homewares omnichannel: online enhancements
STRATEGIC GOALS No 1 sports and homewares omnichannel experience in NZ ONLINE ENHANCEMENTS ✔Content explosion: new reviews platform bringing more than 1 million global reviews to the platform ✔Needs-based product selection: fit finder to find the perfect fit and product selector to find the perfect
Slide 34: No 1 sports and homewares omnichannel: store enhancements
STRATEGIC GOALS No 1 sports and homewares omnichannel experience in NZ STORE ENHANCEMENTS ✔Continued focus on improving customer service and team engagement by utilising our customer NPS feedback, and investing in innovation & technology ✔Brighter, energised, modern store fitouts – better experience
Slide 35: Fastest and easiest ways to get your goods: online
STRATEGIC GOALS Fastest and easiest ways to get your goods in NZ (profitably) ONLINE ENHANCEMENTS ✔Suite of delivery options to suit all our users needs ✔Online returns portal, that automates the returns process in easiest way possible ✔Focus on post purchase experience to reduce contact centre volu
Slide 36: Fastest and easiest ways to get your goods: stores
STRATEGIC GOALS Fastest and easiest ways to get your goods in NZ (profitably) STORE ENHANCEMENTS ✔New pick stream order management in store to enable enhanced delivery options and faster delivery options, also enables C&C pick up efficiencies ✔A multitude of order management system improvements have
Slide 37: Data led, personalised experiences customer journey
Data led, personalised experiences for STRATEGIC GOALS all customers across all storefronts 05. Receives a b’day offer: Goes in store to spend it. 06. Customer receives email with Adidas recommendations, as they bought adidas in their first store purchase 04. Local store events: Few weeks 01. eRecei
Slide 38: Team development and systems evolution: online
STRATEGIC GOALS Team development and systems evolution ONLINE ENHANCEMENTS ✔Build out specialist eCommerce skill set in house ✔Introduce eCommerce intern programme to attract young graduate talent ✔Deliver best in class online ‘off the shelf’ technology to improve experience and productivity ✔Niteco
Slide 39: Team development and systems evolution: stores
STRATEGIC GOALS Team development and systems evolution STORE ENHANCEMENTS ✔Mobilising our retail team - BM/RM mobiles, laptops and iPads, ZEBRA device technology, new mobile tech to print labels on the floor, mobile kit to queue bust & query stock ✔Kiosk upgrades in-store + freight free when adverti
Slide 40: Strategy Update
STRATEGY UPDATE
Slide 41: Sustainable Business Growth
Sustainable Business Growth
Slide 42: Sustainable long term business growth
Sustainable long term business growth Customer Supply chain New revenues STRONG CORE BUSINESS
Slide 43: Strategic plan delivering ahead of expectations
Strategic plan delivering ahead of expectations 01. 02. 03. 04. NPS delivering Personalisation Stock 20 dropship suppliers well ahead of programme delivering availability live & annual revenues expectations over $6 million sales improvements now significant
Slide 44: Strategic plan delivering ahead of expectations
Strategic plan delivering ahead of expectations:
Slide 45: Sustainability – Steps to a better tomorrow
Sustainability – Steps to a better tomorrow
Slide 46: Progress & priorities
Progress in Our Priorities 2021/2022 for the next 12 Progress & to 24 months priorities ● Materiality assessment complete ● Implement the proposed governance What we have done / what we will ● Good progress in framework increasing Recycling ● Continue to work with action over the next 12 - 24 months
Slide 47: Thank you
THANK YOU