Super Retail Group Limited · ASX:SUL
Super Retail — Shareholder Meeting (October 2015)
21 slides from Super Retail's shareholder meeting presentation, Oct 21, 2015
Slide 1: Group Managing Director's Presentation – Annual General Meeting
For personal use only Group Managing Director’s Presentation Annual General Meeting 21 October 2015
Slide 2: Contents
Contents For personal use only 2014/15 Performance 2015/16 Update Group Strategy 2
Slide 3: Group Results
Group Results 3 For personal use only 2014/15 Change • New store and like for like sales growth has been solid $m on pcp in both Auto and Sports divisions • Leisure division has delivered strong second half sales Total Revenue 2,238.7 7.1% like for like growth after soft first half. Gross margin per
Slide 4: Auto Retailing
Auto Retailing 4 For personal use only 2014/15 change on • Divisional result includes Supercheap Auto and Auto Trade Direct (not material at this stage) $m pcp • Strong sales growth from 9 new stores and like for like Sales 854.3 4.4% sales growth momentum of 2.2% on pcp • Sales growth was delivered
Slide 5: Leisure Retailing
Leisure Retailing 5 For personal use only • Like for like sales results in the second half has seen a 2014/15 change on recovery of positive sales momentum in BCF after pcp* negative growth in half one $m • Ray’s has experienced strong like for like sales growth Sales 543.2 2.4% in the second half d
Slide 6: Sports Retailing
Sports Retailing 6 For personal use only 2014/15 change on • Sales growth in Rebel and Amart Sports has been pcp strong with robust like for like growth supported by $m new store sales • Lower gross margin reflects strong growth in lower Rebel and Amart margin categories (e.g. fitness technology), p
Slide 7: Group & Unallocated
Group & Unallocated 7 For personal use only • Group and Unallocated includes SRG Commercial, change on consolidated investment in Oceania Bicycles, Fixed pcp Price Car Service and Group costs not allocated to 2014/15 segments $m $m • Unallocated Group costs include public company activities, un-util
Slide 8: Group Cash Flow and Balance Sheet
Group Cash Flow and Balance Sheet 8 For personal use only Jun 15 Jun 14 $m $m • Group inventories well controlled given growth in store numbers, increase in direct sourcing and lower Inventory AUD impacting unit costs. - Auto Retailing 183.3 173.7 • Trade payables benefiting from pre 30 June year en
Slide 9: Team Members Scorecard
Team Members Scorecard 9 For personal use only Target June 15 June 14 • Team Member engagement measured on an 18 month cycle – next survey is October 2015. Retail industry average is 55%. Engagement 70% 68% 68% • Retention measure includes all team members Retention 75% 75% 76% employed on a casual
Slide 10: Contents
Contents For personal use only 2014/15 Performance 2015/16 Update Group Strategy 10
Slide 11: 2015/16 Trading Update
2015/16 Trading Update For personal use only Auto Leisure Sports Group 16 week performance YTD: • Supply chain development costs expected to be circa $10m Total Sales growth +5% +6% +7% • Other development projects expected to be circa $2m • Other Group Costs expected to be circa $7m LFL Sales growt
Slide 12: Rays Transformation
Rays Transformation 5 Pilot stores – Rothwell, Nunawading, Fountain Gate, Darwin and Bundaberg For personal use only 12
Slide 13: Contents
Contents For personal use only 2014/15 Performance 2015/16 Update Group Strategy 13
Slide 14: Our Strategic Roadmap
Our Strategic Roadmap Our For personal use only INSPIRING YOU TO LIVE YOUR PASSION Vision Our TO PROVIDE SOLUTIONS AND ENGAGING EXPERIENCES THAT ENABLE OUR Purpose CUSTOMERS TO MAKE THE MOST OF THEIR LEISURE TIME To achieve the To achieve higher To provide returns Our To be one of the 5 highest Team
Slide 15: Our Strategic Programs
Our Strategic Programs For personal use only Building Developing Understanding Engaging and Leading Optimising Engaging and Our Strategic Innovative our inspiring our Private & our Supply developing Pillars and Relevant Customers Customers Exclusive Chain our Team Solutions Brands Business Agility D
Slide 16: Auto Retailing – Key Strategic Initiatives
Auto Retailing – Key Strategic Initiatives (5 year goal) For personal use only NETWORK LFL SALES EBIT PRE TAX EXPANSION GROWTH MARGIN ROC (350 STORES) (> 3% PA) (12%) (> 40%) Understanding our • SCA club + membership now at over 1.4 million - 1.1 million active Customers • Understanding and meeting
Slide 17: Leisure Retailing – Key Strategic Initiatives
Leisure Retailing – Key Strategic Initiatives (5 year goal) For personal use only NETWORK LFL SALES EBIT PRE TAX EXPANSION GROWTH MARGIN ROC (220 STORES) (> 3% PA) (11%) (> 30%) Understanding our • BCF / Rays club membership now at 3.2 million - 1.4 million active Customers • Developing Rays Outdoor
Slide 18: Sports Retailing – Key Strategic Initiatives
Sports Retailing – Key Strategic Initiatives (5 year goal) For personal use only NETWORK LFL SALES EBIT PRE TAX EXPANSION GROWTH MARGIN ROC (250 STORES) (> 4% PA) (11%) (> 21%) Understanding our • Rebel / Amart club membership now at 3.0 million – 1.5 million active Customers • Use of customer analy
Slide 19: Supply Chain and Inventory Management
Supply Chain and Inventory Management (3 year goal) For personal use only SUPPLY CHAIN STOCK TURNS IN STOCK COSTS REDUCED OF >3 ACROSS LEVELS > BY 1% OF SALES THE GROUP 96.5% Inventory Management • Bedding down of JDA systems in Auto and Leisure and implementation of JDA into Sports • Clear, time-ph
Slide 20: Engaging and Developing our Team
Engaging and Developing our Team (5 year goal) For personal use only ENGAGEMENT RETENTION SUCCESSION SAFETY ATTRACTION DIVERSITY >70% > 75% > 70% 30% pa < 4 weeks > 40% Engaging and Developing • Cultural Paradigm shifts – Customer Centricity, Collaboration, Change our Team Leadership • Attraction: G
Slide 21: Delivering our Financial Targets
Delivering our Financial Targets For personal use only To deliver compound To grow return on capital annual growth in EPS of to greater than 15% greater than 15% Opportunities Challenges • Growing store numbers to over 800 • Lower domestic growth • Delivering LFL growth of 3% to 4% • Consumer confid
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