ASX Release 25 February 2021
Market Announcements Office ASX Limited 20 Bridge Street Sydney NSW 2000
Dear Sir/Madam
WPP AUNZ LIMITED - Appendix 4E and Annual Report
In accordance with ASX Listing Rule 4.3A, I attach the Appendix 4E and Annual Report for WPP AUNZ Limited’s 2020 reporting period.
Yours faithfully,
Linda Gough General Counsel & Company Secretary WPP AUNZ Limited 1 Kent Street NSW 2000 +61 414 164 060
ASX APPENDIX 4E PRELIMINARY FINAL REPORT
FOR THE YEAR ENDED 31 DECEMBER 2020
WPP AUNZ LIMITED ABN 84 001 657 370
APPENDIX 4E WPP AUNZ LIMITED Name of entity WPP AUNZ Limited
ABN or equivalent company Year ended (‘current period’) Year ended (‘previous period’) reference 84 001 657 370 31 December 2020 31 December 2019
Results for announcement to the market In A$’000’s (unless otherwise noted) Revenues from continuing operations down 13.20% to $726,175 Revenues from discontinued operations down 100.00% to $Nil
Loss from continuing operations after tax attributable to members – Reported down 19.47% to ($152,550) Loss from discontinued operations after tax attributable to members – Reported down 100.00% to $Nil
Net loss for the year attributable to members – Reported down 32.96% to ($152,550)
Earnings per share – Basic – continuing operations up 19.50% to (17.9)¢ Earnings per share – Basic up 32.97% to (17.9)¢
Earnings per share – Diluted – continuing operations up 19.50% to (17.9)¢ Earnings per share – Diluted up 32.97% to (17.9)¢
Headline results – continuing operations Net profit for the year attributable to members - Headline down 31.89% to $34,863
Earnings per share – Headline profit down 31.89% to 4.1¢ Amount per Franked amount Dividends security per security at 30% Current Year: Final dividend declared subsequent to 31 December 2020 2.9¢ 2.9¢ Special dividend declared subsequent to 31 December 2020 1.5¢ 1.5¢
Interim dividend declared - - Previous Year: Final dividend determined subsequent to 31 December 2019 2.9¢ 2.9¢ Special dividend determined subsequent to 31 December 2019 1.5¢ 1.5¢ (These dividends were subsequently not paid as a result of cash preservation measures due to COVID-19)
Interim dividend declared (paid 3 October 2019) 2.3¢ 2.3¢ Record date for determining entitlements to the dividend 31 March 2021
Date dividend is payable if declared 7 April 2021 A dividend reinvestment plan (“DRP”) will not apply to the final dividend. Consolidated Entity 2020* 2019* Net tangible asset backing per ordinary share (21.4)¢ (25.0)¢ *Excludes the impact of “AASB 16 Leases”. Brief explanation of any of the figures reported above or other items of importance not previously released to the market: Refer to the 2020 Annual Report lodged with this document. Further analysis provided in the Management Presentation and Media Release lodged with the ASX. Discussion and Analysis of the results for the year ended 31 December 2020: Refer to the 2020 Annual Report lodged with this document. Further analysis provided in the Management
Presentation and Media Release lodged with the ASX.
2
ANNUAL REPORT 2020
CONTENTS
4 THE BOARD OF DIRECTORS 7 DIRECTORS’ REPORT 10 OPERATING AND FINANCIAL REVIEW 17 AUDITOR’S INDEPENDENCE DECLARATION 19 OUR REMUNERATION CHAIR’S LETTER 40 FINANCIAL STATEMENTS 104 DIRECTORS’ DECLARATION 105 INDEPENDENT AUDITOR’S REPORT 111 CORPORATE DIRECTORY WPP AUNZ
THE BOARD OF DIRECTORS
ROBERT MACTIER JENS MONSEES KIM ANDERSON GRAHAM CUBBIN B. Ec. MBA Bus Admin BA, GRAD DIP INF SC BECON (HONS) Independent Non-Executive Chief Executive Officer and Independent Non-Executive Independent Non-Executive Chairman Managing Director of WPP AUNZ Director Director
Robert was appointed as a Jens is an experienced digital Kim was appointed as a Director Graham was appointed as a Director of WPP AUNZ in leader and entrepreneur with a of WPP AUNZ in November 2010. Director of WPP AUNZ in May December 2006 and Chairman global track record for growth by 2008. He was a Senior Executive Kim is a Non-Executive Director of with effect from 1 July 2008. driving digital transformation, with Consolidated Press Holdings carsales.com Limited (from 2010), platform economy and strategy ("CPH") from 1990 until Robert is a consultant to the Marley Spoon (from 2018) and across a range of businesses and September 2005, including investment banking division of Infomedia Limited (from 2020) industries. Prior to being holding the position of Chief UBS AG in Australia, a role he has and The Sax Institute (from 2017). appointed Chief Executive Officer Financial Officer for 13 years. held since June 2007. He has A former Fellow of the University and Managing Director of WPP extensive investment banking of Sydney Senate, Kim has more Prior to joining CPH, Graham held AUNZ in October 2019, Jens was experience in Australia, having than 25 years’ experience in senior finance positions with a Chief Digital Officer and Senior previously worked for Citigroup, various media executive and Chief number of major financial Vice President Digital Strategy at E.L. & C. Baillieu and Ord Minnett Executive Officer positions in both companies including Capita BMW Group, headquartered in Securities (now JP Morgan) Australia and the US, including Finance Group and Ford Motor Munich, where he defined and between 1990 and 2006. During Southern Star Entertainment Pty Company. He has over 20 years’ implemented a digital this time he was primarily focused Ltd, Publishing and Broadcasting experience as a director and audit transformation program that on the media, technology and Limited, ninemsn, Harper Collins, committee member of public reshaped the BMW Group from an entertainment and private equity and Reading Room Inc. companies in Australia and the auto manufacturer into a data- sectors and initial public offerings US. Graham is a Director of Bell driven, mobility tech company. Kim is Chair of the WPP AUNZ generally. Prior to these roles, he Financial Group Limited (from People and Culture Committee. worked with KPMG from 1986 to Jens has held a range of senior 2007), White Energy Company 1990 during which time he executive positions with global Limited (from 2010) and qualified as a Chartered companies, including Global Chief McPherson’s Limited (from 2010). Accountant. Executive Officer, Digital He was appointed Chairman of Marketing at Arvato AG (part of McPherson’s Limited in July 2015. Robert is also currently the Non- the Bertelsmann Group), Global executive Chairman of ASX listed Graham is Chairman of the WPP Innovation Manager for the BMW ALE Property Group (from AUNZ Audit and Risk Committee Group and Global Brand Manager November 2016) and was a Non- and a member of the People and for MINI and several roles with executive Director of NASDAQ Culture Committee. Google where he was Director of listed Melco Resorts and Branding for Automotive, Retail, Entertainment from December FMCG and Health Care as well as 2006 to January 2017. Industry Leader Automotive. His Robert is a member of the WPP start-up experience, as well as his AUNZ Audit and Risk Committee. brand, product and marketing knowhow, includes roles at Mondelēz, Colgate-Palmolive and Schwarzkopf & Henkel. Jens holds advisory and board seats with the international digital and ecommerce start-up Azoya, Nunatek Transformation Strategy Consulting, Advertising Council Australia and Design AI.
4 ANNUAL REPORT 2020
RANJANA SINGH GEOFF WILD AM DIANE HOLLAND Honours (Botany), FAICD, FAI (DIP), FRSA BA Urban Studies & Planning POST GRAD DIP (ADV & PR) Non-Executive Director Non-Executive Director Non-Executive Director
Ranjana was appointed as a Geoff was appointed as a Director Diane was appointed as a Director Director of WPP AUNZ in April 2016. of WPP AUNZ in April 2016. of WPP AUNZ in early March 2020. Ranjana is a Botany Honours Geoff was the Chairman and Diane is the Global Chief Financial graduate from Delhi University, Country Manager of WPP plc in Officer of Wunderman Thompson a with a postgraduate diploma in Australia and New Zealand from global creative, consulting and Advertising and PR from the 1998 until the merger of STW Group technology network and one of Indian Institute of Mass and WPP in 2016. He was with WPP's largest agencies, home to Communications, Delhi. Clemenger BBDO until 1990 as more than 20,000 employees Deputy Chairman, a member of the across 95 countries. With a 20+ She started her career in media at BBDO Worldwide Board and year career spanning roles in Los JWT India (Hindustan Thompson Chairman of BBDO Asia Pacific, Angeles, New York and London, Associates). In March 1993, she when he retired from the Diane currently leads Wunderman moved to JWT Indonesia to advertising industry for a period, Thompson's financial and stabilise and grow its media following which he was appointed operational management. function. Subsequently, she moved as Chairman of the New South to client servicing and became the Previous roles honed her skillset Wales Tourism Commission and a General Manager in 1998. across all facets of financial Vice-President of the Sydney 2000 planning, M&A, joint ventures and Ranjana joined the newly launched Olympics Bid Company. Geoff has strategic partnerships. Diane has Mindshare in 2000. As Managing been Chairman of the Advertising built her career by passionately Director and then Chief Executive Federation of Australia and supporting talent and creativity Officer, she built GroupM to be the Chairman of the Australian while also delivering strong leading media agency. Ranjana Advertising Industry Council. He strategic leadership for clients and currently serves as the WPP plc was a Director of oOh!media colleagues. She excels in tackling Chairperson for Indonesia and Limited from 2007 until May 2019 business disruption to drive Vietnam. She sits on the advisory and is a Fellow of the Australian optimal performance. board for the Asia Pacific Media Institute of Company Directors, the Forum and the McKinsey YLI Young Advertising Institute (by Los Angeles based, Diane also Leaders Indonesia initiative. examination) and the Royal Society serves on the board of Stone Barns of Arts. Center for Food and Agriculture, a non-profit organisation with a Geoff was made a Member of the mission to create a healthy and Order of Australia in the Queen’s sustainable food system, where Birthday Honour List in 2000. she is on the finance committee. He was a Director of Ibisworld Pty Previously, Diane served on the Ltd from 1990 until June 2020 when board of Step Up for over 10 years, he retired to become an Advisory a non-profit organisation that Board Member of Ruthven Institute mentors teen girls from Pty Ltd. He has been a Director of under-resourced communities. Arab Bank Australia Limited since Diane is a member of the WPP AUNZ 1995 and Chairman since 2011. Audit and Risk Committee. Geoff is a member of the WPP AUNZ People and Culture Committee.
5 FINANCIAL PERFORMANCE ANNUAL REPORT 2020
DIRECTORS' REPORT
Your Directors present their report on the Consolidated Entity SIGNIFICANT EVENTS AFTER THE BALANCE DATE consisting of WPP AUNZ Limited (“Company”, "WPP AUNZ" or “Parent Other than the significant items outlined in Note 39 to the financial Entity”) and the entities it controlled at the end of, or during, the year statements, there has not arisen, in the interval between the end of the ended 31 December 2020 (collectively “WPP AUNZ Group”, “Group” or financial period and the date of signing of this Directors’ Report, any “Consolidated Entity”). item, transaction or event of a material or unusual nature which, in the opinion of the Directors, has significantly affected, or may significantly DIRECTORS affect, the operations of the Group, the results of those operations, or The following persons were Directors of the Company during the whole the state of affairs of the Group, in future periods. of the year and up to the date of this report, unless otherwise stated: DIRECTOR MEETINGS Robert Mactier, Independent Non-executive Chairman The number of meetings of Directors (including meetings of Committees Jens Monsees, Chief Executive Officer and Managing Director of Directors) held during the year ended 31 December 2020 and the Paul Richardson, Non-executive Director (resigned 7 May 2020) number of meetings attended by each Director are set out below in Graham Cubbin, Independent Non-executive Director Table 1: Director meetings. Kim Anderson, Independent Non-executive Director Ranjana Singh, Non-executive Director John Steedman, Executive Director and Chief Operating Officer (retired 12 October 2020) Geoffrey Wild AM, Non-executive Director Diane Holland, Non-executive Director (appointed 2 March 2020).
Particulars of Directors’ qualifications, experience and directorships in other listed entities are set out on pages 4 and 5 in this Annual Report.
PRINCIPAL ACTIVITIES The principal activities of WPP AUNZ Group during the year were the provision of marketing, content and communications services. WPP AUNZ Group comprises leading companies in all the following disciplines: Advertising; Media Investment Management; Large Format Production; Public Relations and Public Affairs; Branding and Identity; Digital; e-commerce and Shopper Marketing; Production and Specialist Communications.
There have been no significant changes in the WPP AUNZ Group's principal activities during the year.
REVIEW OF OPERATIONS Information on the operations and financial position of the Company and its business strategies and prospects are outlined on pages 10 to 16 and form part of this Directors’ Report.
Directors Audit and Risk Committee People and Culture Committee
Table 1: Director meetings Attended Held* Attended Held* Attended Held*
Robert Mactier 10 10 4 4 — —
Kim Anderson 10 10 — — 5 5
Graham Cubbin 10 10 4 4 5 5
Jens Monsees 10 10 — — — —
Paul Richardson 3 3 — — 1 2
Diane Holland 9 9 3 3 — —
Ranjana Singh 10 10 — — — —
John Steedman 6 6 — — — —
Geoffrey Wild AM 10 10 1 1 3 3
* Reflects the number of meetings the Director was eligible to attend during the time the Director held office during the 2020 year.
7 WPP AUNZ
DIRECTORS' REPORT (CONTINUED)
COMMITTEE MEMBERSHIP INDEMNIFICATION AND INSURANCE OF OFFICERS As at the date of this report, the Company had an Audit and Risk AND AUDITORS Committee and a People and Culture Committee. Members acting on The Directors of the Company and such other officers as the Directors the Committees of the Board during the year and at the date of this determine, are entitled to receive the benefit of an indemnity contained report were: in the Constitution of the Company to the extent allowed by the Corporations Act 2001, including against liabilities incurred by them in AUDIT AND RISK COMMITTEE their respective capacities in successfully defending proceedings Graham Cubbin (Chair) against them. Robert Mactier During or since the end of the financial year, the Company has paid Geoffrey Wild AM (resigned 7 May 2020) premiums under contracts insuring the Directors and officers of the Diane Holland (appointed 7 May 2020) Company and its controlled entities against liability incurred in that capacity to the extent allowed by the Corporations Act 2001. The PEOPLE AND CULTURE COMMITTEE officers to which these insurance contracts relate are any past, present Kim Anderson (Chair) or future director, secretary, executive officer or employee of the Group. Graham Cubbin Paul Richardson (resigned 7 May 2020) The terms of the policies prohibit disclosure of the details of the liability Geoffrey Wild AM (appointed 7 May 2020) and the premium paid.
COMPANY SECRETARY Each Director has entered into a Deed of Access, Disclosure, Insurance and Indemnity which provides for indemnity by the Company against Linda Gough is the General Counsel and Company Secretary of WPP liability as a Director to the extent allowed by the law. AUNZ. She is a senior corporate/commercial lawyer with 20 years post-qualification experience. She has a Bachelor of Commerce There have been no indemnities given or insurance premiums paid (University of Alberta), a Diploma in Journalism & Communications during or since the end of the financial year for any current or former (Concordia University), a Bachelor of Laws (University of Toronto) and a auditor. Masters of Law (University of New South Wales). She is a graduate of the Australian Institute of Company Directors and a member of the Law PERFORMANCE RIGHTS AND OPTIONS Society of New South Wales, the Governance Institute and the Association of Corporate Counsel, Australia. As at 31 December 2020, 14,336,085 (2019: 15,327,048) performance rights and 4,560,108 (2019: Nil) options have been granted to participants in WPP AUNZ employee share plans. These performance LIKELY DEVELOPMENTS AND EXPECTED RESULTS rights and options will vest and be exercised and settled in equity or Refer to the Operating and Financial Review section on page 10. cash subject to the achievement of specific performance and service conditions relating to each grant. The total amount of the performance ENVIRONMENTAL REGULATION AND PERFORMANCE rights and options represents the equity grants awarded to the eligible The Consolidated Entity’s operations are subject to environmental employees during 2020, as well as the prior years' grants which are not regulation under Commonwealth and State legislation. These yet vested or exercised as at 31 December 2020. regulations do not have a significant impact on the Consolidated Entity’s operations. The Board believes that the Consolidated Entity has SHARES adequate systems in place for the management of its environmental The number of ordinary shares in which each Director has a relevant requirements and is not aware of any significant breach of those interest as at the date of this report is set out in Table 2: Director environmental requirements as they apply to the Consolidated Entity. interest in ordinary shares.
Balance Exercised Balance Post Post Post Table 2: Director interest as at vested as at year-end year-end year-end in ordinary shares 1-Jan-20 Acquisitions awards Disposals 31-Dec-20 acquisitions disposals balance
Robert Mactier 577,964 422,036 — — 1,000,000 — — 1,000,000 Jens Monsees — 600,000 923,191 — 1,523,191 — — 1,523,191 Paul Richardson — — — — — — — — Graham Cubbin 100,000 150,000 — — 250,000 — — 250,000 Kim Anderson 50,000 100,000 — — 150,000 — — 150,000 Ranjana Singh — — — — — — — — John Steedman 382,408 — 28,226 (320,000) 90,634 — — 90,634 Geoffrey Wild AM — — — — — — — — Diane Holland — — — — — — — —
8 ANNUAL REPORT 2020
AUDITOR INDEPENDENCE The Directors are of the opinion that the services as disclosed in The Directors have received a declaration of independence from Note 38 to the financial statements do not compromise the external Sandeep Chadha on behalf of Deloitte Touche Tohmatsu, the auditor of auditor’s independence, based on advice received from the Audit WPP AUNZ Limited, as reproduced on page 17. and Risk Committee, for the following reason:
AUDIT PARTNER EXTENSION — none of the services undermines the general principles relating to auditor independence as set out in Code of Conduct APES 110 On 14 December 2020, following the recommendation of the Audit and Code of Ethics for Professional Accountants issued by the Risk Committee, the Board resolved that Mr. Chadha's appointment as Accounting Professional & Ethical Standards Board, including the Company's lead auditor be extended for a period of two years. The Company has filed ASIC Form 397. reviewing or auditing the auditor’s own work, acting in a management or decision-making capacity for the Company, acting NO OFFICERS ARE FORMER AUDITORS as advocate for the Company or jointly sharing economic risks and rewards. No officer of the Consolidated Entity has been a partner of an audit firm or a director of an audit company that was the auditor of the Company ROUNDING and the Consolidated Entity for the financial year. The Company is of a kind referred to in ASIC Corporations Instrument 2016/191, dated 24 March 2016, and in accordance with that legislative CORPORATE GOVERNANCE instrument, amounts in the Directors' Report and the financial report are In recognising the need for the highest standards of corporate rounded to the nearest thousand dollars, unless otherwise indicated. behaviour and accountability, the Directors of WPP AUNZ Limited support and have adhered to the principles of corporate governance. REMUNERATION REPORT The Remuneration Report outlined on pages 18 to 39 forms part of this A copy of the Company's full 2020 Corporate Governance Statement, Directors’ Report. which provides detailed information about governance, and a copy of the Company's Appendix 4G which sets out the Company’s Signed on behalf of the Directors in accordance with a resolution of the compliance with the recommendations in the fourth edition of the ASX Directors: Corporate Governance Council’s Principles and Recommendations ("ASX Principles") will be available on the corporate governance section of the Company’s website at www.wppaunz.com.
The Board believes that the governance policies and practices adopted by the Company during 2020 are in accordance with the recommendations contained in the ASX Principles. The Company embedded the ASX Principles into its internal governance framework for the entire 2020 reporting period. This will be detailed in the 2020 Corporate Governance Statement. Robert Mactier Jens Monsees Chairman Chief Executive Officer RISK MANAGEMENT Sydney, 25 February 2021 and Managing Director The Group takes a proactive approach to risk management. The Board has established a risk management policy for the oversight and management of risk and has delegated responsibility for reviewing risk, compliance and internal control to the Audit and Risk Committee. Management is ultimately responsible to the Board for the system of internal controls and risk management within the business units. Details of risk mechanisms in place are set out in the 2019 Corporate Governance Statement on the Company’s website at www.wppaunz. com, and will be updated in the 2020 Corporate Governance Statement.
NON-AUDIT SERVICES The Company may decide to employ the auditor on assignments additional to their statutory audit duties where the auditor’s expertise and experience with the Company and/or the Group are important.
Details of the amounts paid or payable to the auditor for non-audit services provided during the year by the auditor are outlined in Note 38 to the financial statements.
9 WPP AUNZ
OPERATING AND FINANCIAL REVIEW
FINANCIAL OVERVIEW A reconciliation of the Group's statutory and headline profit and an This Operating and Financial Review forms part of the Directors' Report analysis of the significant items (after tax and non-controlling interests) beginning on page 7. impacting the Group's results are set out below:
This financial overview presents the results of the Group as outlined in 2020 2019 the financial statements. ($M) ($M)
Net sales (revenue less cost of sale of goods and services rendered) Net loss attributable to members of WPP AUNZ (152.6) (227.5) from continuing operations for the year ended 31 December 2020 were Significant items, net of tax $612.3 million, down 14.1% on the prior period (2019: $712.8 million). 1. Impairment, amortisation of acquired The loss from continuing operations for the year ended 31 December intangibles and other non-cash items 185.4 281.3 2020 was $149.4 million compared to a loss in 2019 of $184.1 million. The 2. Business close down and other one-off costs 2.1 9.1 losses in 2020 is mainly driven by $184.0 million of impairment expenses recognised for continuing operations during the year. Total significant items, net of tax 187.5 290.4 Headline profit attributable to members of WPP 34.9 62.9 The net loss attributable to members of WPP AUNZ for the year ended AUNZ: 31 December 2020 was $152.6 million for continuing and discontinued operations compared to a net loss in 2019 of $227.5 million. From continuing operations 34.9 51.2 From discontinued operations — 11.7 A summary of the Group's results is below: 2020 2019 After adjusting for significant items, the headline profit from continuing ($M) ($M) operations for the year ended 31 December 2020 was $34.9 million, down 31.9% on the prior period (2019: $51.2 million). Revenue 726.2 836.6 SIGNIFICANT AND NON-CASH ITEMS Cost of sale of goods and services rendered (113.9) (123.8) Net sales 612.3 712.8 The Company incurred the following significant and other non-cash items in 2020: Share of net profits from joint venture and 5.7 5.6 associates 1. Impairment, amortisation of acquired intangibles and other Other income/(expenses) 22.0 (2.6) non-cash items – The balance in 2020 relates to the impairment of goodwill, equity accounted investments, right-of-use assets and Operating expenses (541.9) (602.0) acquired intangibles such as brand names and customer EBITDA 98.1 113.8 relationships in relation to entities within Global Integrated Agencies, Public Relations & Public Affairs and Specialist cash Depreciation, amortisation and impairment (233.0) (295.2) generating units ("CGUs"). It also includes the amortisation of EBIT (134.9) (181.4) acquired intangible assets, loss on fair value adjustment of earnouts as well as the loss on disposal of a non-material controlled entity Net finance costs (8.9) (14.2) during the year. Loss before tax (143.8) (195.6) The balance in 2019 relates to the impairment of goodwill and Income tax (expense)/benefit (5.6) 11.5 acquired intangibles such as brand names and customer relationships predominantly in relation to entities within the Global Loss from continuing operations (149.4) (184.1) Integrated Agencies and Data Investment Management CGUs. It also includes the amortisation of acquired intangible assets, gain on fair value adjustment of earnouts as well as the gain/loss on Loss from discontinued operations — (37.8) disposal of controlled entities and associates which includes Kantar Loss for the period (149.4) (221.9) and Ogilvy New Zealand (discontinued operations) and other non-material disposals during the year. Non-controlling interests 3.2 5.6 2. Business close down and other one-off costs – These relate to Net loss attributable to members of WPP (152.6) (227.5) AUNZ restructure costs associated with closing down and merging selected businesses as well as one-off US Base Erosion and Anti-abuse Tax incurred in 2020. Cents Cents Further details relating to significant items are included in Note 5(C) to Earnings per share ("EPS") for loss from (17.9) (22.2) the financial statements. continuing operations EPS (17.9) (26.7)
10 ANNUAL REPORT 2020
STRATEGY FOR GROWTH – TRANSFORM, STRENGTHEN, GROW
WPP AUNZ announced a transformation strategy in February 2020 to return its business to strong, profitable and sustainable growth. The strategy is being implemented in three phases: transform, strengthen and grow, over a three-year period to the end of 2022.
The strategy enhances our core creative capabilities and brings together the collective talent, resources and skills to provide an integrated offer of communications, experience, commerce and technology to our clients.
— Communications creates powerful ideas based on deep insights to connect brands’ messaging with audiences in meaningful ways and channels at meaningful moments. — Experience builds seamless experiences to make brands part of people’s lives – creating more memorable engagement and driving better business results. — Commerce makes it easy for our clients to sell within the complex ecosystem of where and how their customers want to buy. — Technology leverages our global technology partnerships and unique scaled platforms and capabilities to build technology and data solutions that fit our clients’ needs. Our transformation will be delivered in six key areas and during 2020 we made significant progress in each of these key areas:
1. Operating model - Restructure our operating model to bring fewer, stronger brands to our clients and make it easier for them to navigate our services;
2. Clients - Improve the organisation of our capabilities across brands around client needs through dedicated client leads and sector practice areas;
3. Talent - Establish a new leadership model, roll out a new incentive scheme, and invest in specific talent to support our digital technology capabilities;
4. Platform - Support our strong brands and manage costs by implementing a shared services structure of HR, IT, finance, legal, marketing, and communications;
5. Solutions - Bolster our capabilities in e-commerce, experience, and technology through partnerships with platforms, scalable solutions and selective strategic M&A;
6. Geographies - Leverage our current presence in large and growing markets of South East Asia by growing our capabilities in those locations to support our businesses in Australia and New Zealand. In Australia and New Zealand, we expedited our campus approach with the goal of bringing brands together in one location in most of our major cities.
SIGNIFICANT PROGRESS ACHIEVED IN 2020
Our strategic transformation remains ahead of our strategy roadmap. The events of 2020 accelerated the structural change in our industry and as a result we accelerated our transformation. During 2020, we observed heightened levels of consumption of media and a rapid expansion of e-commerce activity. As a result, we expect future demand for our experience, commerce and technology services to be very strong. We have made significant progress in positioning WPP AUNZ to support clients looking to adapt rapidly to permanent changes in consumer behaviour. Key achievements in 2020 included:
— Launched a centralised tech hub, the Centre of Excellence, with partnerships with Adobe, Microsoft, Salesforce and Sitecore. This consolidates the technology and data consulting operations of the Group; — Added additional capabilities in technology through the acquisition of Dominion in New Zealand and Meerkats in Australia; — Formalised 10 top client leaders to better serve our top clients across the WPP AUNZ brands and capabilities; — Introduced performance driven key performance indicators ("KPI") and remuneration schemes for all leaders; — Successfully restructured the New Zealand operations and materially improved profitability; — Announced a global partnership between AKQA and WhiteGREY, enhancing technology and creative assets of the Group; and — Announced a global merger between VMLY&R and Geometry to create VMLY&R Commerce, bolstering our service offering in commerce and retail. The Company will move into the ‘strengthen’ phase of its strategy in 2021. This phase includes initiatives to drive client engagement, top line growth, and expansion in growing areas of the market. It will concentrate on investing in technology (Martech, data), commerce and experience solutions, while maintaining best-in-class, technology-driven services and solutions in communications (media, creative, PR).
11 WPP AUNZ
OPERATING AND FINANCIAL REVIEW (CONTINUED)
FINANCIALS – PERFORMANCE OF CONTINUING OPERATIONS
The financial results of the continuing operations are presented excluding the impact of significant and non-cash items, and excluding the results of the major units disposed in 2019 - Kantar Australia and NZ, and Ogilvy NZ:
2020 2019 Change Key measures - Continuing operations ($M) ($M) (%)
Headline net sales 612.3 712.5 (14.1) Headline earnings before interest and tax 61.9 91.8 (32.6) Headline profit before tax 53.0 77.8 (31.9) Headline margin 10.1% 12.9% (2.8) Headline net profit after tax and minorities 34.9 51.2 (31.9) EPS - headline profit 4.1 cents 6.0 cents (31.9) Total dividends for the year (fully franked) 4.4 cents 2.3 cents Leverage ratio (net debt/headline EBITDA) 0.2x 1.1x
The continuing operations contributed net sales of $612.3 million converting to earnings before interest and tax of $61.9 million at a margin of 10.1%. Continuing operations headline EPS was 4.1 cents which was a decline of 31.9% on prior year.
The Group's financial performance has been impacted by the unprecedented economic, logistical and market challenges we face dealing with the COVID-19 pandemic. The market in the first two months of 2020 progressed in line with expectations, before the impact of COVID-19 began to be widely felt from March onwards. The immediate impact of COVID-19 was on our net sales, with clients reducing their marketing and communications expenditure as part of their own remediation actions. This was most prevalent in media spend.
NET SALES BY QUARTER
The table below outline net sales by quarter compared to the prior year corresponding period:
Q1 Q2 Q3 Q4 Key measures - Continuing operations Jan-Mar Apr-Jun Jul-Sep Oct-Dec Full year
Headline net sales 151.9 144.1 153.6 162.7 612.3 % change vs prior year period (6.1%) (21.5%) (14.3%) (13.5%) (14.1%)
Overall, net sales in 2020 were down 14.1% against the prior corresponding period. There was a material impact on net sales in Q2, which was down 21.5% on 2019 driven by COVID-19 related client cancellations and deferrals. While economic conditions and business confidence improved in the second half of the year, we experienced improving net sales results in Q3 and Q4, albeit net sales remained weak and down 13.9% in the second half of the year.
The Company has seen an improvement in revenue off the lows earlier in the year and December remained the largest revenue contributor for the Group in the 2020 year. The improving economic environment and current client engagement and momentum provide a platform for revenue growth going into 2021.
The media agency market spend, as measured by the Standard Media Index ("SMI"), reached a low point for the year in May 2020 and has improved considerably since that time with November data showing a return to growth after 26 months. Interim SMI data for November showed the market up 0.1% compared to November 2019.
12 ANNUAL REPORT 2020
RESPONSE TO COVID-19
The financial response to COVID-19 centred around the health and wellbeing of our staff, ensuring our clients continue to receive excellent service to support them through their own challenges, and delivering financial stability. The actions undertaken by the business were to: implement remote working; accelerate our transformation strategy; tighten cost management; and strengthen the balance sheet through close working capital management and access to debt facilities.
During the year, we implemented a program to reduce our operating costs, in alignment with our transformation strategy in response to the COVID-19 related net sales declines. In 2020, operating costs were reduced by $71 million compared to 2019. This cost reduction includes a benefit of $13.6 million in relation to government aid to support jobs.
The cost actions undertaken included voluntary reductions in salaries and working hours, freezing new hires, reducing leave balances, reviewing freelance expenditure, stopping discretionary costs, including travel and entertainment and the costs of award shows, and postponing planned salary increases for 2020. In addition, members of the WPP AUNZ Board committed to taking a 20% reduction in their salaries or fees for an initial period of three months.
Further actions taken included actively reducing our property footprint through subletting tenancies in Sydney, Melbourne and New Zealand, under our campus consolidation strategy and deferral of planned office fitouts and IT related computer renewals.
As a result of these actions, we commence 2021 with a materially reduced cost base. The sustainable cost saving measures, on an annualised basis, are expected to provide a benefit of approximately $65 million in 2021.
RESULTS BY SEGMENT
The table below outline the results by operating segment of the Group.
Headline net sales Headline EBIT Headline margin % ($M) 2020 Change $ Change % 2020 Change $ Change % 2020 Change Global Integrated Agencies 425.8 (49.6) (10.4%) 47.6 (12.1) (20.3%) 11.2% (1.4%)
Large Format Production 11.3 (7.7) (40.7%) (4.9) 1.6 25.0% (43.2%) (9.0%) Specialist Communications 130.7 (31.0) (19.2%) 12.4 (14.7) (54.3%) 9.5% (7.3%) Public Relations & Public Affairs 44.5 (11.9) (21.0%) 6.8 (4.7) (40.6%) 15.3% (5.1%) Continuing operations 612.3 (100.2) (14.1%) 61.9 (29.9) (32.6%) 10.1% (2.8%)
The Global Integrated Agencies is our largest segment and comprise our brands providing media and creative services. Overall net sales were down 10.4% for the year. The segment was immediately impacted by a decline in net sales as a result of COVID-19 related slowdown as clients reduced or deferred media spend and agency productions. In the second half of the year, there was an improvement in net sales as a result of renewed client confidence, easing of government imposed restrictions on people’s movements and enhanced economic activity.
The overall performance of the Public Relations & Public Affairs segment declined in 2020 driven by client losses and deferral and cancellation of projects. Overall, this segment contains a number of strong brands and their operating margins are the highest in the Group. The outlook for the segment remains positive, with the expectation it will return to growth as clients seek advice on how to engage with their own stakeholders.
The Specialist Communications segment comprises digitally focused businesses along with brands delivering branding and experience, training and events. We expect future demand for our experience, commerce and technology services to be very strong, with clients looking to adapt rapidly to permanent changes in consumer behaviour. The digital businesses contained within the Specialist Communications segment are delivering a strong margin and are well positioned for further growth, both locally and in South East Asia. On the other hand, we have seen pressure on some project- based work in branding and identity as clients look to cut costs. Further, our brands delivering specialist services in training and events have faced restrictions on face-to-face gatherings and have pivoted to digital means of reaching their clients and target audience.
Progress has been made in restructuring the Large Format Production segment. The improvement is reflected in the earnings, which is primarily driven by a strong second half performance and is a result of restructure actions delivering cost and operational efficiencies. The largest of these savings was generated through property consolidation and improvement in the overall supply chain. The benefit of the initiatives is an improvement in the quality of its operations and enhanced customer experience, that will drive client retention and growth in the future.
13 WPP AUNZ
OPERATING AND FINANCIAL REVIEW (CONTINUED)
RENEWAL AND EXTENSION OF DEBT FACILITIES
In order to strengthen our financial stability and flexibility, we proactively renewed and extended our debt facilities.
The renewed and extended facilities, as announced on 17 August 2020, are:
— $270 million three year revolving term facility maturity extended from June 2021 to August 2023; and — $150 million rolling annual working capital facility extended from June 2021 to August 2021.
The unchanged banking covenants require a leverage ratio of less than 3x and an interest cover ratio (EBITDA to net interest expense) not less than 4x. The leverage ratio is calculated as net debt including earnouts divided by headline EBITDA. The Group leverage ratio sits comfortably under both covenant limits.
NET DEBT - TIGHTENED WORKING CAPITAL MANAGEMENT AND STRENGTHENED CASH COLLECTIONS
A key focus during the year has been on the financial strength and sustainability of our business. We have looked to strengthen the cash and liquidity position through improved cash collections and extending our debt facilities.
Net debt at 31 December 2020 is $17.2 million (2019: $121.4 million). This reduction in net debt at year end has been achieved through strong cash collections, along with early collection of media payments. We expect the benefit of early collection of media payments to partially unwind in Q1 2021.
2020 2019 Change ($M) ($M) ($M)
Cash 63.5 74.8 (11.3) Bank debt (75.0) (192.0) 117.0 Earnout liabilities (5.7) (4.2) (1.5) Net debt (17.2) (121.4) 104.2
To illustrate the impact of these cash collections, the average daily net debt for three months ended 31 December 2020 was $108 million, compared to $147.5 million for the same corresponding period in 2019. Using the average daily net debt, the balance sheet leverage ratio is 0.2x (2019: 1.1x). This is below the targeted leverage range of 1.5x to 2.0x, measured as net debt plus earnouts/headline EBITDA.
EARNOUT LIABILITIES
The Company structures certain acquisitions by making an upfront payment to the vendor and agreeing to make future earnout payments based on the financial performance of the acquired company. The Company sees this as an effective way to structure acquisitions as it incentivises the vendors to drive the future performance of the acquired company. As at 31 December 2020, the Company’s estimated earnout liability was $5.7 million (2019: $4.2 million).
2020 2019 ($M) ($M)
Opening balance 4.2 17.1 New earnout liabilities during the year 5.8 — Payments made during the year (3.7) (13.2) Net revisions to earnout liability estimates (0.6) 0.3 Closing balance 5.7 4.2
Over the next few years earnout liabilities are expected to decrease as future payouts are made with the largest expected in 2022.
Expected maturity profile ($M)
2021 1.1 2022 3.4 2023+ 1.2 Total 5.7
14 ANNUAL REPORT 2020
CASH FLOWS The Group's cash decreased by $11.3 million to $63.5 million at 31 December 2020. A breakdown of the cash flows for the year ended 31 December 2020 is below:
2020 2019 ($M) ($M)
Cash flows from operating activities 148.5 90.0 Cash flows (used in)/from investing activities (12.9) 129.4 Cash flows used in financing activities (148.2) (207.7) Net cash (outflow)/inflow (12.6) 11.7 Opening cash 74.8 63.5 Effect of foreign exchange movements 1.3 (0.4) Closing balance 63.5 74.8
OPERATING ACTIVITIES Cash inflows for the 2020 year derived from operating activities were $148.5 million (2019: $90.0 million). For the 2020 year,130.5 % of statutory EBITDA for continuing and discontinued operations, adjusted for the impact of significant non-cash items, was converted to operating cash flows (2019: 91%). This exceeds the Company's cash conversion target of between 85% and 100% of EBITDA.
INVESTING ACTIVITIES Cash outflows for the 2020 year used in investing activities were $12.9 million (2019: inflows of $129.4 million). The cash inflow was higher in 2019 primarily due to net amounts received for disposal of controlled entities of $163.5 million. The cash outflows for the 2020 year mainly resulted from $1.0 million (2019: $5.5 million) payment for acquisition of non-controlling interests, $3.3 million (2019: $14.1 million) payment for plant and equipment mainly relating to leasehold improvements, $3.7 million (2019: $13.2 million) in earnout payments and $1.9 million (2019: $Nil) payments for purchase of newly controlled entities (net of cash acquired).
FINANCING ACTIVITIES Cash outflows for the 2020 year used in financing activities were $148.2 million (2019: $207.7 million). The Company repaid net borrowings of $117.0 million during 2020 (2019: net repayment of $123.0 million). In addition to these debt repayments, $2.9 million (2019: $7.0 million) was paid in dividends to minority shareholders.
IMPAIRMENT OF INTANGIBLE ASSETS IN THE FIRST HALF OF 2020
As announced as part of the half year results, the Group recorded an after-tax impairment charge of $172.1 million relating to intangible assets. The impairment charge relates to acquired intangible assets including brand names, customer relationships and goodwill. It is non-cash in nature and has no impact on the Company’s debt facilities and compliance with bank covenants.
The impairment of goodwill and brand names has been driven by a reassessment of future cash flows and growth rates, to reflect current performance and future earnings outlook. The impairment of customer relationships reflects the reassessment of the length of customer engagements.
PAYMENT OF FINAL DIVIDEND
On 24 March 2020, we announced the cancellation of the 2019 final dividend of 2.9 cents per share, along with a special dividend of 1.5 cents per share relating to the proceeds from the sale of the Kantar business. At the time, given the high level of uncertainty as to the impact and duration of the pandemic, the Board’s view was that preserving liquidity and maintaining lower leverage were the key financial priorities.
Since then, the Board has continued to review the impact of COVID-19 on operational performance and liquidity, as well as the medium-term outlook for the broader economy. Given the improving economic environment, stronger second half earnings, expectation of better trading conditions in 2021 and a stronger financial position with reduced net debt, WPP AUNZ expects to continue to pay dividends, including the restoration of previously announced special dividends.
The Directors have declared a total dividend of 4.4 cents, fully franked relating to the 2020 year. This comprises an ordinary dividend of 2.9 cents per share and a special dividend of 1.5 cents per share relating to the proceeds from the sale of Kantar. The dividend payment has a record date of 31 March 2021 and will be paid on 7 April 2021.
15 WPP AUNZ
OPERATING AND FINANCIAL REVIEW (CONTINUED)
SUMMARY AND OUTLOOK
The Company is budgeting a material improvement in profitability in the 2021 financial year, as the economic environment strengthens leading to improved client spend, particularly in WPP AUNZ’s media investment management and creative businesses.
WPP AUNZ’s GroupM business predicts a bounce back in media market demand in 2021, with total market demand expected to increase by 15%, returning to 2019 levels of activity at the end of 2021.
Additionally, this growth outlook is expected to be enhanced by the ongoing benefits from the transformation strategy which seeks to drive revenue growth in the areas of communications, experience, commerce and technology.
Net sales are expected to be between $630 million and $650 million, representing a 4% to 6% increase on 2020. This net sales increase, combined with a starting cost base which is approximately $65 million lower in 2021, leads to a budgeted improvement in headline EBIT which is expected to be between $85 million and $95 million.
The 2021 outlook is based on WPP AUNZ’s internal budget which was developed as part of its normal budgeting process and has been approved by the WPP AUNZ Board of Directors; however, we note that actual results may vary from the budget. The 2021 budget metrics are towards the upper end of the ranges presented. The 2021 outlook statement is predicated on the assumption that the economy continues its recovery and there are no new material COVID-19 related economic impacts and restrictions.
WPP PLC OFFER
On 30 November 2020, WPP AUNZ announced the receipt of an unsolicited proposal from its majority shareholder WPP plc to acquire all of the ordinary shares in WPP AUNZ that it does not already own at a price of $0.55 per share in cash.
Subsequent to further discussions with WPP plc, the Independent Board Committee ("IBC") received a revised proposal from WPP plc to acquire all of the ordinary shares in WPP AUNZ that it does not already own at a price of $0.70 per share in cash ("Revised Proposal").
The Revised Proposal of $0.70 per share values WPP AUNZ at an implied enterprise value of $717 million and compares to the undisturbed share price of $0.41 per share.
The IBC has entered into a binding Scheme Implementation Deed in relation to the Revised Proposal and subject to an independent expert affirming that the transaction is in the best interests of minority shareholders and in the absence of any superior proposal being received, a scheme meeting is expected to be held in late April 2021 to vote on the Scheme.
The Revised Proposal price of $0.70 per share will be reduced by the cash amount per share of any ordinary dividend or special dividend declared prior to the completion of the transaction.
WPP plc has agreed to WPP AUNZ declaring and paying total ordinary and special dividends of up to $0.15 per share prior to completion – subject to WPP AUNZ Board determination, tax and accounting considerations, an Australian Tax Office ruling and bank consent.
Total dividends up to $0.15 per share comprised of a mix of ordinary and special dividends would have the effect of delivering shareholders up to $0.06 per share of additional value beyond the cash value of the dividend depending on their ability to utilise any franking credits attached to these dividends.
There is no certainty that these dividends will be paid, and declaration will be subject to further tax advice and the outlook at the time of declaring dividends.
16
Deloitte Touche Tohmatsu A.B.N. 74 490 121 060
Grosvenor Place 225 George Street Sydney NSW 2000 PO Box N250 Grosvenor Place Sydney NSW 1220 Australia The Board of Directors DX 10307SSE WPP AUNZ Limited Tel: +61 (0) 2 9322 7000 1 Kent Street Fax: +61 (0) 2 9322 7001 Millers Point, NSW 2000 www.deloitte.com.au
25 February 2021
Dear Directors
Auditor’s Independence Declaration to WPP AUNZ Limited
In accordance with section 307C of the Corporations Act 2001, I am pleased to provide the following declaration of independence to those charged with governance of WPP AUNZ Limited.
As lead audit partner for the audit of the financial report of WPP AUNZ Limited for the year ended 31 December 2020, I declare that to the best of my knowledge and belief, there have been no contraventions of:
(i) the auditor independence requirements of the Corporations Act 2001 in relation to the audit; and (ii) any applicable code of professional conduct in relation to the audit.
Yours faithfully
DELOITTE TOUCHE TOHMATSU
Sandeep Chadha Partner Chartered Accountants
Member of Deloitte Asia Pacific Limited and the Deloitte organisation. Liability limited by a scheme approved under Professional Standards Legislation. 17
REMUNERATION REPORT ANNUAL REPORT 2020
OUR REMUNERATION CHAIR'S LETTER
REMUNERATION Dear Shareholder, On behalf of WPP AUNZ, I am pleased to present the Remuneration Report for the year ended 31 December 2020. REPORT 2020 has been a challenging year for our Company and our people as a result of the global pandemic. I’d like to take this opportunity on behalf of the People & Culture Committee to thank all our staff, our senior leaders and KMP for responding so quickly to the pandemic to ensure the Company remained viable throughout this turbulent period. We are extremely grateful to all the staff that contributed to this effort by taking voluntary salary cuts, using outstanding leave balances and reducing work hours.
The health and well-being of our people is of paramount importance and this year in particular as we adapt to new ways of working. With employees required to work from home, many faced the unenviable task of juggling work, while home schooling and providing child-care for their young families. Others were isolated, unable to visit friends or family, and many were required to observe strict lockdowns for long periods of time, particularly in Melbourne.
While working remotely has some benefits, it is not an ideal environment to foster teamwork and innovation, particularly as we rolled out our five-year transformation program. Our HR leaders and executive team worked hard to ensure the health and well-being of our employees, and to foster a sense of purpose under difficult conditions.
In 2020 as a result of these extraordinary conditions we elected not to pay the STI to our senior executives but instead reward individuals in the Company for outstanding performance. A small pool of equity service rights was allocated to the best performing leaders and employees across our brands. This pool has been used to recognise the people who delivered superior performance for our clients in a difficult year and to invest in key talent for the future. The decision also included to offer a full reimbursement to all staff on salaries of under $200k who took a voluntary pay cut during 2020, those opting instead to take time off were offered extra annual leave days.
Regardless of the impact of the global pandemic, we remain focused on ensuring our remuneration practices continue to reward for performance and continue to align with the Company’s strategy; to incentivise and motivate our leaders and our staff. Our remuneration principles remain unchanged: accountability, transparency and consistency, as well as, simple, motivating and fair.
In this report we continue to voluntarily disclose the actual cash remuneration received by Senior Executives, in addition to the statutory reporting obligations.
The People & Culture Committee believes that WPP AUNZ’s remuneration framework is fully aligned with and supports the Group’s financial and strategic goals.
As always, we welcome your feedback on our Remuneration Report.
Yours sincerely
Kim Anderson Chair, People & Culture Committee
19 WPP AUNZ
REMUNERATION REPORT
The Directors of WPP AUNZ Limited present this Remuneration Report The contents of the Remuneration Report are as follows: for the year ended 31 December 2020. This Remuneration Report outlines our remuneration framework, strategy and practices that apply Section 1 – Remuneration Strategy and 2020 Remuneration Summary to key management personnel (“KMP”), and explains how the Group’s Section 2 – Senior Executives' Remuneration Structure and Outcomes 2020 performance has driven their individual remuneration outcomes. Section 3 – Remuneration of the Chief Executive Officer Section 4 – Senior Executives' Contract Details The information in this Report has been prepared and audited as Section 5 – Senior Executives' Remuneration – Statutory Disclosure required by the Corporations Act 2001 and forms part of the Directors' Section 6 – Non-executive Directors' Remuneration Report. Section 7 – KMP Holdings of Equity Instruments. WPP AUNZ’s KMP are assessed each year and comprise the Directors of the Company and Senior Executives. The term “Senior Executives” SECTION 1 – REMUNERATION STRATEGY AND 2020 refers to the Chief Executive Officer and those other executives with REMUNERATION SUMMARY authority and responsibility for planning, directing and controlling the activities of the Company and the Group, directly or indirectly. 1.1 REMUNERATION GOVERNANCE The Board has established the People and Culture Committee. The WPP AUNZ’s KMP for 2020 are outlined in the table below: People and Culture Committee is primarily responsible for making recommendations to the Board on:
Non-executive Directors — the over-arching executive remuneration framework;
Robert Mactier, Non-executive Chairman — operation of the incentive plans which apply to Senior Executives, including the performance conditions, hurdles, and key Kim Anderson, Non-executive Director performance indicators; Graham Cubbin, Non-executive Director — remuneration levels of Senior Executives; and Ranjana Singh, Non-executive Director — Non-executive Director fees. Geoffrey Wild AM, Non-executive Director The Committee's objective is to ensure that remuneration policies and structures are fair, competitive and aligned with the long-term interests of Diane Holland, Non-executive Director - appointed 2 March 2020 the Group. The Corporate Governance Statement (available in the Paul Richardson, Non-executive Director - resigned 7 May 2020 corporate governance section of the Company’s website at www. wppaunz.com), provides further information on the role of this Committee. Executive Directors
Jens Monsees, Chief Executive Officerand Managing Director INVOLVEMENT OF INDEPENDENT ADVISORS ("CEO") The People and Culture Committee operates independently of Senior Executives and engages directly with remuneration advisors. The John Steedman, Executive Director and Chief Operating Officer requirements for external advisors’ services are assessed annually ("COO") - retired 12 October 2020 in the context of remuneration matters that the Committee needs to address and external advisors’ recommendations are used as a guide. Other Senior Executive The following external advisors were engaged during 2020 to inform Chris Rollinson, Chief Financial Officer ("CFO") the People and Culture Committee’s recommendations and decisions:
John Steedman retired as Executive Director and from his role as COO Advice and service provided in 2020 External advisor with effect from 12 October 2020. John Steedman is a KMP in relation to the year ended 31 December 2020. 2020 remuneration framework and incentive programs review assistance Ernst & Young There were no other changes to the above KMP during the reporting Preparation of a new Executive Share Plan period, or since the end of the reporting period and up to the signing of ("ESP") grant documentation this report. Independent valuation for 2020 Long-Term Mercer Consulting Incentive ("LTI") grants (Australia)
For the purpose of the Corporations Amendment (Improving Accountability on Director and Executive Remuneration) Act 2011, no remuneration recommendations in relation to KMP as defined by Division 1 of Part 1.2 of Chapter 1 of the Corporations Act 2001 were provided during 2020.
20 ANNUAL REPORT 2020
1.2 2020 REMUNERATION SUMMARY - KEY DECISIONS AND OUTCOMES The Company's 2020 financial performance was impacted by the unprecedented challenges presented by the COVID-19 pandemic.
WPP AUNZ's first priority was to ensure the safety and wellbeing of its people and to continue supporting its clients.
The Company has also taken a range of remuneration related decisions to contribute to the business's cost saving program, including the reduction in Senior Executives’ fixed remuneration and Non–executive Directors’ fees, offering a voluntary salary reductions program for the leaders and employees, freezing the annual salary review, and materially reducing the 2020 variable remuneration pool.
Key remuneration decisions and outcomes for the year ended 31 December 2020 are outlined below:
Fixed remuneration — No fixed remuneration increases were applied for the Executive KMPs during the year ended 31 December 2020. — A company-wide salary freeze was in place during 2020. — Executive KMPs elected to take 20% salary reduction for up to four months to contribute to the business's cost savings in response to COVID-19. — The senior leaders and other employees elected to take up to 10%-20% salary reduction for up to four months, with the voluntary salary reductions program ending in July 2020. Short-term incentives — The Board determined that no STI awards would be awarded to the Executive KMPs for the ("STI") year ended 31 December 2020 under the originally established Short-Term Incentive Plan ("STIP") performance conditions. The decision is in alignment with the Company’s financial results. — Total Group 2020 STI pool was materially reduced in light of the Company’s financial performance thresholds not being achieved and to ensure the continued viability of the business in the uncertain external environment. — A small pool of equity service rights was allocated to the best performing leaders and employees across our brands during the year ended 31 December 2020. This pool has been used to recognise the people who delivered superior performance for our clients in a difficult year and also to invest in key talent for the future. LTI — The 2019 LTIP grant was tested as at 31 December 2020. The two years’ net sales and earnings per share ("EPS") performance thresholds were not achieved, resulting in the forfeiture of all 2019 LTIP awards. This demonstrates strong alignment of Senior Executives’ realised remuneration with shareholders’ outcomes. — No changes were applied to the 2020 LTIP structure and performance targets established at the beginning of the year (as further outlined in the Section 2.4). Non-executive Directors' — Independent Non-executive Directors elected to reduce their fees by 20% for up to four remuneration months starting from April 2020.
1.3 EXECUTIVE REMUNERATION STRATEGY AND FRAMEWORK The Company’s remuneration objective is to attract, motivate and retain employees to ensure delivery of the business strategy.
The executive remuneration strategy is designed to incentivise and reward executives for improving the financial performance of the Company, increasing shareholder value and achieving a mix of financial and strategic targets that are aligned to the delivery of the Company's long-term strategy. The 2020 executive remuneration strategy also takes into account the transformational goals of the Company over the next three to five years.
The executive remuneration framework has three main components:
— fixed remuneration; — STI; and — LTI. The Board undertook a comprehensive review of the Company’s LTIP and introduced a new plan effective from 1 January 2020. The 2020 LTIP is comprised of the Financial Measures (75%) allocated in Options, and Strategic Measures (25%) allocated in Performance Rights for the achievement of strategic objectives, which recognises there are important projects the Company is undertaking to transform the business and promote future growth. The Board believes that a mix of Options and Performance Rights offered under the 2020 LTIP is an appropriate vehicle for the Company during a period of significant transformation and aligns with the execution of the five-year strategic plan.
The Company aims to provide a level of remuneration which is appropriate to the executive’s position and is competitive to the market. Remuneration levels for all Senior Executives are considered annually through a remuneration review that takes into account market practices and the performance of the Company and the individual.
In structuring the executive remuneration mix for each KMP role, the Board aims to find the balance between fixed and at risk remuneration and to recognise the extent to which each executive influences short and long-term performance outcomes. 21 WPP AUNZ
REMUNERATION REPORT (CONTINUED)
SECTION 1 – REMUNERATION STRATEGY AND 2020 REMUNERATION SUMMARY (CONTINUED) 1.3 EXECUTIVE REMUNERATION STRATEGY AND FRAMEWORK (CONTINUED) The diagram below outlines the current total remuneration mix for Senior Executives. Values reflect the full year fixed remuneration, STI and LTI target opportunity.