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Annual Financial Report Hawthorn Football Club Limited

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Annual Financial Report Hawthorn Football Club Limited ANNUAL FINANCIAL REPORT HAWTHORN FOOTBALL CLUB LIMITED | YEAR ENDING 31 OCTOBER 2020 | ACN 005 068 851 HAWTHORN FOOTBALL CLUB LIMITED AND ITS CONTROLLED ENTITIES ACN 005 068 851 ANNUAL REPORT FOR THE YEAR ENDED 31 OCTOBER 2020 HawthornHawthorn Football Football Club Club Limited Limited and and its its controlled controlled entities entities ContentsContents HAWTHORN FOOTBALL CLUB LIMITED AND ITS CONTROLLED ENTITIES CONTENTS PagePage Directors’Directors’ report report 3 3 LeadLead auditor’s auditor’s independence independence declaration declaration 15 15 StatementsStatements of ofprofit profit or orloss loss and and other other comprehensive comprehensive income income 16 16 StatementsStatements of ofchanges changes in equityin equity 17 17 StatementsStatements of offinancial financial position position 18 18 StatementsStatements of ofcash cash flows flows 19 19 NotesNotes to tothe the consolidated consolidated financial financial statements statements 20 20 Directors’Directors’ declaration declaration 42 42 IndependentIndependent auditor’s auditor’s report report 43 43 AppendixAppendix 1 – 1 Fou – Foundandationtion Report Report 45 45 hawthornfc.com.au 2 2 2 HAWTHORN FOOTBALL CLUB LIMITED AND ITS CONTROLLED ENTITIES DIRECTORS’Hawthorn Football ClubREPORT Limited and its controlled entities FORDirectors’ THE report YEAR ENDED 31 OCTOBER 2020 For the year ended 31 October 2020 The Directors present their report together with the financial report of Hawthorn Football Club Limited (“Club”) and the Group, (being the Club and its controlled entities), for the year ended 31 October 2020 and the auditor’s report thereon. Directors The Directors of the Club at any time during or since the end of the financial year are: J G Kennett AC (President) P W Nankivell (Vice‐President) R J Garvey K Hudson L J Nolan A‐M Pellizzer R Sali T J Shearer R P Vandenberg Principal Activities The principal activities of the Club are to compete within the Australian Football League (“AFL”) by maintaining, providing, supporting, and controlling a team of footballers bearing the name of the Hawthorn Football Club. Due to the impacts of COVID‐ 19 the Club was unable to field a Women's team in the Victorian Football League (VFL). Dividends The Constitution of the Club prohibits the Club from the payment of dividends and accordingly no dividends were paid or declared during the year. Controlled Entities The Club is required to present consolidated financial accounts. The consolidated group (“Group”) comprises the Club, HFC CS Fixed Trust (“CSFT”), Box Hill Hawks Football Club Ltd (“BHHFC”), HFC Foundation including the Public Ancillary Fund through its nominee HFC Foundation Nominees Pty Ltd (“Foundation”), Hawks Community Foundation Ltd, HFC Land Pty Ltd (“HFC Land”) as trustee of the HFC Land Trust and Sweat Sports Pty Ltd (“Legacy Sports”) as trustee of Sweat Sports Unit Trust. The Club is the sole shareholder of the Foundation which is the trustee of the HFC Foundation a Public Ancillary Fund. The Club is the sole shareholder of Hawks Community Foundation Ltd which is a Public Benevolent Institution. The Club is the sole unit holder of HFC Land Trust for which HFC Land Pty Ltd is the trustee. The Club is the sole unit holder of Sweat Sports Unit Trust for which Sweat Sports Pty Ltd is the trustee. Legacy Sports generates consulting fees through providing sports and hospitality consulting services which was formed during the 2019 financial year. The Club is the sole unit holder of CSFT, which in turn, owns a 73% interest in a Caroline Springs Joint Venture (CSJV), the nominee for which is CSJV Nominees Pty Ltd. CSJV is the leasehold operator of the WestWaters Hotel & Entertainment Complex. While the Club does not hold an ownership interest in BHHFC, the Club is deemed to have the ability to govern the financial and operating policies of BHHFC; and consequently, consolidates this entity. Due to the impacts of COVID‐19 the BHHFC were unable to field a team with the VFL season cancelled for 2020. 3 3 HAWTHORN FOOTBALL CLUB ANNUAL FINANCIAL REPORT 2020 HAWTHORN FOOTBALL CLUB LIMITED AND ITS CONTROLLED ENTITIES DIRECTORS’Hawthorn Football REPORTClub Limited (CONTINUED)and its controlled entities Directors’ report (continued) FORFor the THEyear ended YEAR 31 OctoberENDED 2020 31 OCTOBER 2020 Operating and Financial Review The Club would like to announce a net surplus for the year ended 31 October 2020 of $65,645 (Club 2019: $2,150,210). The consolidated net loss attributable to the members of the Group for the year ended 31 October 2020 is $496,809 (Consolidated net surplus 2019: $5,005,886). Short and Long Term Objectives of the Club The impacts of COVID‐19 have forced the Club to re‐evaluate its short‐term objectives as it strives towards its 2050 vision. The Club has supplemented its existing strategic plan with a rebound strategy from the unforeseen impacts of COVID‐19, titled Rally and Rise. This plan considers the impacts of COVID‐19 on all aspects of the Club and introduces necessary temporary and permanent measures to not only navigate through this period, but to emerge through the other side as a stronger and even more viable organisation that can rapidly refocus on its 2050 vision objectives. Key focuses which remain unchanged post COVID‐19 are ensuring the Club targets sustained success on the football field, financial independence, the Club's desire to secure an AFLW licence and to extend its Tasmanian Government partnership. Despite initially placing the project on pause in the wake of COVID‐19, the Club remains committed to delivering on the Kennedy Community Centre project, albeit with a revised staging model that will see the Club build the AFLW and community oval and pavilion first, whilst reimagining our own elite training and administration facility for both AFL Men's and Women's teams. Performance Management In the face of arguably the greatest crisis faced by our Club and the broader AFL industry, the Club continued to maintain financial independence, as one of only few unassisted clubs in the competition. The Club made several key decisions to ensure this was possible including ceasing the use of most of its casual workforce, removing all gifted leave, bonuses, entertainment, and professional development. In March, the Club moved to stand down approximately 70% of its workforce, to ensure it could survive a heavily shortened season, without crowds. Since this time, and as the structure of the 2020 season and the future of the AFL industry became clearer, the Club’s organisational structure was reviewed to ensure we continue to operate with a sustainable business model. As of November 2020, Hawthorn’s workforce will be reduced by approximately 30% of its staff numbers prior to COVID‐19. The loyalty of the Club’s membership base proved to be unwavering in the face of the challenges in 2020. Hawthorn finished the 2020 season with an amazing 76,343 strong membership base. Given the remarkable loyalty of members during this unprecedented season, the Club is acutely focused on delivering greater value and choice to their members. The Club also wishes to express its gratitude to its commercial partners for their continued support in 2020, particularly given the impacts of COVID‐19. Most of our commercial partners were financially impacted by the COVID‐19 crisis and the club will ensure this commitment is rewarded and recognised in 2021, when it is anticipated that crowds and events will resume again. Our financial result, given the enormous challenges of the 2020 season, is an outstanding achievement, made possible by the loyalty of our members and partners and the actions taken by the Club in decreasing all operational and discretionary costs across the business. Board of Directors There were no director or board movements during the 2020 financial year. 4 hawthornfc.com.au 4 HAWTHORN FOOTBALL CLUB LIMITED AND ITS CONTROLLED ENTITIES DIRECTORS’Hawthorn Football REPORTClub Limited (CONTINUED)and its controlled entities FORDirectors’ THE report YEAR (continued) ENDED 31 OCTOBER 2020 For the year ended 31 October 2020 Operating and financial review (continued) COVID‐19 Impacts The outbreak of COVID‐19 has had an unprecedented impact on the Club’s operations in 2020, with social distancing restrictions severely impacting the ability for match day crowds across the home and away season. Restrictions were consistent with government mandates and protective measures taken to control the spread of the pandemic. The resulting socio‐economic disruption has been widespread, and the situation is constantly evolving. The unwavering support from our members in 2020 has made a significant contribution to help ensure the financial sustainability of the Club amidst the current economic landscape. The Club’s emphasis has been on prioritising the welfare of our people and ensuring financial independence by driving a number of measures to conserve capital and maintain operating liquidity. This has enabled the Club to operate independently of financial support from the AFL. As an unassisted club it provides us with autonomy over future strategic decision making to drive the Club’s growth in the short to medium term. The Commonwealth Government’s JobKeeper scheme continues to be crucial in helping the Club maintain employment of its workforce, particularly at the Club’s venues which have been closed since March 2020. The Club is adopting a prudent approach to all discretionary expenditure as part of its cashflow management strategy and anticipates that current financial reserves will be sufficient for the Club to fund its cash needs for the next 12 months, thus remaining an unassisted club. The Club would like to thank the playing group and staff for all the sacrifices made throughout the course of the 2020 season. Many people were asked to relocate, some without their families, while others were consigned to working remotely for the entirety of the season.
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