RESULTS FOR THE 52 WEEKS TO 29 JUNE 2019
ANTHONY HERAGHTY Group Managing Director and Chief Executive Officer DAVID BURNS Chief Financial Officer 15 August 2019 Content
KEY STRENGTHS AND OPPORTUNITIES
GROUP HIGHLIGHTS
2018/19 FINANCIAL RESULTS
2019/20 TRADING AND OPERATING UPDATE
APPENDICES Performance Trends Business Snapshots Segment Notes 2018/19 and 2017/18
SUPER RETAIL GROUP 2 Key Strengths and Opportunities
FOUR LARGE, GROWING AND FOCUS ON SEAMLESS OMNI- POWERFUL BRANDS HIGHLY ENGAGED CUSTOMER RETAIL EXECUTION LOYALTY BASE
• Recognised brands with market • Over six million active customers in our • Investing in digital capability to leading positions in growing loyalty programs develop a seamless omni-channel platform and grow online market share lifestyle categories • Loyalty club members represent over 56% of total Group - sales • Leveraging store network to mitigate • Loyalty club members have a higher online cost to serve via click and ATV than non club members collect • Opportunity to create closer • Scale allows us to fractionalise the cost relationships with our customers by of our investment in technology and refreshing our loyalty programs and systems across our entire brand utilising customer data analytics to portfolio, store network and customer deliver more personalised offers transaction base
SUPER RETAIL GROUP 3 Powerful Brands in Growing Lifestyle Categories
$1.0b $1.0b 2018/19 2018/19 REVENUE REVENUE 86% 94% BRAND BRAND AWARENESS1 AWARENESS1
$0.5b $0.1b 2018/19 2018/19 REVENUE REVENUE 74% 82% BRAND BRAND 1,2 AWARENESS1 AWARENESS
SUPER RETAIL GROUP (1) Source: Stellar Market Research, Australia Apr – Jun 4 (2) Macpac brand awareness is for New Zealand Large and Highly Engaged Customer Loyalty Base ACTIVE CLUB MEMBERS GROWING PARTICIPATION AND ENGAGEMENT
6.1M 1 ACTIVE CLUB GROWTH IN ACTIVE CLUB MEMBERS IMPROVEMENT IN AVERAGE CLUB MEMBER NPS2 2.57M MEMBERS
REBEL 11.3% 10.9% 12.7% 3.0% SUPERCHEAP 4 YR YOY 4 YR YOY AUTO CAGR GROWTH CAGR GROWTH 1.65M 1.45M
57.9% 59.6% 53.5% BCF 6.1M 5.5M 0.41M 5.2M 43.1% 4.5M 36.9% 4.0M
Jun 15 Jun 16 Jun 17 Jun 18 Jun 19 Jun 15 Jun 16 Jun 17 Jun 18 Jun 19 MACPAC
SUPER RETAIL GROUP (1) Includes Macpac active club members. Excluding Macpac 4 year CAGR is 9.4%. 5 (2) Supercheap Auto, Rebel and BCF only. Macpac NPS not measured in 2018/19 but will be introduced in 2019/20. Focus on Seamless Omni-Retail Execution
GROWING ONLINE SALES AND LEVERAGING STORE NETWORK SALES BY CHANNEL IN-STORE ONLINE TO LOWER COST TO SERVE Click & Home • 25% growth in online sales to Collect Delivery over $200m 94% 4% 2% • 7% online sales penetration
• Online cost to serve mitigated 91% 2% 7% by click & collect omni customer behavior 93% 5% 2% • Click & collect represents over 40% of online sales 90% N/A 10%
• Only 4% of total sales are on- line orders delivered to home TOTAL GROUP 93% 3% 4%
SUPER RETAIL GROUP 6 KEY STRENGTHS AND OPPORTUNITIES
GROUP HIGHLIGHTS
2018/19 FINANCIAL RESULTS
2019/20 TRADING AND OPERATING UPDATE
APPENDICES Performance Trends Business Snapshots Segment Notes 2018/19 and 2017/18
SUPER RETAIL GROUP 7 Group Highlights
FINANCIAL PERFORMANCE OPERATING PERFORMANCE
Total Group sales of $2.71b up by 5.4% on All core businesses delivering solid LFL and pcp total sales growth Total Group LFL sales growth of 2.9% Over six million active loyalty club members Total Segment EBITDA of $314.7m up by 7.0% driving increased spending and higher NPS on pcp Continued strong cash generation and lower Segment D&A increased by 16.2% to $86.6m net debt reflecting increased omni-retail investment Investment in omni-channel capability Total Segment EBIT of $228.1m up by 3.9% on underpinning 25% growth in Group online pcp sales Normalised NPAT of $152.5m up by 5.0% on Improved team member safety performance pcp Highly experienced leadership team Final fully franked dividend of 28.5 cents per in place share contributing to full year dividends totalling 50.0 cents per share
SUPER RETAIL GROUP 8 Group Highlights
Total sales growth 3.4% 3.8% 3.3% 70.3%1 CORE BUSINESSES DELIVERING SOLID TOTAL LFL sales growth 2.3% 3.3% 3.2% 7.3%2 AND LFL SALES GROWTH
ACTIVE Club member % of sales 39% 61% 81% 65% LOYALTY CLUB MEMBERS DRIVING Club member NPS 61% 57% 61% N/A3 INCREASED SPENDING AND HIGHER NPS (1) Macpac was owned for 12 months in FY2018/19 compared to 3 months in FY2017/18. (2) Includes Adventure Hubs post April Easter trading period, week 44 (3) NPS measure not measured for Macpac in 2018/19 but will be introduced in 2019/20.
SUPER RETAIL GROUP 9 Group Highlights
CONTINUED STRONG INVESTMENT IN OMNI-CHANNEL CAPABILITY UNDERPINNING 25% CASH GENERATION GROWTH IN GROUP ONLINE SALES AND LOWER NET DEBT • Operating cashflow of $240.9m
• 94% normalised EBITDA Online sales ($m) $60m $95m $34m $12m1 cash conversion
• Normalised net debt/ Online sales growth 25% 33% 6% 24%1 EBITDA decreased to 1.2x
• Net debt decreased by (1) Macpac only. Excludes Rays. $36.2m
SUPER RETAIL GROUP 10 Group Highlights HEALTHY, HAPPY AND ENGAGED TEAM MEMBERS
• Awarded an Aon Best Employer for Australia (2019), as part of Aon Best Employers global certification • certification assessed on four measures: employee engagement, organisational agility, engaging leadership and talent focus
• Continued improvement in safety performance • Total Recordable Injury Frequency Rate (TRIFR) decreased by 10% in 2018/19 on pcp
• Ongoing investment in leadership capability and team members’ skills and knowledge • strengthened retail experience at the executive level • targeted leadership capability program for senior management levels • continuous learning program focused on technical skills for all team members
SUPER RETAIL GROUP 11 Group Highlights HIGHLY EXPERIENCED LEADERSHIP TEAM IN PLACE
Managing Director and CEO Anthony Heraghty
Chief Financial Managing Director Managing Director Managing Director CEO Officer Supercheap Auto Rebel BCF Macpac David Burns Benjamin Ward Gary Williams Paul Bradshaw1 Alex Brandon
Chief Strategy & Chief Human Chief Information Chief Supply Group General Customer Officer Resources Officer Officer Chain Officer Counsel and Company Secretary Katie McNamara Jane Kelly Paul Hayes Darren Wedding Peter Lim
SUPER RETAIL GROUP (1) Commencing employment with the Group on 25 November 2019 12 KEY STRENGTHS AND OPPORTUNITIES
GROUP HIGHLIGHTS
2018/19 FINANCIAL RESULTS
2019/20 TRADING AND OPERATING UPDATE
APPENDICES Performance Trends Business Snapshots Segment Notes 2018/19 and 2017/18
SUPER RETAIL GROUP 13 Group Results
2018/19 Change on PCP $m • Total sales increased 5.4% reflecting solid sales and LFL Total sales 2,710.4 5.4% sales growth across all brands and full 12 month contribution from Macpac Total segment EBITDA 314.7 7.0% • Group segment EBITDA increased by 7.0% to $314.7m Segment D&A 86.6 16.2% • Segment D&A increased by 16.2% to $86.6m reflecting investment in omni-retail capability Total segment EBIT 228.1 3.9% • Group segment EBIT increased by 3.9% to $228.1m • Normalised NPAT increased by 5.0% to $152.5m Normalised NPAT 152.5 5.0% • Profit attributable to owners includes $6.2m after tax Other items not included in (13.2) $3.8m costs of wages underpayment and remediation costs, normalized NPAT $3.9m after tax costs from investments and $3.1m after Profit attributable to owners 139.3 8.6% tax costs of restructuring • Full year dividends totalling 50.0 cents per share, Normalised EPS (cents) 77.3 5.0% representing payout ratio of 65% of underlying net profit Full Year dividends (cents) 50.0 1.0 after tax
• Strong operating cashflows supporting a $36.2m Net debt 386.7 422.9 reduction in net debt • Normalised net debt/ EBITDA decreased to 1.2x
SUPER RETAIL GROUP 14 Segment Results
2018/19 2017/18 $m $m
Segment % Group EBIT Sales EBIT Sales EBIT
Supercheap Auto 1,040.6 120.6 1,006.4 116.4
Rebel1 38% 1,016.4 93.8 979.2 91.5
BCF 8% 514.6 20.8 498.3 27.3
Macpac (incl Rays)2,3 5% 138.8 13.0 81.52 2.32
Group and (20.1) 5.0 (17.9) Unallocated
Total 2,710.4 228.1 2,570.4 219.6
(1) Includes Infinite Retail SUPER RETAIL GROUP (2) Macpac business was only owned for 3 months in 2017/18 compared to 12 months in 2018/19 15 (3) Revenue and EBIT for Macpac includes Rays business revenue and losses Supercheap Auto
• Total sales growth of 3.4% driven by like for like sales 2018/19 Change on growth and contribution from new stores $m PCP • Like for like sales growth of 2.3% driven by higher average Sales 1,040.6 3.4% item value and items per transaction • Like for like sales growth was achieved in all Australian states and New Zealand LFL sales growth 2.3% • Gross margin in line with pcp and operating expenses as a percentage of sales improved by 0.3% Segment EBITDA 156.1 5.3% • Segment EBITDA increased by 5.3% to $156.1 million and EBITDA margin of 15.0% was 0.3% higher than pcp EBITDA margin % 15.0% 0.3% • Auto maintenance and auto accessories were the strongest performing categories Segment EBIT 120.6 3.6% • 25% growth in online sales following the successful replatforming of the website in August 2018 • SCA opened 5 new stores, closed 1 store and completed Segment EBIT margin % 11.6% 0.0% 8 refurbishments and relocations, with 323 stores at period end
SUPER RETAIL GROUP 16 Rebel
• Total sales growth of 3.8% driven by LFL sales growth 2018/19 Change on and new store openings $m1 PCP • Like for like sales growth of 3.3% was supported by transaction growth and higher average transaction Sales 1,016.4 3.8% value • Queensland, Victoria and South Australia delivered the LFL sales growth 3.3% strongest like for like sales growth • Gross margin was in line with pcp and operating expenses as a percentage of sales improved by 0.3% Segment EBITDA 122.6 6.0% • Segment EBITDA increased by 6.0% to $122.6 million and EBITDA margin of 12.1% was 0.3% higher than pcp EBITDA margin % 12.1% 0.3% • Key categories of clothing, footwear and fitness accessories performed well offset by a decline in hardgoods Segment EBIT 93.8 2.5% • 33% growth in online sales following successful relaunch of website in July 2018 Segment EBIT margin % 9.2% (0.1%) • Rebel opened 4 stores, closed 2 stores and completed
15 refurbishments, with 161 stores at period end (1) Includes Infinite Retail
SUPER RETAIL GROUP 17 BCF
• 3.2% like for like sales growth was driven by higher ATV 2018/19 Change on resulting from increased units per sale $m PCP • LFL sales growth across all Australian states Sales 514.6 3.3% • Overall performance reflects significant investment in price to maintain market leading position • Gross margins declined due to increased promotional LFL sales growth 3.2% mix of sales and deeper discounting of key value items as competitors increased their footprint and Segment EBITDA 40.2 (9.0%) pricing intensity • Segment EBITDA decreased to $40.2 million and EBITDA margin of 7.8% was 1.1% lower than pcp EBITDA margin % 7.8% (1.1%) • Segment EBIT decreased to $20.8m and overall EBIT margin declined to 4.0% Segment EBIT 20.8 (23.8%) • Online sales increased by 6% compared to pcp
• BCF opened 3 stores and closed 1 store during the Segment EBIT margin % 4.0% (1.5%) year, resulting in 136 stores at period end
SUPER RETAIL GROUP 18 Macpac
Macpac 2018/19 2017/18 AUD m1 AUD m1 • Completed integration of Macpac Sales • Sales of $119.3m supported by new stores and 7.3% like for like - Macpac 119.32 31.4 growth (moderated in the fourth quarter) - Rays 19.5 50.1 • EBITDA of AUD17.4m(2) is 18.4% higher than acquisition case of 138.8 81.5 NZD16m(3) and in line with business plan • includes annualised costs of ~$1m reflecting investment in EBITDA capability (merchandising, product design, marketing, digital - Macpac 17.42 8.1 and supply chain) to position the Macpac brand for growth - Rays (1.8) (4.4) • includes overhead costs relating to Adventure Hubs 15.6 3.7 • opportunity to fractionalise these overheads over time as EBIT formats mature and store network expands - Macpac 15.42 7.8 • Macpac includes 3 month contribution from Adventure Hubs - Rays (2.4) (5.5) following conversion of nine Rays stores in March 13.0 2.3 Rays • 9 month contribution prior to closure. Business discontinued. LFL sales growth 7.3%4 circa 8% • $1.8m EBITDA losses – non repeating (1) Macpac was acquired effected 31 March 2018 and owned for 3 months in Store network 2017/18 compared to 12 months in 2018/19 (2) Contribution of small format stores and Adventure Hubs • Macpac opened 16 stores, resulting in 61 small format stores and (3) Pro forma estimated revenue of NZD95m (AUD87.1m) and EBITDA of NZD16m nine Adventure Hubs at the end of the period (AUD14.7m) for 12 months to 31 March 2018 as per ASX announcements (4) Includes Adventure Hubs post April Easter trading period, week 44
SUPER RETAIL GROUP 19 Group & Unallocated
Change • Group and Unallocated includes: 2018/19 $m • Corporate costs not allocated to segments $m
• Commercial operations Sales 0.0 5.0 • Omni-retail development • Corporate costs of $20.1m (EBIT) in line with guidance provided at May trading update EBITDA (19.8) (2.1) • Un-utilised distribution centre costs $0.2m higher than previous comparative period EBIT (20.1) (2.2) • Omni-retail and digital costs reflect increased focus Comprising: of the Group on developing its omni-retailing capability Corporate costs (12.2) (1.8)
Un-utilised distribution (3.3) (0.2) centre costs
Digital (1.5) (1.2)
Omni-retail development (3.1) 1.0
SUPER RETAIL GROUP 20 Group Cash Flow
• Strong operating cash flow represents 94% normalised 2018/19 2017/18 EBITDA cash conversion and reflects ongoing focus on $m $m working capital together with a strategic decision to Operating cash flow (pre store set up 257.4 322.1 invest in inventory to increase in-store availability of investment) products Store set up investment (16.5) (13.7) • Financing cashflow reflected debt repayments resulting Operating cash flow 240.9 308.4 in $36.2m decrease in net debt in 2018/19 (compared to $42.2m increase in prior comparative period) Stores (28.6) (46.6) • The overall profile of the Group’s capital expenditure Other Capex (61.2) (60.5) reflects increased investment in omni-retail capabilities while moderating the spending on the growth and Acquisitions (0.7) (134.1) refurbishment of its store network Investing Cash flow (90.5) (241.2) • Investment in new and refurbished store capex is split: $7.6m in Supercheap Auto, $9.1m in Rebel, $10.0m in Dividends & interest (115.1) (108.1) BCF and $1.9m in Macpac Finance Leases (3.3) (2.7) • Other capital expenditure is higher due to investments Ext Debt (repay)/proceeds (40.0) 39.0 in omni-retailing capabilities including new web platform, data, cyber, networking, core information Financing Cash flow (158.4) (71.8) systems and inventory planning and execution projects Net Cash flow (8.0) (4.6)
SUPER RETAIL GROUP 21 Group Balance Sheet
Jun 19 Jun 18 • Total inventory has increased due to growth in private $m $m brand volumes, decision to invest in inventory to lift Inventory stock availability and lower A$ • Supercheap Auto inventory per store has increased - Supercheap Auto 200.9 204.5 modestly due to currency - Rebel 181.1 180.8 • Rebel and BCF inventory per store have increased - BCF 135.6 124.6 reflecting decision to improve in-store availability - Macpac 42.6 35.6 - Group & Unallocated - - • Macpac inventory increases reflect new store acquisitions and opening of Adventure Hubs Total Inventory 560.2 545.5 • Net inventory has decreased. Increase in inventory investment has been fully funded through ongoing Trade and other payables (362.7) (342.3) supply chain efficiencies Net inventory investment 197.5 203.2 • Net debt decrease compared to pcp reflects strong operating cashflows and disciplined capital allocation
Property, plant and equipment & 382.3 382.8 computer software
Net external debt 386.7 422.9
SUPER RETAIL GROUP 22 Returns and Capital Ratios
2018/19 2017/18 • Normalised EPS of 77.3c an increase of 5.0% on pcp
• Basic EPS of 70.6 cents an increase of 8.6% on pcp Normalised EPS 77.3c 73.7c • Normalised fixed charge cover ratio is near target of 2.2 times Basic EPS 70.6c 65.0c • While average net debt increased, reflecting the debt Reported Annualised Post Tax funding of the Macpac acquisition in April 2018, closing 13.3% 13.1% Return on Capital (ROC)1 net debt decreased by $36.2m Average Net Debt $448m $379m • Debt facilities are operating comfortably in compliance with financial covenants
• Return on Capital increased to 13.3% and remains Jun 19 Jun18 above WACC Fixed charge cover – normalised • Effective AUD/USD rate for the period was 0.72 down 2.1x 2.1x EBITDAL from 0.77 in pcp. The AUD/USD hedge rate for next 12 months is circa 0.71 Net Debt / EBITDA - normalised 1.2x 1.4x
Net Debt/Total Capital2 32.2% 35.3%
(1) Based on normalised net profit after tax (2) Jun18 restated due to prior period adjustment. Previously reported as 33.5%.
SUPER RETAIL GROUP 23 New Lease Accounting Standards
Estimated pro forma impact of new lease accounting standards on • Super Retail Group will adopt the new lease accounting 2019/20 1,2 standards (AASB 16) from 1 July 2019 Balance sheet (1 July 2019) • The Group will adopt the modified retrospective approach (comparative amounts will not be restated) Assets (right of use) $800m to $850m • Recognise on balance sheet • Lease asset: right of use underlying leased assets Liabilities (leases) $900m to $950m • Lease liability: present value of future lease Retained earnings $50m to $150m payments • Depreciation of lease assets and interest on lease Income statement (2019/20 full year impact) liabilities will be recognised in the income statement over the relevant lease term Depreciation $150m to $175m • Estimated pro forma impact in 2019/20 includes: Finance cost (interest) $25m to $35m • Positive impact on EBIT of between $35m and $70m Ocupancy cost (rent) $210m to $220m • Impact on NPAT of between neutral ($0m) and positive $30m (1) Estimated pro forma impact may be different from actuals due to: • No impact on cashflows • Changes in lease portfolio and incremental borrowing rate used • No impact on credit profile • Foreign currency fluctuations • No impact on debt covenants (2) In the first half of 2019/20 the Group has entered into two new operating leases for Brisbane and Sydney support offices which are expected to increase its operating lease commitments by approximately $70m. The impact of these new lease arrangements are not reflected in the table above.
SUPER RETAIL GROUP 24 KEY STRENGTHS AND OPPORTUNITIES
GROUP HIGHLIGHTS
2018/19 FINANCIAL RESULTS
2019/20 TRADING AND OPERATING UPDATE
APPENDICES Performance Trends Business Snapshots Segment Notes 2018/19 and 2017/18
SUPER RETAIL GROUP 25 Trading and Operating Update Group LFL sales growth for first 6 weeks
• Supercheap Auto – circa 3% • Rebel – circa 2% • BCF – circa 5%
• Macpac – circa negative 3% LFL sales reflecting a shift in the timing and duration of the key winter promotion Store development program for 2019/20
• Supercheap Auto: open 6 new stores, close 1 store and undertake 12 relocations and extensions • Rebel: close 3 stores and undertake 10 refurbishments, relocations and extensions • BCF: open 4 new stores, close 1 store and undertake 1 relocation
• Macpac: open 8 new stores including 1 Adventure Hub Enterprise agreement As previously flagged in the Group’s ASX announcement on 30 April , the anticipated store wage inflation from the proposed enterprise agreement, if approved, represents a one off incremental EBITDA impact of ~$9m in the first year. The enterprise agreement is expected to be approved by the end of H1 2019/20 Team member back payment remediation • All team members back payments expected to be finalised and paid in 2019/20 Group capex
• Targeting capex in 2019/2020 of between $85 and $90m for investment in digital & omni-retail and to fund store development program
SUPER RETAIL GROUP 26 AGM and Investor Strategy Day
• Super Retail Group’s AGM will be held at 11.30am (AEST) on 22 October at Level 23, 480 Queen Street, Brisbane • Super Retail Group will also be holding an investor strategy day on 8 November in Sydney • The Group’s corporate strategy will build upon the focus areas previously identified in the Company’s April 2019 investor presentation
FIRST 100 DAYS INITIAL FOCUS AREA
Seamless Omni-retail Integrated Supply Chain Model Simplification Customer Analytics Brand Development
• Deployed Salesforce CC • National DC network • Overlapping remit • Emerging capability • Powerful retail brands Current • Enterprise Omni capability • Asian sourcing capability • Powerful execution skill • Single view of customer • Private labels • Services
• Endless aisle • Omni deliveryorchestration • Duplication of capabilities • Loyalty & CRM • Enhanced branded • Instore integration • Vertical supply integration • Complex legacy • Segment performance offering • Product Information environment • Promotion and pricing • Subscription and service Gap Management offering
• Market share growth • Delivery cost reduction • Cost and revenue synergy • Real-time marketing • New profit pools • Margin improvement • Increasedutilisation • Reduction of obsolescence • Margin improvement • Gross margin Goal • Working capital reduction • Property optimisation improvement
SUPER RETAIL GROUP 27 KEY STRENGTHS AND OPPORTUNITIES
GROUP HIGHLIGHTS
2018/19 FINANCIAL RESULTS
2019/20 TRADING AND OPERATING UPDATE
APPENDICES Performance Trends Business Snapshots Segment Notes 2018/19 and 2017/18
SUPER RETAIL GROUP 28 Performance Trends
Reported Sales ($m) Reported Total Segment EBIT ($m)
2,710 2,422 2,466 2,570 2,020 2,112 2,239 207.3 219.6 228.1 1,654 172.3 182.6 170.2 175.3 938 1,092 140.7 65.8 87.5 Jun 10 Jun 11 Jun 12 Jun 13 Jun 14 Jun 15 Jun 16 Jun 17 Jun 18 Jun 19 Jun 10 Jun 11 Jun 12 Jun 13 Jun 14 Jun 15 Jun 16 Jun 17 Jun 18 Jun19
Reported EPS (c) Normalised Reported Post Tax ROC (%)
17.3 16.8 15.9 70.6 65.0 12.9 13.1 13.3 55.1 12.6 52.3 49.4 51.6 11.3 10.6 10.7 40.9 46.4 32.1 31.8
Jun 10 Jun 11 Jun 12 Jun 13 Jun 14 Jun 15 Jun 16 Jun 17 Jun 18 Jun19 Jun 10 Jun 11 Jun 12 Jun 13 Jun 14 Jun 15 Jun 16 Jun 17 Jun 18 Jun19
• Historical EPS adjusted to take into account the bonus element in the 2011 entitlement offer • Post Tax ROC adjustment due to capital calculation reclassification • Jun 15 continuing operations only; Jun 14 not adjusted for discontinued operations • Jun 15 continuing operations only; Jun 14 not adjusted for discontinued operations
SUPER RETAIL GROUP 29 Business Snapshots
Supercheap Auto - Key Statistics Snapshot Rebel - Key Statistics Snapshot
Active club members 1.65m Active club members 2.57m Club members NPS 61% Club members NPS 57% Club sales % total sales 39% Club sales % total sales 61% Store numbers 323 Store numbers 161 Online sales % total sales 6% Online sales % total sales 9% Click and collect % online sales 65% Click and collect % online sales 26% Private brand mix 45% Private brand mix 11%
BCF - Key Statistics Snapshot Macpac - Key Statistics Snapshot Active club members 1.45m Active club members 0.41m Club members NPS 61% Club members NPS n/a Club sales % total sales 81% Club sales % total sales 65% Store numbers 136 Store numbers 70 Online sales % total sales 7% Online sales % total sales 10% Click and collect % online sales 68% Click and collect % online sales n/a Private brand mix 35% Private brand mix 90%
SUPER RETAIL GROUP 30 Segment Note 2018/2019
SUPER RETAIL GROUP 31 Segment Note 2017/2018
SUPER RETAIL GROUP 32