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Preliminary Results

29 Sep 2015 07:00

RNS Number : 4704A
MySale Group PLC
29 September 2015
 



MySale Group Plc

Preliminary Results for financial year to 30 June 2015

 

MySale Group plc (AIM:MYSL), (''MySale'') (the ''Group'') a leading online retailer with established flash sales sites in Australia, New Zealand, South-East Asia and the United Kingdom, is pleased to announce its audited preliminary results for the year to 30 June 2015.

 

Financial highlights

 

· Revenue increased by 5% to A$235.9 million (2014: A$224.4 million).

· Underlying EBITDA1 loss of A$11.2 million for the financial year in line with guidance (2014: Underlying EBITDA profit of A$5.9 million).

· Return to profitability in second half with underlying EBITDA of A$0.2 million.

· Strong balance sheet with year-end cash balance of A$39.9 million and underlying cash position2 of A$63.5 million as a result of changes in the working capital mix.

· Encouraging start to current financial year.

 

Operational highlights

 

· 811,000 active members (2014: 796,000).

· Continued increase in sales via mobile channel which now represents 55% of orders (2014: 51%).

· Successful launch of new websites in United Kingdom and Hong Kong.

 

 

Carl Jackson, Chief Executive of MySale Group commented:

 

''Following a year of some challenges in FY2015 we look forward with optimism to FY2016. The Group undertook a number of actions at the time of our half year that refocussed all our resources on our core business. This delivered a return to modest profitability in the second half and we continue to focus on these initiatives in the financial year to June 2016.

 

''MySale has a number of unique strengths with our international inventory sourcing capability, robust logistics and technology platform; substantial member base and experienced senior team and the Group is focused on leveraging these strengths to develop the business for all stakeholders.

 

''Our aim for FY2016 is to continue on our path of improving underlying EBITDA. The Group established a profitable path in the second half of FY2015 and it is anticipated this momentum will continue into the first half of the current year. Whilst sales growth is clearly central to this, we are also focused on driving our gross margin higher and carefully controlling our operating costs."

 

1 Underlying EBITDA: see note 5 to the financial statements

2Underlying cash position is defined as the aggregate of Cash and Receivables

 

Enquiries:

 

MySale Group plc

Carl Jackson, Chief Executive

 

+61 (0) 414 817 843

+44 (0) 7895 161 153

 

Graeme Burns, Corporate Development Director

 

+44 (0) 7775 854 516

Zeus Capital Limited

Nick How, Corporate Finance

 

+44 (0) 20 3829 5000

Maitland

Neil Bennett/Dan Yea

+44 (0) 20 7379 5151

 

 

About MySale Group

 

MySale is a leading international online retailer with established flash sales websites in Australia and New Zealand (ANZ), South-East Asia (SEA) and the United Kingdom, with over 800,000 active members. Founded in 2007, the Group provides members with access to outstanding products at exceptional value whilst providing a unique route for brand partners to manage excess inventory from the Southern Hemisphere. The websites host time limited flash sales in each of its three territories across ladieswear, menswear, childrenswear, health, beauty and homewares.

 

The Group's online sales are supported by an international network of supply chain infrastructure and technology that enables MySale to source products from around the world for sale and delivery to members.

 

As a result of this exceptional inventory management solution, MySale has built a unique international brand portfolio and sourcing capability and is able to source product from over 3,000 brand partners.

 

Chairman's statement

 

I am pleased to be presenting to shareholders the first set of results since my appointment as Chairman on 27 July 2015.

 

MySale's first full year as a quoted company was a difficult one overall, but with a much improved performance through the second half of the financial year. 

 

Since joining the business I have worked closely with the executive management team and conducted a detailed assessment of the business. The conclusion is that MySale group has the potential for a very exciting future. The group has a number of fundamental strengths, namely: 

 

· an exceptional value proposition a well invested and stable proprietary technology platform

· a fully developed global supply infrastructure;

· a strong and experienced sourcing team;

· a customer database of 15.6 million of which over 800,000 were active in the last 12 months;

· a strong, cash rich balance sheet;

· a low risk consignment inventory model with low net working capital requirements; and

· a strong and supportive shareholder base.

 

The focus of the team for the next financial year is to leverage these strengths and, in terms of some simple targets, these include:

 

In the core Australia and New Zealand ('ANZ') market we aim to: return the active member metric to growth; increase the average order value and frequency of existing members; and grow the profitability of each member basket.

 

In our South-East Asia ('S-E Asia') and United Kingdom ('UK') businesses we aim to drive customer registrations and improve the conversion from registration to purchase.

 

Across the group these targets will be achieved by: our continued investment in technology to allow better use of data analytics and non pay per click marketing channels to drive member engagement; deploying our balance sheet more effectively by increasing the proportion of own-buy inventory and thus gross margins and improving our offer in categories which fit naturally with our existing membership base to increase average member spend.

 

Driving the profitability of our core ANZ operations will allow us to build an exciting, growing business in S-E Asia.

 

At the same time, a key focus for myself as Chairman will be to ensure that our strategy and performance are effectively communicated to both existing and potential shareholders. We will also add strength to the Board from a non-executive perspective and this process is underway.

 

As for the new financial year, performance to date has been in line with expectations. With the peak period still ahead of us, there is much to do, but this is an encouraging start.

 

 

 

Iain McDonald

Chairman

28 September 2015

 

 

Review of operations

 

MySale had 811,000 active members during the financial year to 30 June 2015 (2014: 796,000). During this period, the group recorded revenue of A$235.9 million (2014: A$224.4 million, an increase of 5% on the previous year and the seventh consecutive year of revenue growth.

 

Gross Profit for the year was $55.2 million (2014: A$60.4 million), a decrease on the prior year and Gross Profit margin in the period was 23.4% compared to 26.9% in the prior year and the factors influencing Gross Profit margin are described later in this review. Separately, it is pleasing to note positive progress as the group's item margin increased slightly during the year under review to 40% (2014: 39%) and both ANZ and S-E Asia achieved increases in average gross order values which increased the group's average order value to A$75 (2014: $61).

 

Year to 30 June 2015

Year to 30 June 2014

A$ million

Total

ANZ

S-E Asia

ROW

Total

ANZ

S-E Asia

ROW

Revenue

235.9

205.3

 26.3

4.2

224.4

202.3

22.0

-

Revenue growth

5.1%

1.5%

19.6%

 -

-

-

-

-

Gross Profit

55.2

50.9

3.5

0.9

60.4

57.3

3.1

-

Gross Profit %

23.4%

24.8%

13.2%

21.1%

26.9%

28.3%

14.0%

-

 

In 2014 calendar year the group embarked upon a number of significant initiatives including an Initial Public Offering ('IPO') and the opening of four new retail websites in three continents and it is clear that this international expansion stretched management resources too thinly during the first half of the financial year under review. Lessons were learned and the group refocused on its core existing businesses and established operating model in the second half of the financial year.

During the first half of the financial year the group's performance was adversely affected by a number of tactical issues with the product mix, excessive postage-led promotions and too much marketing budget spent on non-digital channels. These issues resulted in lower than expected sales growth and reduced gross margins meaning there was a material mismatch of income and the cost base which in turn meant a significant underlying EBITDA loss of A$ 11.2 million was recorded.

Although disappointing the issues were of a tactical nature and therefore swift corrective action was taken and performance improved significantly in the second half of the financial year during which gross margins began to improve and the cost base reduced. This effective management action meant the group returned to profitability and recorded positive underlying EBITDA of A$0.2 million for the second half of the financial year.

The group has a robust business model, is financially strong and expects to build on the positive momentum of this second half performance in the financial year to June 2016 ('FY2016').

 

ANZ

In the ANZ region the group's operations are relatively mature and well established flash sale business within a growing online retail sector. Our website is recognised as one of the top ANZ online retail websites.

 

Revenue grew by 1.5% in the region, held back by the combined effects of postage promotions, which resulted in a reduction in the average customer spend, a slight tightening in ANZ macroeconomic conditions and, in some product categories, a lack of branded products within the product selection. As described above remedial action was initiated and an improved performance was achieved in the second half of the financial year, although the full benefits of some actions will not begin to materially accrue until the current financial year FY2016.

 

Following the distractions of calendar 2014 the Group has ensured this, largest, segment has management's focus on execution and development. Moving into FY2016 we are building on the momentum of these improvements.

 

While ANZ is long established, it continues to provide attractive growth possibilities due to lower levels of internet penetration at circa 7% versus the UK and the USA at circa 11% together with this region's relative lack of off-price retailers.

 

Within the ANZ segment the group has its network of nine small-footprint, local retail stores which provide the group with a supplementary distribution channel for off-price, clearance inventory and that can, in the future, be used to test a wider off-price retail strategy.

 

South-East Asia

Within the S-E Asia segment are the flash sales websites operations serving Hong Kong, Malaysia and Singapore where we have been operating for five years. Accordingly, the websites are mostly well established as is the online retail sector generally. We also have more recently established websites serving the Philippines and Thailand where online retail is still in its early stages. Overall this territory delivered a 20% increase in revenue. This segment also experienced some drag on revenue growth due to postage promotions and merchandising issues in the financial year under review and therefore again a continued improvement in performance during FY2016 is anticipated.

 

This territory has different characteristics to those of ANZ and the key long term focus for the group is to grow the membership base; transaction volumes and revenue to reach a scale which can then support further investment in the region which in itself will then drive lower unit costs and increased profitability.

 

This segment is anticipated to be an increasingly significant part of the business in the medium to long term. Demand for branded products, particularly UK and European brands, is expected to grow as the region's consumers' disposable incomes rise and as these consumers also become more familiar with, and trust, online retailing. In addition, the prevalence of smart-phones continues to grow and delivery solutions improve, thereby fuelling the demand and improving the service available to members.

 

Rest of the World

ROW represents revenues generated principally in the UK which began trading in summer 2014. The foundation of this territory is the database of Cocosa acquired in 2014 which provided the initial membership base. During the financial year under review the group's emphasis has been on engaging and converting this membership to active members rather than acquiring additional new members.

 

Whilst currently a small part of the business, the UK operations are present in a large and well developed online marketplace where engaged and active consumers can be acquired successfully. Given there is no online flash sale operator of scale in the UK the group has targeted becoming a leading operator in the country.

 

Marketing

Following an unproductive investment into non-digital marketing initiatives in the first half of the financial year the group refocused its marketing efforts for the acquisition of new members almost entirely to digital channels. In the first half of the financial year the group invested, circa 11% of sales on marketing spend, a significant increase on prior periods when 6 - 8% had been invested. The group returned to a marketing investment of c. 6% of sales in the second half of the year. The entire group's digital marketing is carefully planned and delivered to obtain the optimum balance between lower member acquisition costs and the acquisition of quality members with the attributes to become active, regularly spending, members.

 

Sourcing

MySale has a unique ability to source inventory across the northern and southern hemispheres for the members' sales on our websites. During the financial year the group worked with over 3,000 brand partners to deliver high quality products to our members and support those brand partners in their inventory management.

 

In the last few years, the group has invested significantly in developing the buying and logistics infrastructure required to operate the business as one of the few truly international flash sale websites. During the financial year the group's products were sourced from brand partners in ANZ for 46% and ROW for 54% with the majority of the latter sourced in the UK and USA. This mixture of sources compares to 100% of products being sourced from ANZ only three years ago. The work of the sourcing teams meant the group's item margin increased in the financial year to 40% (2014: 39%).

 

Brands within the most consistent performers include partners such as Calvin Klein, Guess and Desigual. Such partners repeatedly engage due to our counter cyclical offering, our ability to deliver turn-key solutions and the flexible inventory management we offer.

 

Where opportunities present themselves, we have been selectively increasing the mix of own-buy off-price products, primarily sourced from Europe and the UK, from below 10% of online sales volumes and in the medium term anticipate 20-30% of online sales activity to be on an own-buy basis. Own-buy inventory delivers increased gross margins, improved product selection for members and deeper relationships with brand partners. Whilst this increase in own-buy activity shall increase the investment into working capital assets the overall business model shall continue to have a relatively low net working capital requirement and the majority of sourcing activity shall be undertaken on a risk free, consignment basis.

 

Logistics

The group has three principle distribution centres in Australia, USA and the UK which allows efficient servicing of our international membership base. These centres comprise over 300,000 square feet of warehouse space and an infrastructure capable of shipping over 2.5 million deliveries in the peak months.

 

The group has implemented a continual process improvement system for its logistics operations and as a result has seen global average dispatch days reduce by circa 7 days to 12 days and improved supplier delivery lead times. During the financial year the group dispatched approximately 9.3 million units to members. Within the core ANZ and S-E Asia segments the group's level of product returns remains consistent and, at around 5-7%, is low compared to the wider industry, whilst the UK is a little higher but also relatively low against the wider UK industry.

 

Technology

The group has made significant investment over the past few years to continue the development of systems that provide responsiveness, reliability and international scalability. During the financial year the group committed capital expenditure to improving its data, mobile and user experience capabilities and will continue the investment in these areas. In 2015 this programme of continual development included, for example, changes to our checkouts which allowed buying multiple sales in a single basket which assisted the growth in average order value to A$75 (2014: A$61).

 

We have executed our mobile strategy as planned on IOS, Android and Windows across all our websites and have continued strong adoption in mobile shopping with approximately 55% of orders coming from mobile devices in the period under review. To date our shopping apps have been downloaded more than 4.5 million times.

 

Board changes

After the year end we were delighted welcome Iain McDonald as our Non-Executive Chairman whilst at the same time expressing our gratitude to Non-Executive Director Adrian MacKenzie who left after, alongside David Mortimer, guiding the company through international expansion and a London IPO. Iain has brought new sector insights to the Board and will help us refine and grow our business in the future.

 

Outlook

Following a year of some challenges in FY2015 we look forward with optimism to FY2016. The group undertook a number of actions at the time of our half year that refocussed all our resources on our core business. Since then we have implemented initiatives that have: improved the product selection on our websites; reduced our reliance on postage promotions; strengthened the senior team; invested our marketing budget in proven digital channels; and significantly reduced our cost base. This delivered a return to modest profitability in the second half of FY2015 and we continue to focus on these initiatives in FY2016.

We are maintaining the planned investment into our technology solutions in areas which will support business improvement: data analysis, mobile and user experience to drive revenue and operational efficiency to reduce costs.

MySale has a number of unique strengths with our international inventory sourcing capability, robust logistics and technology platform; substantial member base and experienced senior team and the group is focused on leveraging these strengths to develop the business for all stakeholders.

Our aim for FY2016 is to continue on our path of improving underlying EBITDA. The group established a profitable path in the second half of FY2015 and it is anticipated this momentum will continue into the first half of FY2016. Whilst sales growth is clearly central to this, we are also focused on driving our gross margin higher and carefully controlling our operating costs.

Whilst still early in the new financial year and with the peak period still ahead of us, there is much to do, but the early signs are encouraging.

 

 

Carl Jackson

Chief Executive Officer

28 September 2015

 

 

 

Financial review

 

Revenue and Gross Profit

For the year ended 30 June 2015 Group revenue increased by 5% to A$235.9 million (2014: A$224.4 million). Gross Profit deceased to A$55.2 million (2014: A$60.4 million) as a result of a lower Gross Profit percentage for reasons noted in the Operational Review.

 

Operating expenses

Underlying Operating Expenses increased to A$66.4 million (2014: A$54.4 million) for the year under review. Underlying Operating Expenses were A$39.8 million in the first half of the year but reduced significantly in the second half of the year, to $A26.6 million, following a cost reduction programme initiated at the turn of the calendar year which primarily focused on reducing marketing and headcount costs.

 

Loss after tax

The loss after tax reported in the financial statements is $A17.8 million (2014: A$58.5 million). This loss includes the costs of a number of exceptional and non-cash items which are shown in note 5 to the financial statements.

 

Taxation

Due to the reported loss tax is a benefit of A$3.7 million which represents an effective rate of 17.1% for the financial year (2014: 5.8%). The group has total tax losses of A$29.7 million with the majority located in Australia. The entire tax loss has been recognised with the provision of a deferred tax asset of A$8.9 million.

 

Cash and working capital

The group's cash on hand at the balance sheet date was A$39.9 million (2014: A$77.3 million) and working capital assets of A$41.5 million (2014: A$16.6 million). During the second half of the year the group made a planned, additional investment into inventory and trade receivables as more own-buy inventory was secured. Own-buy inventory represents a small though increasing element of the sales mix and improves the group's product selection, delivery times and gross profit margin. Over 80% of the group's sales activities are undertaken on a zero inventory, consignment basis and therefore, even as own-buy activity increases, the group has a relatively low net working capital requirement. The phasing of activity in the second half of the year meant the year end balances were at the higher end of the normal range and it is anticipated these working capital balances should unwind across the next financial year.

 

Capital expenditure

Capital expenditure of A$4.1 million (2014: A$3.6 million) in total was incurred supporting the group's growth strategy. The main components of this expenditure were the purchase of equipment for the group's logistics operations and further investment into the group's technology platform and capabilities.

 

Banking facilities

The group holds significant cash balances, held principally with HSBC with whom the group also has trade finance multi option debt facilities of A$6.2 million. In addition the group has trade finance facilities of A$7.2 million with ANZ Bank. All facilities are renewed on an annual basis.

 

Key performance indicators

The group manages it operations through the use of a number of key performance indicators (KPI's) such as revenue, revenue growth, gross margin percentage, average revenue per active member, and underlying EBITDA.

 

Website closures

During the financial year the group opened and subsequently closed, for the time being, the sales websites in USA and South Korea together with a secondary Singapore site. As a result the group's second distribution centre in USA was also closed. The net results of these three website operations are disclosed separately, on a net basis, in note 5 to the financial statements and have been adjusted in the underlying results.

 

Underlying basis

The group manages its operations looking at the underlying EBITDA which excludes the impact of a number of one off and non-cash items as this, in the Board's opinion, provides a more representative measure of the group's performance. A reconciliation between reported Loss before Tax to Underlying EBITDA is included at note 5 to the financial statements.

 

 

Andrew Dingle

Chief Financial Officer

28 September 2015

 

 

Definitions

 

Underlying EBITDA is reconciled to Loss before Tax in note 5 to the financial statements.

 

Working Capital Assets is defined as the aggregate of inventory and trade debtors. 

 

Active Member is defined as a member who has made a purchase within the last 12 months, from the last day of any given period.

 

Repeat Buyer for any given period is defined as an active member during such period who has purchased products at least twice during the period from our inception to the end of such period.

 

Average Order Value is defined as the sum of the total revenue, including any applicable sales tax and excluding shipping charges or additional discounts in a given period divided by the total orders placed in that period.

 

Revenue Per Active Member is defined as the sum of the total revenue, including any applicable sales tax, excluding shipping charges or additional discounts in a given period divided by the number of active members in such period.

 

 

Cautionary statement regarding forward looking statements

This document contains certain forward-looking statements. These forward-looking statements include matters that are not historical facts or are statements regarding the company's intentions, beliefs or current expectations concerning, among other things, the group's results of operations, financial condition, liquidity, prospects, growth, strategies, and the industries in which the group operates. Forward-looking statements are based on the information available to the directors at the time of preparation of this document, and will not be updated during the year. The directors can give no assurance that these expectations will prove to be correct. Due to inherent uncertainties, including both economic and business risk factors underlying such forward-looking information, actual results may differ materially from those expressed or implied by these forward-looking statements.

 

MySale Group Plc

Statement of profit or loss and other comprehensive income

For the year ended 30 June 2015

 

Note

2015

2014

A$'000

A$'000

 

Revenue

Sale of goods

216,516

199,624

Postage revenue

19,337

24,738

4

235,853

224,362

Cost of sale of goods

(180,621)

(163,942)

Gross profit

55,232

60,420

 

Other operating gains/(loss), net

204

535

Finance income

195

337

Finance costs

6

(58)

(128)

Finance income, net

137

209

 

Expenses

Selling and distribution expenses

(47,952)

(36,497)

Administration expenses

(28,969)

(26,034)

Listing costs

-

(9,818)

Preference shares fair value loss

-

(51,263)

Contingent consideration fair value gain

-

304

Share of loss of joint venture

(116)

-

 

Loss before income tax benefit

(21,464)

(62,144)

 

Income tax benefit

7

3,675

3,602

 

Loss after income tax expense for the year attributable to the owners of MySale Group Plc

(17,789)

(58,542)

 

Other comprehensive income

Items that may be reclassified subsequently to profit or loss

Net change in the fair value of cash flow hedges taken to equity, net of tax

21

740

(719)

Foreign currency translation

21

6,219

612

 

Other comprehensive income for the year, net of tax

6,959

(107)

 

Total comprehensive income for the year attributable to the owners of MySale Group Plc

(10,830)

(58,649)

 

Cents

Cents

Basic earnings per share

24

(11.81)

(58.28)

Diluted earnings per share

24

(11.81)

(58.28)

 

 

The above statement of profit or loss and other comprehensive income should be read in conjunction with the accompanying notes

 

MySale Group Plc

Balance sheet

As at 30 June 2015

 

Note

2015

2014

A$'000

A$'000

 

 

Assets

Current assets

Cash and cash equivalents

8

39,853

77,344

Trade and other receivables

9

23,630

3,817

Inventories

10

17,880

12,803

Derivative financial instruments

22

-

Income tax receivable

1,643

1,962

Other

11

4,736

16,044

Total current assets

87,764

111,970

Non-current assets

Investments in joint venture

134

-

Property, plant and equipment

12

3,023

3,219

Intangibles

13

23,517

22,439

Deferred tax

14

10,320

5,396

Total non-current assets

36,994

31,054

Total assets

124,758

143,024

 

Liabilities

Current liabilities

Trade and other payables

15

29,240

30,118

Borrowings

16

1,189

1,613

Derivative financial instruments

-

705

Income tax payable

1,234

295

Provisions

17

2,115

4,883

Deferred revenue

11,147

15,616

Total current liabilities

44,925

53,230

Non-current liabilities

Borrowings

18

64

262

Provisions

19

328

2,966

Total non-current liabilities

392

3,228

Total liabilities

45,317

56,458

 

Net assets

79,441

86,566

 

Equity

Share premium account

306,363

306,363

Other reserves

21

(122,931)

(133,595)

Accumulated losses

(103,991)

(86,202)

Total equity

79,441

86,566

 

The financial statements of MySale Group Plc (company number 115584) were approved by the Board of Directors and authorised for issue on 28 September 2015. They were signed on its behalf by:

__________________________ ___________________________

Carl Jackson Andrew Dingle

Director Director

 

 

The above balance sheet should be read in conjunction with the accompanying notes

 

MySale Group Plc

Statement of changes in equity

For the year ended 30 June 2015

 

Share

Share premium

Other 

Accumulated

Total

capital

account 

reserves

losses

equity

A$'000

A$'000

A$'000

A$'000

A$'000

Balance at 1 July 2013

12,460

-

(732)

(27,660)

(15,932)

Loss after income tax benefit for the year

-

-

-

(58,542)

(58,542)

Other comprehensive income for the year, net of tax

-

-

(107)

-

(107)

Total comprehensive income for the year

-

-

(107)

(58,542)

(58,649)

Transactions with owners in their capacity as owners:

Contributions of equity, net of transaction costs (note 20)

-

67,204

-

-

67,204

Business combination - contingent consideration with shares to be issued

(12,460)

239,159

(132,756)

-

93,943

Balance at 30 June 2014

-

306,363

(133,595)

(86,202)

86,566

 

Share 

 Share premium

 Other

Accumulated

Total

 capital

account

reserves

losses

equity

A$'000

A$'000

A$'000

A$'000

A$'000

Balance at 1 July 2014

-

306,363

(133,595)

(86,202)

86,566

Loss after income tax benefit for the year

-

-

-

(17,789)

(17,789)

Other comprehensive income for the year, net of tax

-

-

6,959

-

6,959

Total comprehensive income for the year

-

-

6,959

(17,789)

(10,830)

Transactions with owners in their capacity as owners:

Share-based payments (note 21)

-

-

3,705

-

3,705

Balance at 30 June 2015

-

306,363

(122,931)

(103,991)

79,441

 

The above statement of changes in equity should be read in conjunction with the accompanying notes

 

MySale Group Plc

Statement of cash flows

For the year ended 30 June 2015

 

Note

2015

2014

A$'000

A$'000

Cash flows from operating activities

Loss before income tax expense for the year

(21,464)

(62,144)

Adjustments for:

Depreciation and amortisation

3,434

1,865

Net loss on disposal of property, plant and equipment

71

182

Share of loss - joint ventures

116

-

Fair value on share-based payments reserve

3,705

-

Fair value loss on redeemable preference shares

-

51,263

Fair value loss/(gain) on contingent consideration

-

(304)

Loss on revaluation of long-term incentive plan

-

4,888

Gain on business combination - bargain purchase

-

(932)

Interest income

(195)

(337)

Interest expense

58

128

(14,275)

(5,391)

Change in operating assets and liabilities:

Increase in trade and other receivables

(19,508)

(517)

Increase in inventories

(5,077)

(4,335)

Decrease/(increase) in other operating assets

11,760

(8,575)

Increase/(decrease) in trade and other payables

(1,728)

14,046

Increase/(decrease) in other provisions

(5,407)

841

Increase in deferred revenue

(4,469)

4,118

(38,704)

187

Interest received

195

337

Interest paid

(58)

(128)

Income taxes paid

(49)

(2,046)

Net cash used in operating activities

(38,616)

(1,650)

 

 

 

Cash flows from investing activities

Payment for purchase of business, net of cash acquired

23

-

487

Payments for new joint venture capital invested

(104)

-

Payments for property, plant and equipment

12

(1,033)

(1,789)

Payments for intangibles

13

(3,026)

(1,813)

Proceeds from disposal of property, plant and equipment

51

-

Net cash used in investing activities

(4,112)

(3,115)

 

Cash flows from financing activities

Proceeds from issue of shares

20

-

72,267

Proceeds from borrowings

2,467

317

Repayment of borrowings

(2,759)

(532)

Repayments of leases

(330)

-

Share issue transaction costs

20

-

(5,063)

Net cash from/(used in) financing activities

(622)

66,989

 

Net increase/(decrease) in cash and cash equivalents

(43,350)

62,224

Cash and cash equivalents at the beginning of the financial year

77,344

15,072

Effects of exchange rate changes on cash

5,859

48

Cash and cash equivalents at the end of the financial year

8

39,853

77,344

 

 

The above statement of cash flows should be read in conjunction with the accompanying notes

 

MySale Group Plc

Notes to the financial statements

30 June 2015

 

Note 1. General information

 

MySale Group Plc is a group consisting of MySale Group Plc (the 'company' or 'parent entity') and its subsidiaries (the 'group'). The financial statements of the group, in line with the location of the majority of the group's operations and customers, are presented in Australian dollars and generally rounded to the nearest thousand.

The principal business of the group is the operating of online shopping outlets for consumer goods like ladies, men and children's fashion clothing, accessories, beauty and homeware items.

 

MySale Group Plc is a public limited company incorporated and registered in Jersey under the Companies Law. The company is domiciled in Australia.

 

The registered office of the company is Ogier House, The Esplanade, St Helier, Jersey, JE4 9WG and principal place of business is at Unit 5, 111 Old Pittwater Road, Brookvale, NSW 2100, Australia.

 

 

Note 2. Significant accounting policies

 

The principal accounting policies adopted in the preparation of the financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.

 

Basis of preparation

In May 2014 the company acquired 100% of the ordinary shares of APAC Sale Group Pte. Ltd. ('APAC') from the existing shareholders and became an immediate and ultimate parent, as well as a controlling party of APAC Sale Group Pte. Ltd and its subsidiaries ('APAC Group') in preparation for admission of the company to the Alternative Investment Market ('AIM') operated by the London Stock Exchange, that occurred on 16 June 2014. The company determined that this internal restructuring represented a common control transaction rather than a business combination. The appropriate accounting treatment for recognising the new group structure was on the basis that the transaction is a form of capital reconstruction and group reorganisation. Therefore, these financial statements had been prepared using the principles of a reverse acquisition by APAC and the consolidated financial statements had been prepared as a continuation of the financial statements of the existing APAC Group.

 

These financial statements are a summarised version of the full financial statements that were prepared in accordance with International Finance Reporting Standards ('IFRS' or 'IFRSs') as adopted for use in the European Union (the 'EU' and IFRS Interpretations Committee interpretations (together 'EUIFRS').

 

Historical cost convention

The financial statements have been prepared under the historical cost convention, except for derivative financial instruments and contingent consideration.

 

Critical accounting estimates

The preparation of the financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the group's accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements, are disclosed in note 3.

 

New, revised or amending Accounting Standards and Interpretations adopted

The group has adopted all of the new, revised or amending Accounting Standards and Interpretations issued by the International Accounting Standards Board that are mandatory for the current reporting period. The adoption of these Accounting Standards and Interpretations did not have any significant impact on the financial performance or position of the group.

 

Principles of consolidation

The consolidated financial statements incorporate the assets and liabilities of all subsidiaries of MySale Group Plc as at 30 June 2015 and the results of all subsidiaries for the year then ended.

 

Subsidiaries are all those entities over which the group has control. The group controls an entity when the group is exposed to, or has rights to, variable returns from its involvement with the entity and has the ability to affect those returns through its power to direct the activities of the entity. Subsidiaries are fully consolidated from the date on which control is transferred to the group. They are de-consolidated from the date that control ceases.

 

Intercompany transactions, balances and unrealised gains on transactions between entities in the group are eliminated. Unrealised losses are also eliminated unless the transaction provides evidence of the impairment of the asset transferred. Accounting policies of subsidiaries have been changed where necessary to ensure consistency with the policies adopted by the group.

 

The acquisition of common control subsidiaries is accounted for using the pooling of interest method of accounting. The acquisition of other subsidiaries is accounted for using the acquisition method of accounting. A change in ownership interest, without the loss of control, is accounted for as an equity transaction, where the difference between the consideration transferred and the book value of the share of the non-controlling interest acquired is recognised directly in equity attributable to the parent.

 

Where the group loses control over a subsidiary, it derecognises the assets including goodwill, liabilities and non-controlling interest in the subsidiary together with any cumulative translation differences recognised in equity. The group recognises the fair value of the consideration received and the fair value of any investment retained together with any gain or loss in profit or loss.

 

Operating segments

Operating segments are presented using the 'management approach', where the information presented is on the same basis as the internal reports provided to the Chief Operating Decision Makers ('CODM'). The CODM is responsible for the allocation of resources to operating segments and assessing their performance.

 

Foreign currency translation

Foreign currency transactions

Foreign currency transactions are translated into Australian dollars using the exchange rates prevailing at the dates of the transactions. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at financial year-end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognised in profit or loss.

 

Foreign operations

The assets and liabilities of foreign operations are translated into Australian dollars using the exchange rates at the reporting date. The revenues and expenses of foreign operations are translated into Australian dollars using the average exchange rates, which approximate the rates at the dates of the transactions, for the period. All resulting foreign exchange differences are recognised in other comprehensive income through the foreign currency reserve in equity.

 

The foreign currency reserve is recognised in profit or loss when the foreign operation or net investment is disposed of.

 

Revenue recognition

Revenue is measured at the fair value of the consideration received, and represents amounts receivable for goods supplied, stated net of trade discounts, returns and value of gift vouchers used. Revenue is recognised when the amount of revenue can be reliably measured; when it is probable that future economic benefits will flow to the group; and when specific criteria have been met for each of the group's activities, as described below. The group bases its estimate of return on historical results and provisions are made for goods expected to be returned.

 

Sale of goods

The group operates an online retail and wholesale business selling men's, ladies and children's apparel, accessories, beauty and homeware items. Revenue from sale of goods is recognised when the significant risks and rewards of ownership of the goods have passed to the buyer. Risks and rewards are considered passed to the buyer when the goods have been delivered to the customer and it is reasonably assured the customer has accepted the goods. Net sales represent product shipped less actual and estimated future returns, and slotting fees, rebates and other trade discounts accounted for as reductions of revenue. Online sales are usually by credit card or online payment.

It is the group's policy to sell its products to the customer with a right of return within 14 days. Accumulated experience is used to estimate and provide for such returns at the time of sale.

 

Postage revenue

Postage revenue is recognised when the associated goods have been successfully delivered to the customer.

 

Other revenue

Other revenue is recognised when it is received or when the right to receive payment is established.

 

Income tax

The income tax expense or benefit for the period is the tax payable on that period's taxable income based on the applicable income tax rate for each jurisdiction, adjusted by the changes in deferred tax assets and liabilities attributable to temporary differences, unused tax losses and the adjustment recognised for prior periods, where applicable.

 

Deferred tax assets and liabilities are recognised for temporary differences at the tax rates expected to be applied when the assets are recovered or liabilities are settled, based on those tax rates that are enacted or substantively enacted, except for:

When the deferred income tax asset or liability arises from the initial recognition of goodwill or an asset or liability in a transaction that is not a business combination and that, at the time of the transaction, affects neither the accounting nor taxable profits; or

When the taxable temporary difference is associated with interests in subsidiaries, associates or joint ventures, and the timing of the reversal can be controlled and it is probable that the temporary difference will not reverse in the foreseeable future.

 

Deferred tax assets are recognised for deductible temporary differences and unused tax losses only if it is probable that future taxable amounts will be available to utilise those temporary differences and losses.

 

The carrying amount of recognised and unrecognised deferred tax assets are reviewed at each reporting date. Deferred tax assets recognised are reduced to the extent that it is no longer probable that future taxable profits will be available for the carrying amount to be recovered. Previously unrecognised deferred tax assets are recognised to the extent that it is probable that there are future taxable profits available to recover the asset.

 

Deferred tax assets and liabilities are offset only where there is a legally enforceable right to offset current tax assets against current tax liabilities and deferred tax assets against deferred tax liabilities; and they relate to the same taxable authority on either the same taxable entity or different taxable entities which intend to settle simultaneously.

 

Current and non-current classification

Assets and liabilities are presented in the balance sheet based on current and non-current classification.

 

An asset is classified as current when: it is either expected to be realised or intended to be sold or consumed in normal operating cycle; it is held primarily for the purpose of trading; it is expected to be realised within 12 months after the reporting period; or the asset is cash or cash equivalent unless restricted from being exchanged or used to settle a liability for at least 12 months after the reporting period. All other assets are classified as non-current.

 

A liability is current when: it is expected to be settled in normal operating cycle; it is held primarily for the purpose of trading; it is due to be settled within 12 months after the reporting period; or there is no unconditional right to defer the settlement of the liability for at least twelve months after the reporting period. All other liabilities are classified as non-current.

 

Deferred tax assets and liabilities are always classified as non-current.

 

Cash and cash equivalents

Cash and cash equivalents includes cash on hand, deposits held at call with financial institutions, other short-term, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value.

 

Trade and other receivables

Trade receivables are initially recognised at fair value and subsequently measured at amortised cost using the effective interest method, less any provision for impairment.

 

Other receivables are recognised at amortised cost, less any provision for impairment.

 

Inventories

Goods for resale are stated at the lower of cost and net realisable value on a 'weighted average cost' basis. Cost comprises purchase, delivery and direct labour costs, net of rebates and discounts received or receivable.

 

Stock in transit is stated at the lower of cost and net realisable value. Cost comprises of purchase and delivery costs, net of rebates and discounts received or receivable.

 

Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs necessary to make the sale.

A provision is made to write down any slow-moving or obsolete inventory to net realisable value, based on management assessment of the expected future sales of that inventory, the condition of the inventory and the seasonality of the inventory.

 

Derivative financial instruments

Derivatives are initially recognised at fair value on the date a derivative contract is entered into and are subsequently remeasured to their fair value at each reporting date. The accounting for subsequent changes in fair value depends on whether the derivative is designated as a hedging instrument, and if so, the nature of the item being hedged.

 

Cash flow hedges

Cash flow hedges are used to cover the group's exposure to variability in cash flows that is attributable to particular risks associated with a recognised asset or liability or a firm commitment which could affect profit or loss. The effective portion of the gain or loss on the hedging instrument is recognised directly in equity, whilst the ineffective portion is recognised in profit or loss. Amounts taken to equity are transferred out of equity and included in the measurement of the hedged transaction when the forecast transaction occurs.

 

Cash flow hedges are tested for effectiveness on a regular basis both retrospectively and prospectively to ensure that each hedge is highly effective and continues to be designated as a cash flow hedge. If the forecast transaction is no longer expected to occur, the amounts recognised in equity are transferred to profit or loss.

 

If the hedging instrument is sold, terminated, expires, exercised without replacement or rollover, or if the hedge becomes ineffective and is no longer a designated hedge, the amounts previously recognised in equity remain in equity until the forecast transaction occurs.

 

Joint ventures

A joint venture is a contractual arrangement whereby two or more parties undertake an economic activity that is subject to joint control. Investments in joint ventures are accounted for using the equity method. Under the equity method, the share of the profits or losses of the joint venture is recognised in profit or loss and the share of the movements in equity is recognised in other comprehensive income. Income/(losses) earned from joint ventures increase/(reduce) the carrying amount of the investment. When the group's share of losses in a joint venture equals to or exceeds its interest in the joint venture, including any other unsecured non-current receivables, the group does not recognise further losses, unless it has obligations to make or has made payments on behalf of the joint venture.

 

Property, plant and equipment

Property, plant and equipment is stated at historical cost less accumulated depreciation and impairment. Historical cost includes expenditure that is directly attributable to the acquisition of the items.

Subsequent expenditure relating to plant and equipment that has already been recognised is added to the carrying amount of the asset only when it is probable that future economic benefits associated with the item will flow to the group and the cost of the item can be measured reliably. All other repair and maintenance expenses are recognised in profit or loss when incurred.

 

Depreciation is calculated on a straight-line basis to write off the net cost of each item of property, plant and equipment over their expected useful lives as follows:

 

Leasehold improvements

5-7 years

Plant and equipment

3-7 years

Fixtures and fittings

5-10 years

Motor vehicles

4-5 years

 

The residual values, useful lives and depreciation methods are reviewed, and adjusted if appropriate, at each reporting date.

 

Leasehold improvements and plant and equipment under lease are depreciated over the unexpired period of the lease or the estimated useful life of the assets, whichever is shorter.

 

An item of property, plant and equipment is derecognised upon disposal or when there is no future economic benefit to the group. Gains and losses between the carrying amount and the disposal proceeds are taken to profit or loss.

 

Leases

The determination of whether an arrangement is or contains a lease is based on the substance of the arrangement and requires an assessment of whether the fulfilment of the arrangement is dependent on the use of a specific asset or assets and the arrangement conveys a right to use the asset.

 

A distinction is made between finance leases, which effectively transfer from the lessor to the lessee substantially all the risks and benefits incidental to the ownership of leased assets, and operating leases, under which the lessor effectively retains substantially all such risks and benefits.

 

Finance leases are capitalised. A lease asset and liability are established at the fair value of the leased assets, or if lower, the present value of minimum lease payments. Lease payments are allocated between the principal component of the lease liability and the finance costs, so as to achieve a constant rate of interest on the remaining balance of the liability.

 

Leased assets acquired under a finance lease are depreciated over the asset's useful life or over the shorter of the asset's useful life and the lease term if there is no reasonable certainty that the group will obtain ownership at the end of the lease term.

 

Operating lease payments, net of any incentives received from the lessor, are charged to profit or loss on a straight-line basis over the term of the lease.

 

Intangible assets

Externally acquired intangible assets are initially recognised at cost. Indefinite life intangible assets are not amortised and are subsequently measured at cost less any impairment. Finite life intangible assets are subsequently measured at cost less amortisation and any impairment. The gains or losses recognised in profit or loss arising from the derecognition of intangible assets are measured as the difference between net disposal proceeds and the carrying amount of the intangible asset. The method and useful lives of finite life intangible assets are reviewed annually. Changes in the expected pattern of consumption or useful life are accounted for prospectively by changing the amortisation method or period.

 

Goodwill

Goodwill arises on the acquisition of a business. Goodwill is not amortised. Instead, goodwill is tested annually for impairment, or more frequently if events or changes in circumstances indicate that it might be impaired, and is carried at cost less accumulated impairment losses. Impairment losses on goodwill are taken to profit or loss and are not subsequently reversed.

 

Customer relationships

Customer relationships acquired in a business combination are amortised on a straight-line basis over the period of their expected benefit, being their finite useful life of three years.

 

ERP system and software

Acquired enterprise resource planning ('ERP') systems and software costs are initially capitalised at cost which includes the purchase price, net of any discounts and rebates, and other directly attributable cost of preparing the asset for its intended use. Direct expenditure including employee costs, which enhances or extends the performance of these systems beyond its specifications and which can be reliably measured, is added to the original costs incurred. These costs are amortised on a straight-line basis over the period of their expected benefit, being their finite useful lives of between three and five years.

Costs associated with maintenance are recognised as an expense in profit or loss when incurred.

 

Impairment of non-financial assets

Non-financial assets are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset's carrying amount exceeds its recoverable amount.

 

Recoverable amount is the higher of an asset's fair value less costs of disposal and value-in-use. The value-in-use is the present value of the estimated future cash flows relating to the asset using a pre-tax discount rate specific to the asset or cash-generating unit to which the asset belongs. Assets that do not have independent cash flows are grouped together to form a cash-generating unit.

 

Trade and other payables

These amounts represent liabilities for goods and services provided to the group prior to the end of the financial year and which are unpaid. Trade and other payables are initially recognised at fair value and subsequently measured at amortised cost. Due to their short-term nature they are not discounted. The amounts are unsecured and are usually paid within 30 days of recognition.

 

Deferred revenue

Deferred revenue relates to cash received in advance from customers where the goods have not been delivered as at the reporting date.

 

Borrowings

Loans and borrowings are initially recognised at the fair value of the consideration received, net of transaction costs. They are subsequently measured at amortised cost using the effective interest method.

 

Finance costs

Finance costs attributable to qualifying assets are capitalised as part of the asset. All other finance costs are expensed in the period in which they are incurred.

 

Provisions

Provisions are recognised when the group has a present (legal or constructive) obligation as a result of a past event, it is probable the group will be required to settle the obligation, and a reliable estimate can be made of the amount of the obligation. The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at the reporting date, taking into account the risks and uncertainties surrounding the obligation. If the time value of money is material, provisions are discounted using a current pre-tax rate specific to the liability. The increase in the provision resulting from the passage of time is recognised as a finance cost.

 

Employee benefits

 

Short-term employee benefits

Liabilities for wages and salaries and other employee benefits expected to be settled within 12 months of the reporting date are measured at the amounts expected to be paid when the liabilities are settled.

 

Other long-term employee benefits

Employee benefits not expected to be settled within 12 months of the reporting date is measured as the present value of expected future payments to be made in respect of services provided by employees up to the reporting date using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using market yields at the reporting date on corporate bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows.

 

Long term employee incentive plan

The group operates an employee incentive plan to reward and retain key employees. The group recognises a provision where contractually obliged or where there is a past practice that has created a constructive obligation.

 

Share-based payments

Equity-settled and cash-settled share-based compensation benefits are provided to employees.

 

Equity-settled transactions are awards of shares, or options over shares, that are provided to employees in exchange for the rendering of services. Cash-settled transactions are awards of cash for the exchange of services, where the amount of cash is determined by reference to the share price.

 

The cost of equity-settled transactions are measured at fair value on grant date. Fair value is independently determined using Black-Scholes option pricing model that takes into account the exercise price, the term of the option, the impact of dilution, the share price at grant date and expected price volatility of the underlying share, the expected dividend yield and the risk free interest rate for the term of the option, together with non-vesting conditions that do not determine whether the group receives the services that entitle the employees to receive payment. No account is taken of any other vesting conditions.

 

The cost of equity-settled transactions are recognised as an expense with a corresponding increase in equity over the vesting period. The cumulative charge to profit or loss is calculated based on the grant date fair value of the award, the best estimate of the number of awards that are likely to vest and the expired portion of the vesting period. The amount recognised in profit or loss for the period is the cumulative amount calculated at each reporting date less amounts already recognised in previous periods.

 

The cost of cash-settled transactions is initially, and at each reporting date until vested, determined by applying Black-Scholes option pricing model, taking into consideration the terms and conditions on which the award was granted. The cumulative charge to profit or loss until settlement of the liability is calculated as follows:

during the vesting period, the liability at each reporting date is the fair value of the award at that date multiplied by the expired portion of the vesting period.

from the end of the vesting period until settlement of the award, the liability is the full fair value of the liability at the reporting date.

 

All changes in the liability are recognised in profit or loss. The ultimate cost of cash-settled transactions is the cash paid to settle the liability.

 

Market conditions are taken into consideration in determining fair value. Therefore any awards subject to market conditions are considered to vest irrespective of whether or not that market condition has been met, provided all other conditions are satisfied.

 

If equity-settled awards are modified, as a minimum an expense is recognised as if the modification has not been made. An additional expense is recognised, over the remaining vesting period, for any modification that increases the total fair value of the share-based compensation benefit as at the date of modification.

 

If the non-vesting condition is within the control of the group or employee, the failure to satisfy the condition is treated as a cancellation. If the condition is not within the control of the group or employee and is not satisfied during the vesting period, any remaining expense for the award is recognised over the remaining vesting period, unless the award is forfeited.

 

If equity-settled awards are cancelled, it is treated as if it has vested on the date of cancellation, and any remaining expense is recognised immediately. If a new replacement award is substituted for the cancelled award, the cancelled and new award is treated as if they were a modification.

 

Fair value measurement

When an asset or liability, financial or non-financial, is measured at fair value for recognition or disclosure purposes, the fair value is based on the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date; and assumes that the transaction will take place either: in the principal market; or in the absence of a principal market, in the most advantageous market.

 

Fair value is measured using the assumptions that market participants would use when pricing the asset or liability, assuming they act in their economic best interests. For non-financial assets, the fair value measurement is based on its highest and best use. Valuation techniques that are appropriate in the circumstances and for which sufficient data are available to measure fair value, are used, maximising the use of relevant observable inputs and minimising the use of unobservable inputs.

 

Business combinations

Except for the continuation accounting described in the 'basis of preparation' and further in the 'group reorganisation' below, the acquisition method of accounting is used to account for all other business combinations regardless of whether equity instruments or other assets are acquired.

 

The consideration transferred is the sum of the acquisition-date fair values of the assets transferred, equity instruments issued or liabilities incurred by the acquirer to former owners of the acquiree and the amount of any non-controlling interest in the acquiree. For each business combination, the non-controlling interest in the acquiree is measured at either fair value or at the proportionate share of the acquiree's identifiable net assets. All acquisition costs are expensed as incurred to profit or loss.

 

On the acquisition of a business, the group assesses the financial assets acquired and liabilities assumed for appropriate classification and designation in accordance with the contractual terms, economic conditions, the group's operating or accounting policies and other pertinent conditions in existence at the acquisition-date.

 

Where the business combination is achieved in stages, the group remeasures its previously held equity interest in the acquiree at the acquisition-date fair value and the difference between the fair value and the previous carrying amount is recognised in profit or loss.

 

Contingent consideration to be transferred by the acquirer is recognised at the acquisition-date fair value. Subsequent changes in the fair value of the contingent consideration classified as an asset or liability is recognised in profit or loss. Contingent consideration classified as equity is not remeasured and its subsequent settlement is accounted for within equity.

 

The difference between the acquisition-date fair value of assets acquired, liabilities assumed and any non-controlling interest in the acquiree and the fair value of the consideration transferred and the fair value of any pre-existing investment in the acquiree is recognised as goodwill. If the consideration transferred and the pre-existing fair value is less than the fair value of the identifiable net assets acquired, being a bargain purchase to the acquirer, the difference is recognised as a gain directly in profit or loss by the acquirer on the acquisition-date, but only after a reassessment of the identification and measurement of the net assets acquired, the non-controlling interest in the acquiree, if any, the consideration transferred and the acquirer's previously held equity interest in the acquirer.

 

Business combinations are initially accounted for on a provisional basis. The acquirer retrospectively adjusts the provisional amounts recognised and also recognises additional assets or liabilities during the measurement period, based on new information obtained about the facts and circumstances that existed at the acquisition-date. The measurement period ends on either the earlier of (i) 12 months from the date of the acquisition or (ii) when the acquirer receives all the information possible to determine fair value.

 

Group reorganisation - MySale Group Plc ('MySale') and APAC Sale Group Pte. Ltd. ('APAC') (comparative period)

When MySale (the legal parent and legal acquirer) acquired APAC and its subsidiaries (the legal subsidiary) in the previous year, the acquisition did not meet the definition of a business combination in accordance with IFRS 3 'Business Combinations'. Instead, the combination had been treated as a group reorganisation, though an accounting policy choice using the common control method, as follows:

• The assets and liabilities of the combining entities were reflected at their carrying amounts. No adjustments were made to reflect fair values, or recognise any new assets or liabilities, that would otherwise be required under IFRS 3;

• The retained earnings and other equity balances recognised were the existing retained earnings and other equity balances of APAC;

• The amount recognised as issued equity instruments were determined by adding the additional equity retained by the group to the issued equity recorded in APAC's financial statements immediately before the acquisition;

• No 'new' goodwill was recognised as a result of the combination. The only goodwill that was recognised was the existing goodwill of APAC. The difference between the consideration paid and the equity 'acquired' was reflected in equity as a 'capital contribution'; and

• The financial statements reflect the results of the combining entities as if they had always been in existence.

 

Earnings per share

 

Basic earnings per share

Basic earnings per share is calculated by dividing the profit attributable to the owners of MySale Group Plc, excluding any costs of servicing equity other than ordinary shares, by the weighted average number of ordinary shares outstanding during the financial year, adjusted for bonus elements in ordinary shares issued during the financial year.

 

Diluted earnings per share

Diluted earnings per share adjusts the figures used in the determination of basic earnings per share to take into account the after income tax effect of interest and other financing costs associated with dilutive potential ordinary shares and the weighted average number of shares assumed to have been issued for no consideration in relation to dilutive potential ordinary shares.

 

Value Added Tax ('VAT'), Goods and Services Tax ('GST') and other similar taxes

Revenues, expenses and assets are recognised net of the amount of associated VAT/GST, unless the VAT/GST incurred is not recoverable from the tax authority. In this case it is recognised as part of the cost of the acquisition of the asset or as part of the expense.

 

Receivables and payables are stated inclusive of the amount of VAT/GST receivable or payable. The net amount of VAT/GST recoverable from, or payable to, the tax authority is included in other receivables or other payables in the balance sheet.

 

Cash flows are presented on a gross basis. The VAT/GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to the tax authority, are presented as operating cash flows.

 

Commitments and contingencies are disclosed net of the amount of VAT/GST recoverable from, or payable to, the tax authority.

 

Rounding of amounts

Amounts in this report have been rounded off to the nearest thousand dollars, or in certain cases, the nearest dollar.

 

New Accounting Standards and Interpretations not yet mandatory or early adopted

International Financial Reporting Standards ('IFRS') and Interpretations that have recently been issued or amended but are not yet mandatory, have not been early adopted by the group for the annual reporting period ended 30 June 2015. The group's assessment of the impact of these new or amended Accounting Standards and Interpretations, most relevant and material to the group, are set out below:

 

IFRS 9 Financial Instruments

This standard is applicable to annual reporting periods beginning on or after 1 January 2018. The standard replaces all previous versions of AASB 9 and completes the project to replace IAS 39 'Financial Instruments: Recognition and Measurement'. AASB 9 introduces new classification and measurement models for financial assets. New simpler hedge accounting requirements are intended to more closely align the accounting treatment with the risk management activities of the entity. New impairment requirements will use an 'expected credit loss' ('ECL') model to recognise an allowance. The group will adopt this standard from 1 July 2018 but the impact of its adoption is yet to be assessed.

 

IFRS 15 Revenue from Contracts with Customers

This standard is applicable to annual reporting periods beginning on or after 1 January 2018. The standard provides a single standard for revenue recognition. The core principle of the standard is that an entity will recognise revenue to depict the transfer of promised goods or services to customers in an amount that reflects the consideration to which the entity expects to be entitled in exchange for those goods or services. The group will adopt this standard from 1 July 2018 but the impact of its adoption is yet to be assessed.

 

 

Note 3. Critical accounting judgements, estimates and assumptions

 

The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the reported amounts in the financial statements. Management continually evaluates its judgements and estimates in relation to assets, liabilities, contingent liabilities, revenue and expenses. Management bases its judgements, estimates and assumptions on historical experience and on other various factors, including expectations of future events, management believes to be reasonable under the circumstances. The resulting accounting judgements and estimates will seldom equal the related actual results. The judgements, estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities (refer to the respective notes) within the next financial year are discussed below.

 

Provision for obsolete and slow moving inventories

The provision for obsolete and slow moving inventories assessment requires a degree of estimation and judgement. The level of the provision is assessed by taking into account the recent sales experience, the ageing of inventories and other factors that affect inventory obsolescence.

 

Fair value and hierarchy of financial instruments

The group is required to classify all assets and liabilities, measured at fair value, using a three level hierarchy, based on the lowest level of input that is significant to the entire fair value measurement, being: Level 1: Quoted prices (unadjusted) in active markets for identical assets or liabilities that the entity can access at the measurement date; Level 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly or indirectly; and Level 3: Unobservable inputs for the asset or liability. Considerable judgement is required to determine what is significant to fair value and therefore which category the asset or liability is placed in can be subjective.

The fair value of financial instruments classified as level 3 is determined by the use of valuation models. These include discounted cash flow analysis or the use of observable inputs that require significant adjustments based on unobservable inputs.

 

Estimation of useful lives of assets

The group determines the estimated useful lives and related depreciation and amortisation charges for its property, plant and equipment and finite life intangible assets. The useful lives could change significantly as a result of technical innovations or some other event. The depreciation and amortisation charge will increase where the useful lives are less than previously estimated lives, or technically obsolete or non-strategic assets that have been abandoned or sold will be written off or written down.

 

Goodwill

The group tests annually, or more frequently if events or changes in circumstances indicate impairment, whether goodwill has suffered any impairment, in accordance with the accounting policy stated in note 2. The recoverable amounts of cash-generating units have been determined based on value-in-use calculations. These calculations require the use of assumptions, including estimated discount rates based on the current cost of capital and growth rates of the estimated future cash flows. No impairment charge was required in 2015 (2014: A$nil).

 

Impairment of non-financial assets

The group assesses impairment of non-financial assets at each reporting date by evaluating conditions specific to the group and to the particular asset that may lead to impairment. If an impairment trigger exists, the recoverable amount of the asset is determined. This involves fair value less costs of disposal or value-in-use calculations, which incorporate a number of key estimates and assumptions.

 

Income tax

The group is subject to income taxes in the jurisdictions in which it operates. Significant judgement is required in determining the provision for income tax. There are many transactions and calculations undertaken during the ordinary course of business for which the ultimate tax determination is uncertain. The group recognises liabilities for anticipated tax audit issues based on the group's current understanding of the tax law. Where the final tax outcome of these matters is different from the carrying amounts, such differences will impact the current and deferred tax provisions in the period in which such determination is made.

 

Recovery of deferred tax assets

Deferred tax assets are recognised for deductible temporary differences only if the group considers it is probable that future taxable amounts will be available to utilise those temporary differences and losses.

 

 

Note 4. Operating segments

 

Identification of reportable operating segments

The group's operating segments are determined based on the internal reports that are reviewed and used by the Board of Directors (being the Chief Operating Decision Makers ('CODM')) in assessing performance and in determining the allocation of resources.

 

The CODM reviews contribution by reportable segments, being geographical regions, to revenue and gross profit. The accounting policies adopted for internal reporting to the CODM are consistent with those adopted in these financial statements.

 

The group's operates separate websites in each country that it sells goods in. Revenue from external customers is attributed to each country based on the activity on that countries website. Similar types of goods are sold in all segments. The group's operations are unaffected by seasonality.

 

Intersegment transactions

Intersegment transactions were made at market rates and are eliminated on consolidation.

 

Segment assets and liabilities

Assets and liabilities are managed on a group basis. The CODM does not regularly review any asset or liability information by segment and, accordingly there is no separate segment information. Refer to the balance sheet for group assets and liabilities.

 

Major customers

During the year ended 30 June 2015 there were no major customers (2014: none). A customer is considered major if its revenues are 10% or more of the group's revenue.

 

Operating segment information

 

Australia and

Rest of 

New Zealand 

Asia

the world 

Total

2015

A$'000

A$'000

A$'000

A$'000

Revenue

Sales to external customers

205,340

26,333

4,180

235,853

Total revenue

205,340

26,333

4,180

235,853

Gross Profit

50,879

3,472

881

55,232

Other operating gains, net

204

Selling and distribution expenses

(47,952)

Administration expenses

(28,969)

Finance income

195

Finance costs

(58)

Share of loss of joint venture

(116)

Loss before income tax benefit

(21,464)

Income tax benefit

3,675

Loss after income tax benefit

(17,789)

 

Australia and

New Zealand

Asia

Total

2014

A$'000

A$'000

A$'000

Revenue

Sales to external customers

202,343

22,019

224,362

Total revenue

202,343

22,019

224,362

Gross Profit

57,336

3,084

60,420

Other operating gains, net

535

Selling and distribution expenses

(36,497)

Administration expenses

(26,034)

Finance income

337

Finance costs

(128)

Preference shares fair value loss

(51,263)

Listing costs

(9,818)

Contingent consideration fair value gain

304

Loss before income tax benefit

(62,144)

Income tax benefit

3,602

Loss after income tax benefit

(58,542)

 

 

Note 5. EBITDA reconciliation (earnings before interest, taxation, depreciation and amortisation)

 

2015

2014

A$'000

A$'000

EBITDA reconciliation

Loss before income tax

(21,464)

(62,144)

Add: Non-controlling interest

116

-

Less: Interest income

(195)

(337)

Add: Interest expense

58

128

Add: Depreciation and amortisation

3,434

1,865

EBITDA

(18,051)

(60,488)

 

Underlying EBITDA represents EBITDA adjusted for significant, unusual and other one-off items.

 

2015

2014

Underlying EBITDA reconciliation

EBITDA

(18,051)

(60,488)

Loss on revaluation of preference shares

-

51,263

Reorganisation and discontinued operations

3,493

-

Advertising one off (TV and Print)

3,216

-

Listing costs

(356)

9,818

Loss on revaluation of long term incentive plan

519

4,888

Acquisition and corporate reorganisation costs

-

809

Gain on revaluation of contingent consideration

-

(304)

Underlying EBITDA

(11,179)

5,986

 

 

Note 6. Expenses

 

2015

2014

A$'000

A$'000

Loss before income tax includes the following specific expenses:

Sales, distribution and administration expenses:

Staff costs

30,423

32,541

Marketing expenses

27,001

15,019

Occupancy costs

5,327

4,218

Merchant and other professional fees

5,534

5,251

Depreciation and amortisation

3,434

1,865

Other administration costs

5,202

3,637

Total sales, distribution and administration expenses

76,921

62,531

Finance costs

Interest and finance charges paid/payable

58

128

Occupancy costs include:

Minimum operating lease payments

3,420

2,541

Cost of inventories recognised as an expense in 'cost of sales' in profit or loss

139,676

125,692

 

 

 

Note 7. Income tax benefit

 

2015

2014

A$'000

A$'000

Income tax benefit

Current tax

1,194

379

Deferred tax - origination and reversal of temporary differences

(5,013)

(3,978)

Adjustment recognised for prior periods

144

(153)

Other adjustment

-

150

Aggregate income tax benefit

(3,675)

(3,602)

Deferred tax included in income tax benefit comprises:

Increase in deferred tax assets (note 14)

(5,013)

(3,978)

Numerical reconciliation of income tax benefit and tax at the statutory rate

Loss before income tax benefit

(21,464)

(62,144)

Tax at the statutory tax rate of 31.5% (2014: 19.6%)

(6,761)

(12,180)

Tax effect amounts which are not deductible/(taxable) in calculating taxable income:

Non-deductible expenses

704

142

Tax incentive

-

(73)

Revaluation of contingent consideration

-

(53)

Preference share fair value

-

8,715

Tax revaluation upon group restructure

2,280

-

(3,777)

(3,449)

Adjustment recognised for prior periods

144

(153)

Current year tax losses not recognised

48

-

Difference in overseas tax rates

(90)

-

Income tax benefit

(3,675)

(3,602)

 

Tax at the statutory tax rate represents the effective rate of income tax across the jurisdictions in which each of the group entities are domiciled.

The tax rates of the main jurisdictions are Australia 30% (2014: 30%), Singapore 17% (2014: 17%), New Zealand 28% (2014: 28%), United Kingdom 20% (2014: 20%) and United States 42.8% (2014: 23.84%).

 

 

Note 8. Current assets - cash and cash equivalents

 

2015

2014

A$'000

A$'000

Cash at bank

39,853

69,144

Bank deposits at call

-

8,000

Bank deposits - pledged

-

200

39,853

77,344

 

Short term deposits - pledged

These deposits are pledged in relation to merchant facilities for the group. Refer to note 18.

 

 

Note 9. Current assets - trade and other receivables

 

2015

2014

A$'000

A$'000

Trade receivables

23,667

2,051

Less: Provision for impairment of receivables

(37)

-

23,630

2,051

Other receivables

-

1,343

Sales tax receivable

-

423

23,630

3,817

 

Trade receivables include uncleared cash receipts due from on-line customers which amounted to A$1,529,000 (2014: A$958,000).

 

Impairment of receivables

The group has recognised a loss of A$37,000 (2014: A$nil) in profit or loss in respect of impairment of receivables for the year ended 30 June 2015.

 

The ageing of the impaired receivables provided for above are as follows:

 

2015

2014

A$'000

A$'000

3 to 6 months overdue

37

-

 

Movements in the provision for impairment of receivables are as follows:

 

2015

2014

A$'000

A$'000

Additional provisions recognised

37

-

 

Past due but not impaired

Customers with balances past due but without provision for impairment of receivables amount to A$203,000 as at 30 June 2015 (A$nil as at 30 June 2014).

 

The ageing of the past due but not impaired receivables are as follows:

 

2015

2014

A$'000

A$'000

3 to 6 months overdue

203

-

 

The group did not consider a credit risk on the aggregate balances after reviewing credit terms of customers based on recent collection practices.

 

 

Note 10. Current assets - inventories

 

2015

2014

A$'000

A$'000

Goods for resale

16,252

13,668

Obsolete and slow moving inventory provision

(343)

(865)

15,909

12,803

Stock in transit

1,971

-

17,880

12,803

 

Write-downs of inventories to net realisable value recognised as an expense during the year ended 30 June 2015 amounted to A$904,000 (2014: A$341,000). This expense has been included in 'cost of sales' in profit or loss.

 

Note 11. Current assets - other

 

2015

2014

A$'000

A$'000

Prepayments

432

340

Prepaid inventory

3,948

15,090

Other deposits

316

547

Other current assets

40

67

4,736

16,044

 

Prepaid inventory relates to the costs of goods for resale that have been paid for by the group but not delivered to its distribution centres for further dispatch to the customers who placed the orders as at the reporting date. The corresponding cash received in advance from customers are accounted for within deferred revenue category in the balance sheet which includes the total amount of cash received for the goods not delivered to customers at the reporting date.

 

 

Note 12. Non-current assets - property, plant and equipment

 

2015

2014

A$'000

A$'000

Leasehold improvements - at cost

942

794

Less: Accumulated depreciation

(563)

(341)

379

453

Plant and equipment - at cost

4,640

3,781

Less: Accumulated depreciation

(2,582)

(1,701)

2,058

2,080

Fixtures and fittings - at cost

836

813

Less: Accumulated depreciation

(456)

(307)

380

506

Motor vehicles - at cost

538

445

Less: Accumulated depreciation

(332)

(265)

206

180

3,023

3,219

 

Reconciliations

Reconciliations of the written down values at the beginning and end of the current and previous financial year are set out below:

 

Leasehold

Plant and

Fixtures

Motor

improvements

equipment

and fittings

vehicles

Total

A$'000

A$'000

A$'000

A$'000

A$'000

Balance at 1 July 2013

491

1,514

463

211

2,679

Additions

163

1,335

254

37

1,789

Disposals

(30)

(54)

(94)

(4)

(182)

Exchange differences

(1)

(2)

(1)

2

(2)

Depreciation expense

(170)

(713)

(116)

(66)

(1,065)

Balance at 30 June 2014

453

2,080

506

180

3,219

Additions

119

788

32

94

1,033

Disposals

-

(100)

(11)

-

(111)

Exchange differences

20

144

(13)

(1)

150

Depreciation expense

(213)

(854)

(134)

(67)

(1,268)

Balance at 30 June 2015

379

2,058

380

206

3,023

 

Assets pledged as security

Refer to note 18 for property, plant and equipment pledged as security.

 

Depreciation expense is included in the 'administration expenses' in profit or loss.

 

Note 13. Non-current assets - intangibles

 

2015

2014

A$'000

A$'000

Goodwill - at cost

16,849

16,849

Customer relationships - at cost

2,294

2,019

Less: Accumulated amortisation

(765)

-

1,529

2,019

Software - at cost

4,595

2,819

Less: Accumulated amortisation

(1,683)

(709)

2,912

2,110

ERP system

3,084

1,948

Less: Accumulated amortisation

(857)

(487)

2,227

1,461

23,517

22,439

 

Reconciliations

Reconciliations of the written down values at the beginning and end of the current and previous financial year are set out below:

 

Customer

ERP

 Goodwill

relationships

Software

system

Total

A$'000

A$'000

A$'000

A$'000

A$'000

Balance at 1 July 2013

16,849

-

1,047

1,511

19,407

Additions

-

-

1,512

301

1,813

Additions through business combinations (note 23)

-

2,019

-

-

2,019

Amortisation expense

-

-

(449)

(351)

(800)

Balance at 30 June 2014

16,849

2,019

2,110

1,461

22,439

Additions

-

-

1,761

1,265

3,026

Disposals

-

-

-

(10)

(10)

Exchange differences

-

217

11

-

228

Amortisation expense

-

(707)

(970)

(489)

(2,166)

Balance at 30 June 2015

16,849

1,529

2,912

2,227

23,517

 

Goodwill is allocated to the group's cash-generating units ('CGUs') identified according to countries of operation as follows:

 

2015

2014

A$'000

A$'000

Australia

16,849

16,849

 

The recoverable amount of the CGU was determined based on value-in-use. Cash flow projections used in the value-in-use calculations were based on financial budgets approved by management covering a five year period. Cash flows beyond the five year period were extrapolated using the estimated growth rates stated below:

 

Key assumptions used for value-in-use calculations:

 

2015

2014

%

%

Budgeted gross margin

28.0%

28.0%

Five year compound growth rate

7.0%

12.0%

Long term growth rate

2.0%

2.0%

Pre-tax discount rate

9.0%

9.0%

 

These assumptions were used for the analysis of the country based CGU. Management determined budgeted gross margin based on expectations of market developments. The growth rates used were conservative based on industry forecasts. The discount rates used were pre-tax and reflected specific risk relating to the Australian business.

Based on the assessment, no impairment charge is required. Management have performed a number of sensitivity tests on the above rates and note that there is no impairment indicators arising from this analysis. The recoverable amount exceeded the carrying amount by A$126,000,000.

 

Amortisation expense is included in 'administration expenses' in profit or loss.

 

 

Note 14. Non-current assets - deferred tax

 

2015

2014

A$'000

A$'000

Deferred tax asset comprises temporary differences attributable to:

Amounts recognised in profit or loss:

Tax losses

8,863

2,306

Accrued expenses

310

1,107

Provisions

807

631

Sundry

1,592

2,117

Property, plant and equipment

(946)

(361)

Intangibles

(306)

(404)

Deferred tax asset

10,320

5,396

Movements:

Opening balance

5,396

1,822

Credited to profit or loss (note 7)

5,013

3,978

Additions through business combinations (note 23)

-

(404)

Exchange gain/(loss)

(89)

-

Closing balance

10,320

5,396

 

Deferred income tax assets are recognised for tax losses, non-deductible accruals and provisions and capital allowances carried forward to the extent that realisation of the related tax benefits through future taxable profits is probable.

 

 

Note 15. Current liabilities - trade and other payables

 

2015

2014

A$'000

A$'000

Trade payables

23,838

19,626

Other payables and accruals

4,730

10,277

Contingent consideration

-

215

Sales tax payable

672

-

29,240

30,118

 

 

Note 16. Current liabilities - borrowings

 

2015

2014

A$'000

A$'000

Bank loans

1,098

1,390

Finance lease liability

91

223

1,189

1,613

 

Refer to note 18 for further information on assets pledged as security and financing arrangements.

 

Note 17. Current liabilities - provisions

 

2015

2014

A$'000

A$'000

Employee benefits provision

823

3,593

Lease make good provision

185

178

Gift voucher provision

710

517

Sales returns provision

397

595

2,115

4,883

 

Lease make good provision

The provision represents the present value of the estimated costs to make good the premises leased by the group at the end of the respective lease terms.

 

Gift voucher provision

The provision represents the estimated costs to honour gift vouchers that are in circulation and not expired.

 

Sales return provision

The provision represents the costs for goods expected to be returned by customers.

 

Movements in provisions

Movements in each class of provision during the current financial year, other than employee benefits, are set out below:

 

Lease make good

Gift vouchers

Sales returns

provision

provision

provision

2015

A$'000

A$'000

A$'000

Carrying amount at the start of the year

178

517

595

Additional provisions recognised

-

710

397

Amounts used

-

(517)

(595)

Foreign exchange differences

7

-

-

Carrying amount at the end of the year

185

710

397

 

 

Note 18. Non-current liabilities - borrowings

 

2015

2014

A$'000

A$'000

Finance lease liability

64

262

 

Total secured liabilities

The total secured liabilities (current and non-current) are as follows:

 

2015

2014

A$'000

A$'000

Bank loans

1,098

1,390

Finance lease liability

155

485

1,253

1,875

 

The group has a A$7,174,000 (2014: A$5,274,000) borrowing facility with Australia and New Zealand Banking Group Limited ('ANZ') which is secured by a Corporate Guarantee and Indemnity. It is required to comply with three main covenants in relation to this facility:

• Borrowings base ratio, being the ratio of aggregate facilities to current assets (stock, debtors and cash), must not exceed 65%. The group is in compliance with the covenant as of the reporting date and its strategy is to maintain borrowing base ratios well below the 65% requirement;

• Interest cover ratio, being the ratio of earnings before interest and tax (before abnormal and non-recurring items) over the interest expense, must exceed 3:1 on a quarterly basis. The group is in compliance with the covenant as of the reporting date and its strategy is to maintain interest cover ratios well above the 3:1 requirement; and

• Distributions to shareholders must not be made without the written consent of ANZ. The group is in compliance with the covenant as of the reporting date and at the date these financial statements were authorised for issue.

The group has a GBP £3,000,000 (2014: £Nil) borrowing facility with Hong Kong and Shanghai Banking Corporation Plc ('HSBC') which is secured by a Corporate Guarantee.

 

Assets pledged as security

All bank borrowings of the group are secured by a Corporate Guarantee and Indemnity. Average interest rate incurred on these bank borrowings was 2.1% (2014: 2.9%). The borrowings are expected to be repaid within 90 days.

 

The lease liabilities are effectively secured as the rights to the leased assets, recognised in the balance sheet, revert to the lessor in the event of default.

 

The carrying amounts of assets pledged as security for current and non-current borrowings are:

 

2015

2014

A$'000

A$'000

Cash and cash equivalents

-

200

Plant and equipment

-

485

-

685

 

Financing arrangements

Unrestricted access was available at the reporting date to the following lines of credit:

 

2015

2014

A$'000

A$'000

Total facilities

Bank loans and overdrafts

5,914

1,909

Bank guarantees

63

930

Letters of credit

2,053

-

Interchangeable facilities

5,930

5,194

13,960

8,033

Used at the reporting date

Bank loans and overdrafts

1,098

1,390

Bank guarantees

31

874

Letters of credit

-

-

Interchangeable facilities

3,705

2,283

4,834

4,547

Unused at the reporting date

Bank loans and overdrafts

4,816

519

Bank guarantees

32

56

Letters of credit

2,053

-

Interchangeable facilities

2,225

2,911

9,126

3,486

 

 

Note 19. Non-current liabilities - provisions

 

2015

2014

A$'000

A$'000

Employee benefits provision

328

2,966

 

Long term incentive plan

Refer to note 25 for details on the long term incentive plan.

 

Note 20. Equity - share capital

 

2015

2014

2015

2014

Shares

Shares

A$'000

A$'000

Ordinary shares £nil each - issued and fully paid

150,647,610

150,647,610

-

-

 

Authorised share capital

200,000,000 (2014: 200,000,000) ordinary shares of £nil each. The share capital was converted from £1 per share to £nil per share at a general meeting on 23 May 2014, effective from 28 May 2014.no par value at a general meeting on 23 May 2014, effective from 28 May 2014.

 

Capital reconstruction - group reorganisation (comparative period)

MySale Group Plc ('MySale') was incorporated on 28 April 2014 and was admitted to the Alternative Investment Market ('AIM') on 16 June 2014. Prior to AIM admission, the group undertook a reorganisation such that MySale was established as APAC Sale Group Pte. Ltd.'s ('APAC') parent/holding entity. MySale determined that the acquisition of APAC did not represent a business combination as defined by IFRS 3 'Business Combinations'. The appropriate accounting treatment for recognising the new group structure had been determined on the basis that the transaction was a form of capital reconstruction and group reorganisation. The capital reconstruction had been accounted for using the principles of a reverse acquisition by APAC of MySale.

 

As a result, the financial statements of MySale Group Plc have been prepared as a continuation of the financial statements of the accounting acquirer, APAC. Refer to basis of preparation in note 2. The number of shares on issue shown reflects those of MySale after the reconstruction.

On 27 May 2014, the company issued 132,948,495 ordinary shares of £1 nominal value. On 28 May 2014 these shares were converted into ordinary shares of £nil nominal value, on a share-for-share exchange.

 

Movements in ordinary share capital - issued and fully paid

 

Details

Date

Shares

A$'000

Balance

1 July 2013

-

11,205

Shares issued on capital reorganisation

27 May 2014

132,948,495

227,954

Conversion of ordinary shares

28 May 2014

-

(239,159)

Share issued at AIM admission

16 June 2014

17,699,115

-

Balance

30 June 2014

150,647,610

-

Balance

30 June 2015

150,647,610

-

 

Movements in share premium account:

 

Details

Date

A$'000

Balance

1 July 2013

-

Conversion of ordinary shares

28 May 2014

239,159

Capital received on AIM admission

16 June 2014

72,267

Transaction costs arising on AIM admission

16 June 2014

(5,063)

Balance

30 June 2014

306,363

Balance

30 June 2015

306,363

 

Ordinary shares

Ordinary shares entitle the holder to participate in dividends and the proceeds on the winding up of the company in proportion to the number of and amounts paid on the shares held.

 

On a show of hands every member present at a meeting in person or by proxy shall have one vote and upon a poll each share shall have one vote.

 

Capital risk management

The group's objectives when managing capital is to safeguard the group's ability to continue as a going concern, so that it can continue to provide returns for shareholders and benefits for other stakeholders and to maintain an optimal capital structure to reduce the cost of capital. It is the group's strategy to maintain borrowing base ratio well below 65% requirement in order to comply with the borrowing facility covenants. Refer to note 18.

 

In order to maintain or adjust the capital structure, the group may adjust the amount of dividends paid to shareholders, return capital to shareholders, issue new shares or sell assets to reduce debt.

 

Note 21. Equity - other reserves

 

2015

2014

A$'000

A$'000

Foreign currency reserve

6,099

(120)

Hedging reserve - cash flow hedges

21

(719)

Share-based payments reserve

3,705

-

Capital reorganisation reserve

(132,756)

(132,756)

(122,931)

(133,595)

 

Foreign currency reserve

The reserve is used to recognise exchange differences arising from translation of the financial statements of foreign operations to Australian dollars.

 

Hedging reserve - cash flow hedges

The reserve is used to recognise the effective portion of the gain or loss of cash flow hedge instruments that is determined to be an effective hedge.

 

Share-based payments reserve

The reserve is used to recognise the value of equity benefits provided to employees and directors as part of their remuneration, and other parties as part of their compensation for services.

 

Capital reorganisation reserve

As explained in note 2, the consolidated MySale Group is a continuation of the existing APAC Group. MySale Group Plc has therefore recorded the net assets of APAC Group at their historic carrying value at the date of acquisition as a capital reorganisation reserve in equity. The excess of purchase price over the shareholding acquired of A$132,756,000 has not been capitalised but deducted from equity.

 

Movements in reserves

Movements in each class of reserve during the current and previous financial year are set out below:

 

 Foreign

 Share-based

Capital

 currency

Hedging

payments

reorganisation

Total

A$'000

A$'000

A$'000

A$'000

A$'000

Balance at 1 July 2013

(732)

-

-

-

(732)

Foreign currency translation

612

-

-

-

612

Cash flow hedge

-

(719)

-

-

(719)

Capital reorganisation

-

-

-

(132,756)

(132,756)

Balance at 30 June 2014

(120)

(719)

-

(132,756)

(133,595)

Foreign currency translation

6,219

-

-

-

6,219

Cash flow hedge

-

740

-

-

740

Share-based payments

-

-

3,705

-

3,705

Balance at 30 June 2015

6,099

21

3,705

(132,756)

(122,931)

 

Note 22. Key management personnel disclosures

 

Compensation

The aggregate compensation made to directors and other members of key management personnel of the group is set out below:

 

2015

2014

A$

A$

Short-term employee benefits

1,574

2,019

Post-employment benefits

121

107

1,695

2,126

 

Key management includes directors (executives and non-executives) and key heads of departments.

During the financial year ended 30 June 2015 22,636 (2014: 1,078,584) performance rights were granted to members of key management personnel under share-based payments plans operated by the group as disclosed in note 25.

 

 

Note 23. Business combinations

 

Summary of business combinations (comparative period)

The group acquired the following subsidiaries and businesses during the financial year ended 30 June 2014:

 

Cocosa Lifestyle Limited

On 23 May 2014 the group acquired 100% of the ordinary share capital of Cocosa Lifestyle Limited ('Cocosa'), a UK registered members-only flash sale website selling luxury products on line, from a related party. This acquisition added another website to the group, targeted at the UK market. The acquisition of Cocosa resulted in a bargain purchase of A$932,000 as presented within other operating gains/(loss) in profit or loss. The bargain purchase was due to:

- the acquisition included a membership database of 761,000 members including their key details and email addresses;

- the group has a substantial amount of data to accurately calculate the cost of acquiring members through their global

operations;

- the group has sufficient data to accurately evaluate the buying history of each of the members; and

- Cocosa was acquired for a nominal amount of A$1.

 

Chic Global Limited

On 20 May 2014 Ozsale Pty Ltd acquired 50% of the ordinary share capital of Chic Global Limited for GBP50, which was owned 50:50 between Jamie Jackson (director) and a third party. Chic Global Limited was dormant in the period ended 30 June 2014 and from July commenced selling fast fashion targeting 18 to 25 year olds on MySale flash sites. Non-controlling interest of 50% was recognised using the proportional consolidation value.

 

Simply Send It Pty Limited

On 14 May 2014 the group acquired a 51% interest in Simply Send It Pty Limited for a consideration of A$51 from a related party. The acquired business contributed revenues of A$nil and loss after tax of A$5,000 to the group for the period from 14 May 2014 to 30 June 2014. Non-controlling interest of 49% was recognised using the proportional consolidation value.

 

Details of the acquisitions, in aggregate, is as follows:

 

Fair value

A$'000

Cash and cash equivalents

488

Trade and other receivables

16

Inventories

76

Customer relationships

2,019

Trade payables

(632)

Other payables

(88)

Deferred tax liability

(404)

Other loans

(542)

Net assets acquired

933

Discount on acquisition

(932)

Acquisition-date fair value of the total consideration transferred

1

 

2015

2014

A$'000

A$'000

Cash used to acquire business, net of cash acquired:

Acquisition-date fair value of the total consideration transferred

-

1

Less: cash and cash equivalents

-

(488)

Net cash received

-

(487)

 

Invite to Buy

On 12 September 2014, the group acquired 60% of the ordinary share capital of Handelsselskabet af 1. September 2008 Aps, a company located in Denmark. The Company operates a Danish members-only online Flash Sale site called Invitetobuy.dk. Handelsselskabet af 1. September 2008 Aps is deemed to be a jointly controlled operation of the group. Although the group has a larger share of the ownership and voting rights, there is equal control over the operational and strategic direction of the business. Total investment of A$250,000 has been accounted for using the equity method.

 

Note 24. Earnings per share

 

2015

2014

A$'000

A$'000

Loss after income tax attributable to the owners of MySale Group Plc

(17,789)

(58,542)

 

Number

Number

Weighted average number of ordinary shares used in calculating basic earnings per share

150,647,610

100,448,603

Weighted average number of ordinary shares used in calculating diluted earnings per share

150,647,610

100,448,603

 

Cents

Cents

Basic earnings per share

(11.81)

(58.28)

Diluted earnings per share

(11.81)

(58.28)

 

795,541 (2014: 1,247,262) employee long term incentives have been excluded from the 2015 (2014) diluted earnings calculation as they are anti-dilutive for the period.

 

 

Note 25. Share-based payments

 

During the year the Long Term Incentive Plan (the 'LTIP') previously approved by APAC shareholders in 2012 and which expired at the date of AIM admission on 16 June 2014, was settled in July 2015.

A number of employees were offered the opportunity to defer the payment of their cash bonus owing under the LTIP and to take it in the form of a conditional 'right' to free ordinary shares under the Executive Incentive Plan (EIP). The award converted the cash due to them into ordinary shares at the Placing Price of GBP2.26 with a maximum A$75,000 enhancement if they defer 100% of the entitlement. Total ordinary shares applicable to the conditional award was 684,042 with a vest date of 16 June 2015 and no performance conditions but was subject to continued employment. As at 16 June 2015, all of the employees who agreed to deferral of their entitlement met the continued employment condition and the share right awards vested.

 

The company also established two new employee share plans prior to the AIM admission; (1) the Executive Incentive Plan ('EIP') and (2) the Loan Share Plan ('LSP'). In accordance with the terms of each plan, 50% of the award to eligible employees will vest two years and the balance three years after grant date. Vesting is subject to the Remuneration Committee being satisfied that the underlying performance of the group justifies vesting. In determining this, the Remuneration Committee will have regard to revenue and Earnings Before Interest, Tax, Depreciation and Amortisation ('EBITDA') included in the company's internal forecasts as at the date of allocation.

The current equity award pursuant to the EIP and LSP is not deemed to be achieving its intended objective, and as such The Board and all of its participants, excluding Carl Jackson, have mutually agreed to the cancellation of share awards granted on 28 May 2014. At 30 June 2015 there are 795,541 shares granted under the LSP. The Board is currently reviewing its long term incentive plans and if grants are made previous participants may be eligible for future grants.

 

Set out below are summaries of share and options granted under the plans for directors and employees:

 

2015

Balance at

Expired/

Balance at

Exercise

the start of

forfeited/

the end of

Grant date

Expiry date

price

the year

Granted

Exercised

 other

the year

28/05/2014

16/06/2015 *

£$2.26

684,042

-

-

-

684,042

28/05/2014

16/06/2019 **

£$2.26

102,210

-

-

(102,210)

-

28/05/2014

16/06/2019 ***

£$2.26

461,010

-

-

(349,511)

111,499

22/09/2014

16/06/2019 **

£$0.00

-

18,386

-

(18,386)

-

22/09/2014

16/06/2019 ***

£$0.00

-

45,642

-

(45,642)

-

1,247,262

64,028

-

(515,749)

795,541

 

*

EIP - Share rights

**

EIP - Options

***

LSP

 

 

2014

Balance at

Expired/

Balance at

Exercise

the start of

forfeited/

the end of

Grant date

Expiry date

price

the year

Granted

Exercised

 other

the year

28/05/2014

16/06/2015

£$2.26

-

684,042

-

-

684,042

28/05/2014

16/06/2019

£$2.26

-

102,210

-

-

102,210

28/05/2014

16/06/2019

£$2.26

-

461,010

-

-

461,010

-

1,247,262

-

-

1,247,262

 

The weighted average remaining contractual life of the share plan outstanding at the end of the financial year was 4 years (2014: 2 years).

 

The share-based payment expense for the year was A$335,000 (201: A$4,888,000).

 

 


 

 

This information is provided by RNS
The company news service from the London Stock Exchange
 
END
 
 
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