Reading and Using the Annual Report Case Study. This choice will work only if the company is using the straight-line depreciation method. The company’s choice of depreciation method can be located in the notes to the financial statement in the annual report. If the company does not use this method or does not have long-term assets, you will need to choose another company.
Using your selected company’s financial statement,
- Calculate the average life, average age, and asset turnover ratios. Discuss what each ratio tells you in the context of your chosen company.
- Calculate the accounts receivable turnover ratio and convert that ratio into days. Discuss what each ratio tells you in the context of your chosen company.
Annual report 2019 hmgroup.com Contents H&M Group in brief 4 Comments by our CEO 8 Our brands 12 H&M 13 H&M HOME 14 Weekday 14 COS 15 & Other Stories 16 Sellpy 16 Afound 16 ARKET 17 Monki 17 Markets and expansion 18 Five year summary 20 The H&M share 21 Corporate governance report including the board of directors 22 Auditor’s statement on the corporate governance report 36 Administration report including sustainability report 39 Financial reports 52 Group income statement 52 Consolidated statement of comprehensive income 52 Group balance sheet 54 Group changes in equity 56 Group cash flow statement 57 Parent company income statement 58 Parent company statement of comprehensive income 58 Parent company balance sheet 59 Parent company changes in equity 60 Parent company cash flow statement 61 Notes to the financial statement 62 Signing of the annual report 81 Auditor’s report 83 Calendar and contact details 86 H & M Hennes & Mauritz AB’s annual accounts and consolidated accounts for the financial year 2018/2019 comprise pages 39–81. H&M Spring Fashion 2020. Dresses are in focus in H&M’s new spring collection, where at least 50 percent of the materials are sustainably sourced. Some of the dresses are made of 100 percent organic cotton, while others include fabrics such as recycled polyester or Tencel branded lyocell – a renewable cellulose fibre. See the whole collection at hm.com and read more about the sustainability work of the H&M group at hmgroup.com. 4 H&M Group We are a family of brands driven by our desire to make great design available to everyone in a sustainable way. Together we offer fashion, design and services, that enable people to be inspired and to express their own personal style, making it easier to live in a more circular way. Climate positive value chain The H&M group aims to be climate posi- tive throughout our value chain by 2040. The main priorities for getting there are increased energy efficiency, renewable energy and carbon sinks that can absorb unavoidable greenhouse gas emissions. Fundamental to the H&M group’s climate work is our ambition to become fully circular. Read more about the H&M group’s climate work on pages 46–49. Our transformation work The rapid shift in fashion retail continues. We are driving transformation based on our strategic focus areas to meet customers’ ever-increasing expectations and to secure the H&M group’s position. These focus areas are: to create the best customer offering; a fast, efficient and flexible product flow; investments in our tech foundation; and adding growth. Read more on pages 8–11 and 39–40. From one store in 1947 to 179,000 colleagues around the world In 1947 Erling Persson opened a ladieswear store called Hennes with the idea of making fashion available and affordable to all. The store in Västerås would soon be followed by more. Today, the H&M group is a global design company employing around 179,000 people. We continue to be driven by a desire to create the best offering and the best experience for our customers in a sustainable way. Follow our journey at hmgroup.com. We are set to reach the aim of sourcing 100% of our cotton in a more sustainable way by 2020. This includes cotton which is recycled, organic or sourced through the Better Cotton Initiative. In 2019, 97% of our cotton was sourced in a more sustainable way, up from 95% in 2018. Our brands The H&M group includes H&M, H&M HOME, COS, Weekday, Monki, & Other Stories, ARKET, Afound and Sellpy. Our brands all have their own unique identity, and they complement each other well. Together they offer a great variety of styles and trends within fashion and accessories, beauty and sportswear as well as interiors. Selected stores, mainly at ARKET, also have cafés with a focus on modern healthy food. To help customers achieve a sustainable lifestyle our brands offer several circular services. Explore our brands on pages 12–17. Our values We are one team We believe in people Entrepreneurial spirit Constant improvement Cost-conscious Straightforward and open-minded Keep it simple Our values are based on respect for the individual and a belief in people’s ability to use their initiative. In the H&M group we encourage everyone to be themselves and to respect others for who they are. Shared values help create an open and down-to-earth corporate culture that pro- motes collaboration and an entrepreneurial spirit, and where everyone can make a difference. This values-driven way of working has existed ever since the days of our founder, Erling Persson, and continues to play a very important part in the H&M group’s sustainable development. Read more about how we strive for inclusion and diversity on pages 48–51 and at hmgroup.com. 233 billion Swedish kronor in net sales in 2019, +11% in SEK and +6% in local currencies. +24% online sales growth in SEK in 2019, +18% in local currencies. Digital expansion and integrated channels Our brands are reaching more and more customers. Expansion is taking place online, through stores, digital marketplaces and external platforms. Physical and digital channels are increasingly integrated, and the store portfolio is optimised to ensure a relevant presence in each market. See market overview on pages 18–19. Our sustainability strategy The H&M group’s vision for sustainability is to lead the change towards circular and climate positive fashion while being a fair and equal company. We work according to our ambitious sustainability strategy produced jointly with external and internal experts. Our sustainability work spans the entire value chain, focusing both on our own operations and, together with other stakeholders, the industry in general. Read more on pages 46–51 and at hmgroup.com. 5 H& M G R O U P I N B R I EF Initiatives for an improved customer experience Our aim is to continually enhance the customer experience. Initiatives and improvements are ongoing throughout the supply chain – from design and product development to increased inte- gration of physical stores and online – to make the experience easy and inspiring for customers wherever we meet them. VISUAL SEARCH Visual search is available in 31 markets and uses image recognition to help customers move directly from inspiration to purchase. FIND IN STORE Find in store is offered in 22 markets with continued rollout in 2020. Using their mobiles customers can see in which stores a specific item and size is available. Mobiles are key as digital and physical channels become increasingly integrated. We are con- tinuing to upgrade hm.com and H&M’s mobile app with simpler navigation, improved product visuals and integrated search functions, as well as more payment and delivery options. ONLINE RETURNS IN STORE Online returns in store is available in 16 markets with continued rollout in 2020. GARMENT COLLECTING The H&M group collects used clothes and home textiles, from any brand and in any condition, for reuse and recycling. In 2019 customers brought 29,005 tonnes of textiles into stores globally – up from 20,649 tonnes in 2018. Next day delivery is offered in 14 markets with more to be added in 2020. CLICK & COLLECT Click & collect is offered in 14 markets, where customers can pick up online orders in stores. More markets will be added in 2020. Members of H&M’s customer loyalty programme can shop and pay later against invoice, whether shopping in store or online. This payment solution is available in eight markets, with rollout to additional markets planned in 2020. Digital receipts in the H&M app are now available in most of H&M’s markets. The H&M group’s brands are testing innovative new services such as garment rental, second-hand commerce, made- to-measure jeans, repairs, alterations and climate-smart deliveries – all to help customers achieve a sustainable lifestyle. RFID (Radio Frequency Identification) is currently in 18 H&M markets and more markets will be added in 2020. The global rollout of RFID is continuing with COS and & Other Stories, and will also begin for the other brands in the H&M group this year. Recommended size helps customers find the right size online based on past purchases and is available in 20 markets. #HMxME invites customers to share their fashion stories from Instagram while also providing an easy way to buy the items in the images. HMxME is now in most of H&M’s online markets. SCAN & BUY Scan & buy is available in all H&M’s online markets. The customer scans the QR code on a product in store to find and buy the item online in the size and colour they want. IN-STORE MODE In-store mode allows customers to see on their mobile which items are available in the store they are currently in, as well as online. The service is available in 13 markets. 6 H& M G R O U P I N B R I EF 8 C O M M EN T S BY O U R C EO CEO letter 2019 was a year when we started to see a return on many of our long-term investments – in the form of greater customer satisfaction and increased profits, among other things. Together we have now laid the foundation for a bright future for the H&M group, and our pace of change remains fast. The H&M group’s transformation work continues to bear fruit. Our well- received collections and increased market share show clearly that cus- tomers appreciate the initiatives we are taking. In 2019 full-price sales increased and markdowns decreased, contributing to an improvement in profit for the full year and a strong fourth quarter. Operating profit increased by 12 percent for the full year and 25 percent in the fourth quarter, while the level of activity in our transformation work remained high. The composition and level of the stock-in-trade continued to improve, and the company’s free cash flow increased by more than