Growing our retail and services across Africa -...

Growing our retail and services across Africa

I n t e g r a t e d a n n u a l r e p o r t 2 0 1 7

Choppies Integrated annual report 2017

Contents

1 A NOTE FROM OUR CHAIRMAN

2 CHOPPIEs AT A gLANCE

2 About this report

3 FY17 highlights

3 Who we are

4 Expanding our footprint

6 Our store formats

8 Five-year review

9 Our growth story

10 Stakeholder engagement

11 Our market in context

12 OUR sTRATEgIC APPROACH

13 Our business model

14 Strategic objectives

16 Risk management

18 OUR PERFORMANCE

18 CEO’s report and operational review

20 Value added statement

21 Our people

23 Acting sustainability

24 Corporate social investment

25 ACCOUNTABILITY

25 Ethical leadership

26 Corporate governance

31 Remuneration committee report

33 Social and ethics committee report

34 ANNUAL FINANCIAL sTATEMENTs

90 sHAREHOLdERs’ INFORMATION

90 Shareholders’ analysis

91 Shareholders’ diary

92 Notice of annual general meeting

93 Form of proxy

95 dEFINITIONs

96 Annexure 1 – Directorate

98 CONTACT dETAILs

Choppies is a leading retailer of food and general merchandise across sub-Saharan Africa, with a centralised, in-house distribution network in Botswana, South Africa, Zimbabwe, Zambia and Kenya.

Milestones

1986 – Founded by the Chopdat family– First supermarket opens in Lobatse, Botswana

1992 – Ram Ottapathu joins company

1993

– second store opens in Lobatse

1999

– First superstore opens in Gaborone, Botswana

2003

– First hyperstore opens in Gaborone, Botswana

2004

– Choppies acquires Chathley, Food Mart and MultiSave in Botswana

2008

– First store opens in Zeerust, South Africa– His Excellency Festus Mogae, former President of the Republic of

Botswana, appointed as chairman

2011

– Restructuring completed– Largest hyperstore opens in Rail Park Mall, Gaborone, Botswana

2012

– Listing on BsE– 50th store opens in Botswana

2013

– Choppies acquires Megasave and supasave in Botswana– Expands into Zimbabwe by acquiring 10 Spar stores

2014/2015

– Total stores: 129– New distribution centre opened in Harare– Fruit and vegetable distribution centre opens in Rustenburg– Listing on JSE

2016

– KZN and Eastern Cape acquisition– Commenced Zambian and Kenyan operations

2017

– Opened Mozambique and Tanzania stores

Our mission

To be the best service provider of FMCg in sub-Saharan Africa

CHAIRMANHE Festus Mogae

Corporate information (Registration number: 2004/1681)

BSEISIN: BW0000001072

Share code: CHOPPIESBloomberg code: CHOPPIES BG EQUITY

Reuters code: CHOPP.BTListing date: January 2012

JSE ISIN: BW0000001072

Share code: CHPListing date: May 2015

Total shares in issue: 1 303 628 341

Page reference for further information

More information available on our website: www.choppies.co.bw

New countries entered into during the year were Mozambique and Tanzania to add to the existing presence and expansion in Botswana, South Africa, Zimbabwe, Zambia and Kenya. This continued expansion in sub-Saharan Africa will be furthered by new stores being opened in Namibia in the near future. This is further demonstration of the realisation of Choppies’ strategy in Africa and thus the group is truly recognised as a sub-Saharan business.

Of course, challenges have to be faced when entering new markets. Profitability takes time to come to fruition while establishing the business and putting the required infrastructure in place to generate the desired efficiencies and create operational critical mass. The expansion strategy is fully supported by the board in its oversight role. Feasibility studies are carried out with full analyses of potential returns on investment.

As the group grows, a full appreciation of the capital expenditure and overall future investment requirements is carefully considered. The maturing geographies help support the new investments and expanding the Choppies store footprint. The expansion of the supply chain and business relationships results in goods and services being supplied into the market efficiently. Consumers can avail themselves of a full range of products with an expanding service offering and, beneficially, more Choppies branded products.

Sustainability of the group is supported by continuous training and upliftment of staff and suppliers, with special emphasis on making local purchases, wherever possible. This particularly applies to farmers’ produce. Furthermore, a key strategy adopted by the group is to provide required consumer products to communities that are considered underserved. Choppies wishes to be seen as the supporter of local economies in all the geographies where the group is active. In addition, corporate social investment (“CSI”) initiatives into these communities are a key element of this support. AppreciationAgain, I must thank our CEO, Ram, and his supportive management team for their continued dedication to the Choppies vision and mission and their leadership. I thank all members of staff in all the countries in which we operate for their dedication to the Choppies brand, their hard work and support of the CEO in the business. My appreciation also to my fellow board members for their deliberations and continued support during the course of the year.

Finally, Choppies cannot achieve its objectives without the most important support of all stakeholders. I thus thank you all for your continued involvement and help in our success.

HE Festus G MogaeChairman30 October 2017

Continuing on the path discussed in my chairman’s letter to stakeholders in the 2016 integrated annual report, 2017 has seen further progress into sub-Saharan Africa through expansion of the Choppies network in existing markets and entering new regions.

1Choppies Enterprises Limited Integrated annual report 2017

A note from our chairman

A NOTE FROM OUR CHAIRMAN

Botswana-based Choppies is an investment holding company operating in the retail sector across sub-Saharan Africa. Dual-listed on the BSE and JSE, its operations are food and general merchandise retailing as well as financial services transactions supported by centralised distribution channels, through distribution centres and logistical support assets in Botswana, South Africa, Zimbabwe, Kenya and Zambia.

This is Choppies’ sixth integrated annual report and presents the financial results and the environmental, social and governance performance of the group for the year 1 July 2016 to 30 June 2017.

This report is primarily targeted at current stakeholders and potential investors in the group. Choppies strives to communicate content that is useful and relevant in an open and balanced manner. The report discloses the group’s approach to sustainability that takes account of all resources employed by Choppies in its business activities and all resources and groups on which Choppies has an impact. This should enable stakeholders to accurately evaluate Choppies’ ability to create and sustain value over the short, medium and long term.

The disclosures encompass Choppies’ retail network as well as subsidiaries, as illustrated in the group overview on pages 4 to 5, across all regions of operations. These same entities are included in the company’s consolidated financial statements as set out on pages 34 to 89 of this report.

The annual financial statements are presented in Botswana Pula, which is considered the functional currency. There was no change to any measurement techniques, nor were there any restatements of previously reported information. (For more information see the annual financial statements on pages 34 to 89.)

LeadershipThe group’s independent non-executive chairman is His Excellency Festus Mogae, former President of the Republic of Botswana. The executive directors are Ramachandran Ottapathu (CEO) and Sanooj Pullarote (CFO). The executive directors can be contacted at the registered office of the company. A full list of the directors is set out on pages 96 and 97.

Applicable reporting requirementsThis integrated annual report is prepared in accordance with IFRS, the BSE Listings Requirements, the Botswana Companies Act, the JSE Listings Requirements, the South African Companies Act, the SAICA Financial Reporting Guides as issued by the Accounting Practices Committee and the International Integrated Reporting Framework. Choppies complies in all material respects with the principles contained in the BSE Code of Best Practice on Corporate Governance as well as King III, as encapsulated in the applicable regulations. Any BSE or King III principles which are not applied are explained. The sustainability information has been compiled with reference to the GRI G4 guidelines based on a self-declared core compliance. The GRI index is available on the website at www.choppies.co.bw.

Feedback

A copy of this integrated annual report is available online at www.choppies.co.bw A hard copy is available on request.

We welcome your feedback:Sanooj Pullarote (CFO)Email: [email protected]: +267 397 1855 Fax: +267 397 1806

For additional contact details please see page 98.

AssuranceThe company’s external auditor, KPMG, has independently audited the annual financial statements for the year ended 30 June 2017. Their unqualified audit report is set out on pages 38 to 41. The scope of the audit is limited to the information set out in the annual financial statements on pages 42 to 89.

Responsibility statementThe audit and risk committee acknowledges its responsibility on behalf of the board to ensure the integrity of this integrated annual report. The committee has applied its mind to the report and believes that it appropriately and sufficiently addresses all key strategic issues, and fairly presents the integrated performance of Choppies and its subsidiaries for the year within the scope and boundary outlined above. The audit and risk committee recommended this integrated annual report to the board for approval which then approved it.

Forward looking statementsThis integrated annual report contains forward looking statements that, unless otherwise indicated, reflect the group’s expectations as at year-end. Actual results may differ materially from the group’s expectations. The group cannot guarantee that any forward looking statement will materialise and, accordingly, readers are cautioned not to place undue reliance on these. The group disclaims any intention and assumes no obligation to revise any forward looking statement even if new information becomes available, other than as required by the BSE Listings Requirements and the JSE Listings Requirements or any other applicable regulations.

This does not apply to the financial statements on pages 42 to 89.

Choppies at a glanCe

2 Choppies Enterprises Limited Integrated annual report 2017

About this report

In 2017 we have again demonstrated the progress we are making in transforming Choppies into a sustainable growing company.

Revenue (BWP)

8 852 million (2016: 6 660 million)* ▲ 33%*Normalised – eliminating effects of money transfer accounted for as sales

Gross profit (BWP)

1 873 million (2016: 1 445 million) ▲ 30%

EBITDA (BWP)

342 million (2016: 246 million)* ▲ 39%* Normalised – eliminating BWP31 million for higher realised foreign exchange gains and BWP20 million for the sale of an aircraft

PAT (BWP)

75 million (2016: 65 million) * ▲ 15%* Normalised – eliminating BWP31 million for higher realised foreign exchange gains and BWP20 million for the sale of an aircraft

Financial highlights

A TRuLy SuB-SAhARAN AfRICAN RETAILER


– holding company based in Botswana– 212 stores– Three store formats: Hyperstores; Superstores; Valuestores– Seven sub-Saharan African countries– Retail space 308 704m²– In-house distribution network: · 12 distribution centres · Warehouse space 71 010m² · fleet of 820 commercial vehicles– 15 000+ employees – 98% indigenous staff in countries of operation– Providing customers with more alternatives – we believe that our customers across Africa are ambitious to

improve their standard of living and upscale their shopping experience and we at Choppies work relentlessly to deliver on that promise

Choppies fast facts

FOOTPRINT FIRST STORE LOyALTy RETAIL SPACE POPuLARITy

Operational highlights

Footprint expanded across SEVEN

sub-Saharan African countries

First store opened in Mozambique and

Tanzania

3.5+ million customers

visit Choppies’ 212 stores weekly

Retail space up 21%

50+% of Botswana regularly shop at Choppies

Who we are


FY17 highlights

ZAMBIA

BOTSWANA

MOZAMBIQuE

SOuTH AFRICA

ZIMBABWE

TANZANIA

KENyA

212 storesacross all formats and across 7 countries

11 1 12 32

84 1 71

KENYAGDP (billion): 74.7Currency: Kenyan Shilling (KES)KES vs BWP: 0.0986Number of stores: 11Retail (m2): 20 199

TANZANIAGDP (billion): 50.5Currency: Tanzania Shilling (TZS)TZS vs BWP: 0.0046Number of stores: 1Retail (m2): 469

ZAMBIAGDP (billion): 20.9Currency: Zambian Kwacha (ZMK)ZMK vs BWP: 1.1198Number of stores: 12Retail (m2): 14 488

ZIMBABWEGDP (billion): 14.6Currency: uS DollarNumber of stores: 32Retail (m2): 37 841USD vs BWP: 10.413

BOTSWANAGDP BWP (billion): 164.872Currency: Botswana PulaNumber of stores: 84Retail (m2): 117 963

MOZAMBIQUEGDP MZN (billion): 509.548Currency: Metical (MZN)MZN vs BWP*: 0.1702Number of stores: 1Retail (m2): 1 504

SOUTH AFRICAGDP ZAR (billion): 3 103.54Currency: South African RandZAR vs BWP*: 0.7825

Rustenburg 50Jwayelani 21Number of stores: 71Retail (m2): 116 240

Since inception in 1986 Choppies has grown from a single store in Botswana to over 200 stores in growing African markets which provide the ideal springboard for further expansion into neighbouring underserviced markets:



Expanding our footprint

Got more value-added products like financial services into the system.

Lobatse distribution centre moved to francistown in Jan 2017 which will increase efficiency of northern Botswana operations.

Added clothing in nine hyperstores.

Investment in technology planned to make receiving process more efficient. This will also reduce shrinkage and security expenses.

More house brands under negotiation.

Phenomenal sales growth in North West regions of business with like-for-like growth of 31% and overall growth of 57%.

Achieved positive EBITDA and our objective of being net profit positive is within reach.

Net one pension ATM, Lotto at all stores.

Standard Bank money transfers at North West stores.

Nedbank cash online in KZN stores optimising cash handling process.

Services available: Airtime, Data, Electricity, Bill Payments (DStv), Tickets, handsets and Starter Packs.

BOTSWANA SOUTH AFRICA

Seven new stores opened during the financial year.

We believe that the business will achieve profitability after 15 stores are in operation.

Direct imports from suppliers outside the country to bring more revenue and improve margin.

ZAMBIA

Profitability is improving in the single store which was opened during the year and this store is now making a positive store contribution.

We plan to open one more store in this financial year.

Delivery and logistics are more challenging.

TANZANIA

Supplier terms, delivery schedules, joint promotional plans are under negotiation, which will result in improved margins and streamlining of operations.

With the economy growing above 6% rate we expect this business to grow faster.

New sites are under negotiation and will deliver critical mass and profitability.

We are adding four stores in the current year.

KENYA

Despite tough economic conditions, revenue increased by 14% and EBITDA grew by 356%.

Cash availability, government policies and product availability still pose challenges in the market.

uS Dollar pegged bond notes in Zimbabwe is also a matter of concern for the future.

ZIMBABWE

A store was opened in Tete in January 2017.

Supply lines are improving.

Two more stores are planned for this year.

MOZAMBIQUE

Three stores are being planned to be in place before the end of 2018.

NAMIBIA

Geographical highlights


Valuestore

- >3 000m2

- 62 000 SKus

- Spacious layout

- urban and peri-urban areas

- More affluent consumers demanding greater variety

- 1 500m2 to 1 700m2

- up to 22 000 SKus

- Full supermarket offering (bakery, deli, fresh produce, financial services)

- LSM 3 to 6 customers

- Planned roll-out across Africa

- 1 000m2

- Fewer service offerings

- Based in rural areas with low levels of formal retail

- Target retail consumers in lower income brackets

– Good quality fresh fruits and vegetables sourced directly from market and farmers in South Africa, Botswana and Zimbabwe

– Fruit and vegetable distribution centre unique in Botswana– Specialised fruit and vegetable distribution centre in Rustenburg– Strong support from farming community enables competitive pricing

and stock availability

– In-store bakeries provide customers with freshly baked goods daily including bread, cakes and pastries

– Bakery offering varies according to profile of store and region

Fresh fruit and vegetables Bakery

What we offer in store

“One stop shop” Broad range supermarketConvenience store for

immediate needs



Our store formats

7 COuNTRIES3 fORMATS212 STORES

– Fresh meat and poultry delivered daily– Local supply arrangements with farmers

and abattoir owners in all regions ensure regular and consistent supply

– Takeaway food offerings in all stores– “Store-in-store take-away” concept– Choppies Fried Chicken,

popular in Botswana – being rolled out to South Africa and Zimbabwe

– Daily menu depending on customer profile in every location. Items include fried chicken, chips and curries

– Third-party ATMs– SIM cards/airtime– Mobile money and money transfer– Travel– Local council payments– Pension distributions– Utility payments– Orange Money and MyZaka –

in Botswana– Event and bus tickets– DStv– Choppies provides financial services

in Botswana and South Africa through Blue Label, Kasang in Zambia, and MoB Capital in Zimbabwe

Butchery Takeaway Financial and other services

The group is intent on being the retailer of choice for all the communities we serve. We are focused on growing the business by opening stores which reflect the changing habits and needs of our customers and which will bring new customers and communities into the Choppies family.

Choppies Superstore

Choppies Valuestore


Choppies Hyper

Gross pro�t margin

21.16%19.61%

21.73%21.53%20.40%

2016201520142013 2017

Retail space (m2)

256 075

308 704

188 850155 955

105 100

2016201520142013 2017

EBITDA (%)

3.87%4.03%

6.46%7.02%6.79%

2016201520142013 2017

Return on equity

7.12%4.93%

13.59%

20.38%20.76%

2016201520142013 2017

EBIT (%)

1.57%2.02%

4.50%4.82%4.97%

2016201520142013 2017

Debt to equity

0.35

0.44

0.24

0.32

0.12

2016201520142013 2017

Revenue (BWP’000)

8 852

7 369

5 9455 012

4 029

2016201520142013 2017

Number of employees

14 661 15 234

11 5609 283

7 209

2016201520142013 2017


CHOPPIES AT A GLANCE

Five-year review

EBITDA new regions

(24.04%)

(8.91%)

2016 2017

EBITDA mature regions

2016 2016 normalised 2017

4.83% 4.76%

4.06%

EBIT mature regions


2.63% 2.52%

1.85%

EBIT new regions

(27.75%)

(12.07%)

2016 2017

ROE mature regions


8.75%9.70%

5.91%

ROE new regions

(25.28%)

(24.85%)

2016 2017

ROA mature regions


12.30% 11.91%

8.31%

ROA new regions

(24.86%)

(36.45%)

2016 2017

Our mature markets demonstrated positive growth in terms of earnings and return on equity compared to normalised FY16 numbers. This demonstrates the realisation of our growth plans in existing markets.

Our growth story

Mature markets

New regions

New regions by their nature require longer to demonstrate profitability. However these are already demonstrating a pleasing y-o-y improvement.


Communities: job creation; good corporate citizenship; giving back to the community

Providers of capital and debt financing: sustainable growth; loan covenant compliance; solvency

Suppliers: adherence to payment terms; clear communication of expectations; communication on group’s strategy

Customers: great value for money; convenience; fresh good quality products; availability and variety of products

Government and regulators: tax payments; compliance with legislation

Employees: job security; health and safety; skills development; transparent and regular communication

Shareholders: sustainable growth; share price performance; risk management; management stability and competence; dividends

Engagement with our stakeholders is integral to our sustainability and informs our strategic discussions. We are committed to communicating openly, transparently and in a timely manner which is done through our website, biannual results announcements, integrated annual report, BSE and JSE regulatory announcements, one-on-one meetings, customer surveys and ongoing informal discussions.

We have identified our key stakeholders and the issues that concern them as set out below:


CHOPPIES AT A GLANCE

Stakeholder engagement

In brief, we are Afro-optimists. The sub-Saharan Africa market generally is enjoying exciting growth and we are optimistic this will prevail. The Africa economy is one of few in the world today with an annual GDP growth of more than 5%. According to PwC, many sub-Saharan Africa countries have emerged among the world’s fastest growing economies. For instance, in 2016, Namibia, Tanzania and Mozambique grew at average annual rates of 6.1%, 6.7% and 6.3%, respectively.

In addition, the young and connected middle class is growing quickly and still deciding on its favourite brands – creating a vibrant and competitive consumer market. This, coupled with urbanisation, is good cause for optimism.

Further, a number of African countries are moving towards improved administration and a deepening democracy, which can only be to their regional and continental benefit.

With a population of close on 600 million sub-Saharan Africa offers the best opportunity for retail growth. With the exception of Botswana and South Africa, the retail industry in all the countries is very low allowing much room for improvement.

Since our target market is least affected by recessionary conditions, this creates great promise for growth in our chosen markets.


Our market in context

Our competiti

ve advantages Our competitive advantages Our competitive advantages Our competitive advantages Our com

petitive advantages Our com


petitive advantages Our competitive advantages Our competitive advantages

1

2

3

4

5

Logistics Vehicle fleet Distribution centres

Mai

nten

ance

D

urban processing plant W

hat we contribute What we deliver

Our r

esou

rces

Our co

mpetitive advantage

Farm to shelfor

factory to shelfB

A

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OUR STRATEGIC APPROACH

Our competiti

ve advantages Our competitive advantages Our competitive advantages Our competitive advantages Our com



petitive advantages Our competitive advantages Our competitive advantages

– Critical retail in previously underserved but high-growth regions in sub-Saharan Africa:

• Hyperstores • Superstores • Valuestores – FMCG goods including:

• Meat and poultry • Bakery products • Fresh produce • Takeaway products • Private label goods – Financial and other services – Distribution and supply – Logistics – Maintenance services

What we provide

– Market capital: equity and debt – In-house supply chain with regionalised distribution centres – Sophisticated IT systems – Own transport fleet – Strong brand equity – Product development – Market research – Management expertise and skills – Well-trained employees – Strong relationships with customers, suppliers, funders,

communities and government – Prudent consumption of resources: water, electricity – Restrained, appropriate carbon footprint – Eco-friendly refrigeration – Conscious focus on use of recyclable material – Minimising food wastage

What we put in

– ROE (share price plus dividends) – Affordable groceries in underserviced urban,

semi-urban and rural areas – Value for money for consumers – Business (SMME) stimulus through support for local suppliers

and landlords – major portion of fresh produce in Botswana is distributed through Choppies. In addition Choppies supports all small-scale local manufacturers. This ensures empowerment and development for local communities and industry

– Job creation across sub-Saharan Africa – Economic upliftment – Socioeconomic development – FDI into Africa – over US$150 million invested into

sub-Saharan African countries

The value we create

– Strongly positioned in existing markets – Operating in markets with significant growth

potential – Consistent revenue growth – Highly cash generative – Dividend paying – Full in-house supply chain and logistics – Experienced, stable management team with

proven track record – over 500 managers across regions

– Ideally positioned to springboard into further African markets – achieving critical mass and establishing infrastructure in South Africa positioning Choppies to expand into other sub-Saharan countries

Investment case

Our business model


We are confident that we have been progressing well in terms of meeting our strategic objectives and our progress in this regard as well as plans going forward are outlined below:

Strategic objective Progress Fy17 Targets Fy18

Offer consumers great value for money

– Capitalise on group logistics efficiencies (in-house supply and distribution network)

– 20% of revenue from private label products in Botswana

– Increase private label products to 25% at group level

Ensure cost efficiencies – Increased vehicle fleet

– Improved IT systems

– Additional stores near existing distribution centres maximising economies of scale

– Increased distribution centre supply from current 60% (Botswana); 80% (South Africa); and 50% (Zimbabwe)

– Increase distribution centre supply by end fy18

– Process automation through new Oracle software

– Other retail innovations

Provide consumer value adds – Launched clothing range in Botswana

– Financial services offering in Botswana showing growth

– Blue Label financial services kiosk in South Africa performing well

– Roll out of Blue Label kiosks to Durban stores

– Expand financial services to all markets

Efficient fresh product sourcing

– Established relationships with farmers – Identify additional farmers

Market and regional (African) expansion

– Added new stores in: Botswana (5) South Africa (10) Zimbabwe (2) Zambia (7) Kenya (3) Tanzania (1) Mozambique (1)

– further stores in all existing markets – Entry into Namibia


Strategic objectives


How we achieve our strategic objectives

Farm/factory to shelfOur in-house logistics and distribution network is one of our key competitive advantages and drivers of best value for money to our consumers providing a wide product range and consistent supply of fresh, high- quality products. Our distribution centres are able to handle everything from dry groceries to fresh and perishable produce with the same efficiency. By controlling the logistics, supply (and maintenance) chain we are able to ensure well-stocked shelves, uninterrupted supply to stores, fresh produce and speedy turnaround on maintenance issues. We own both the distribution centres and the vehicle fleet for maximum efficiencies.

Store locationsAll of our stores are located in urban, semi-urban and rural areas in sub-Saharan Africa, with proximity to residential areas and transport nodes.

Our customersWe place customers at the heart of our business and are committed to treating them with respect at all times. With many of our stores located in small rural areas, we pride ourselves on providing value for money and a happy shopping experience to customers and communities across Africa. Our product offering spans food, groceries, clothing, tobacco products, beauty products and other general merchandise as well as value added financial services. To suit every budget, we offer an extensive range of private label Choppies products alongside well-known brand products.

We strive to address the socioeconomic challenges faced by the communities we serve through the supply of high-quality, affordable food for all customers, while providing significant employment and economic opportunities across the value chain.

Our customers are primarily value-conscious, lower to middle-income consumers (LSM 3 to 6), cash, small basket shoppers. In Botswana we are adapting our service offering to meet the needs of our increasing number of higher to middle-income customers.

We engage regularly with our customers through independent market research and surveys and this feedback informs our strategic decisions.

Choppies private labelWe have 286 quality own brands ranging from food and beverages to cosmetics, clothing and cleaning products, which provide our customers a quality, cost-conscious option.

Choppies private label SKus

Botswana 286South Africa 240Zimbabwe 221Zambia 117Kenya 13Mozambique 11

Our peopleCentral to achieving our strategic objectives is our team of dedicated colleagues who have extensive expertise and experience in the retail industry. Our success is built on the efforts of well-trained and enthusiastic staff.

Logistics

– Custom designed enterprise resource planning system across all countries

– Centralised management with collated real-time data

– Centralised pricing systems helps efficiencies

Vehicle fleet

– 820 commercial vehicles

– Enhances brand awareness – serves as moving billboard

Distribution centres

– 12 wholly owned distribution centres• Botswana 22 950m² Gaborone, Lobatse and

Francistown • South Africa 34 619m² Rustenburg (two) and

Durban • Zimbabwe 8 313m²

Bulawayo and Harare • Zambia 1 680m² Lusaka• Kenya 3 448m² Nairobi and Kisumu– Strategically located– Central depot for retail stores– Supplier agreements negotiated per region– Stores charged handling and delivery fees– Supported by group services and logistics functions

Maintenance

– Managed in-house– Provides stores

with plumbing, refrigeration, electrical and other general repair and maintenance services

– Lead-time and maintenance costs significantly reduced

Processing plant

– Meat processing plant (Durban)


Effective risk management supports the delivery of our strategic objectives. The board of directors, through the audit and risk committee, is responsible for monitoring risk management, including identifying areas of risk which may impact the group and suggesting appropriate controls for mitigation. The internal audit function is responsible for ongoing risk assessment, conducting control testing for design and operating efficiencies and reporting to the audit and risk committee.

Risks are recorded in a risk register along with the relevant mitigations. The risk register is a working document which is updated regularly and presented to the audit and risk committee and to the board at each meeting. Our current key identified risks and their respective mitigations at the moment are set out below:

Rating of risks at September 2017

Nature Risks Description Mitigation Impact Likelihood Rating

Strategic S1 Dependence on key executives and skilled employees

Continuity of key executive and skilled employees is critical in geographies with low availability of skilled resources.

– Succession planning for all key positions– Competitive/attractive remuneration and incentives– Entrenching a culture of rewards and recognition– Investment in skills through internal and external

training and workshops– Sponsoring higher studies for selected resources

4.00 3.33 13.32

Strategic S2 Expansion and investment into new geographies

New markets involve capital outlays and learning curves as well as new operational risks. New geographies are also defined by their own respective political and economic risk dynamics.

– Risk analysis for new investments – Conducting due diligence by reputed consultants

prior to decision making – full appraisal of investment risks with board clearances

– Thorough check by internal and external teams of all assets acquired

– Local partnerships/joint ventures relationships– Building management and operations teams with

on-the-ground knowledge

3.38 3.25 10.99

Strategic S3 Macroeconomic conditions in particular countries

Some economies remain volatile due to a stressed sociopolitical situation.

– Diversifying expansion from one cluster/region to others that are less volatile

– High degree of localisation in each geography– Entrusting selected management staff to oversee

operations of each geography for quick decision making

– Disaster management plan

4.00 3.00 12.00

Strategic S4 Funding Lack of required funding for business growth.

– Generation of profits for further investment – Raising funding through appropriate institutions– Bond and similar finance – Equity finance

3.50 3.00 10.50

Strategic S5 Supply chain risks Operations are dependent on effective and efficient management of distribution and logistics.

– Operating geographically dispersed distribution centres to optimise operational efficiency

– Managing own fleet of vehicles in each geography with a separate team

– Setting delivery schedules based on historical data for each store to ensure efficient stock reordering levels

3.00 3.00 9.00

Operational R1 Information technology (IT) risks

IT system is key to ensuring availability of accurate, reliable and timely information for informed decision making.

– New ERP system in roll-out overseen by a cross-functional team of experts

– Involvement of consultants with expertise to evaluate IT-related controls on a periodic basis

3.71 3.00 11.13

Operational R2 Non-compliance in various geographies

Non-compliance with local laws, rules and regulations may result in penalties or suspension/closure of operations.

– Involvement of local experts– Continuous oversight of internal audit team– Modifying standard operating procedures to include

compliance requirements for each geography

3.33 2.44 8.13

Operational R3 Food safety and quality

Food safety and quality are integral to maintaining customer trust and brand equity.

– Strict quality control systems through recipe management and standard operating procedures

– Uniformity in product offering and quality across regions

– Regular monitoring by executive management and by heads appointed to manage each category

– Ongoing food safety audits

2.95 3.12 9.20



Risk management


Nature Risks Description Mitigation Impact Likelihood Rating

Operational R4 Impact of commodity prices on economics of different countries

Most of the markets where Choppies operates remain highly exposed to fluctuations in commodity prices.

– Centralised buying and pricing to ensure competitive prices for fast moving essential lines

3.00 2.50 7.50

Operational R5 Accurately anticipating customer demand and preference

Target customers are lower to middle-income group who desire quality value products.

– Continually adapt to meet customer preferences– Develop value for money products– Track purchasing patterns– Customer surveys– Store profiling to cater to specific customer needs

depending on location, target customer group, store formats, etc

– Competitive landscape monitoring

3.00 3.25 9.75

Operational R6 Meeting customers’ quality and value expectations

Choppies is committed to providing quality products at competitive and affordable prices.

– Price benchmarking with competitors– Ensuring price competitiveness on private label and

third-party brands by focusing on centralised buying– Centralised pricing and logistics support

3.00 2.00 6.00

Operational R7 Dependence on key suppliers

Ensuring consistent and timely supply from a defined group of suppliers.

– Central monitoring of all transactions with key suppliers

– Using distribution centres to mitigate supplier dependence

– Keeping number of suppliers within each category within stipulated levels

3.25 2.63 8.55

Operational R8 Social issues such as service delivery disruptions/protests and political unrest

Exposure in different geographies implies exposure to social issues of each country that can hinder effective operation and management.

– Disaster management plan 4.00 2.75 11.00

Operational R9 Negative publicity Negative publicity in print/social media can damage brand reputation.

– Quality control and standard operating procedures– Dedicated team to monitor media– Team for quick and complete remediation of all issues

highlighted

3.50 2.75 9.63

Operational R10 Power and other utility shortages or disruption of essential services

Regular and reliable supply of basic utilities such as power, water, etc is imperative to running operations smoothly.

– Back up provisioning of water and fuel in compliance with standard operating procedures

2.50 2.50 6.25

Impa

ct

HIGH– Would impact business– Threatens viability of breakthrough

innovation

MEDIuM– Risks can be understood

provided potential benefits outweigh costs

LOW– Exposure is well understood– Amenable to low-cost mitigation

Heat map

AVOIDABLE– Happened elsewhere but no

known occurrence in this business

POSSIBLE– A rare occurrence for this business

MANAGEABLE– A regular occurrence for this

business

Probability

R3

R9R10

R2

R5

S5

R6

R7

S2

R1

S1

S4

S3

R8

R4


FY17 marked another successful year of expansion for Choppies notwithstanding macro and specifically African challenges. We relentlessly pursued our growth strategy of expanding our footprint to accumulate critical mass in our existing regions of operation such as Botswana, South Africa, Zimbabwe and Zambia, as well as into new markets. Our footprint and market penetration in existing markets improved year on year. In January 2017 we opened our first store in Mozambique in Tete.

We generated revenue of BWP9 billion and opened 29 new stores across sub-Saharan Africa in total, including five in our core Botswana market, 10 in South Africa, seven in Zambia, two in Zimbabwe, three in Kenya and one each in Tanzania and Mozambique.

We are particularly pleased with the progress of our footprint expansion in our existing markets of operation given that they are all experiencing economic difficulties. Nonetheless, in South Africa, Zimbabwe and Zambia, we have capacity to add more stores to the current distribution network. This will help further maximise economies of scale and improve profitability and EBITDA by a significant margin. We are particularly pleased with the excellent growth we have achieved in South Africa and Zimbabwe.

Our in-house supply chain infrastructure was strengthened by adding more vehicles and forklifts to our fleet and improving and refining our computer software and systems.

Significant growth in online business has occurred and digital marketing is rapidly competing with traditional retail mediums. In order to capitalise on this opportunity we will soon be launching our online business, which will enable our customers to shop from home with store-to-door deliveries in fixed time slots. This will enhance our competitiveness with our supermarket peers.

Our vision and strategy We believe in goal setting then goal achieving, and then goal setting again. We do not rest on our laurels. Therefore, when we reached the 10 000 employee mark, we set our next goal to achieve the US$1 billion revenue mark and I am pleased to report that we are almost on target. This is a watershed milestone for the company and for me, personally, as it marks the realisation of a long-held dream.

Since listing on the BSE in 2012 we have grown sales by three times. The growth and roll-out plan for the future is even more exciting than in the past as we continue to prove our ability to open up new markets. Our rapid growth and future plans will inevitably bring new challenges but we are confident in our ability to meet these and to fulfil our pan African vision.

A good corporate citizenLocalised job creation is a key objective. We have increased our workforce to in excess of 15 000 across sub-Saharan Africa drawing 98% of our staff from local communities. We continue our commitment to training and skills development in the year including the recruitment of 200 graduate interns in support of the Botswana government graduate employment programme. Some of these employees will be deployed in other countries of our operations. Notably inter-country job training initiatives are gaining momentum and more and more staff are getting exposed to this across the organisation. See “Our people” page 21 for further detail.

Support continued for the local Batswana farming community and we remain the largest bulk purchaser of local farm produce in the country. Our farming support initiatives in South Africa, Zimbabwe and Zambia also gained good momentum in the year.

Support of local charitable beneficiaries continued unabated, particularly in our home market of Botswana. See page 24 for more detail on our CSI.

Operational reviewAverage basket size remained constant or reduced slightly. In Zimbabwe basket size continued to decline due to the persistent economic problems and a shortage of currency in circulation.

South Africa, however, achieved a significant improvement in basket size and store footfall, driven by the change in management in the North West and the implementation of our turnaround strategy. We expect this trend to continue for the next financial year, albeit at a slightly lower rate given the substantial initial progress in the year under review.

BotswanaThe Botswana economy struggled given the lower diamond revenues and consequent lower developmental spending by government. Inflation remained under the 6% mark and unemployment continued at high levels.

Notwithstanding these challenges and intensifying competition in the value FMCG sector Choppies successfully maintained its market share. We currently operate 85 stores and will be adding three additional stores in FY18.

The 2016 operating results benefited from the profit on the sale of an aircraft of BWP20 million and higher realised foreign exchange gains of BWP31 million compared to the current financial year. Excluding these two items, profitability for Botswana remained steady with gross profit of BWP72 million up (after considering the BWP31 million forex as BWP20 million will be part of other income) and EBITDA up BWP19 million up (after considering the BWP51 million abnormal item).

Income from financial and other services has been increasing in line with expectations. We expect this to continue at a more rapid rate.

We successfully introduced clothing in nine stores across Botswana. Our CFC brand of chicken has proven successful with sales growth of 49% and with 12 additional SKUs in the range. Our value-added services continue to perform strongly growing by 18%. Post-year-end we partnered with Blue Label to introduce South African services such as DStv subscription payments, event and sports tickets, utility payments, airtime and traffic fine payments to the offering.

During the year we moved our Lobatse distribution centre to Francistown to help increase efficiency in the northern Botswana operations.

Overall we anticipate that the economy will pick up towards 2019 in the run up to the general elections.

South AfricaThe South African operations, excluding Jwayelani, achieved 31% like-for-like growth. Including the Jwayelani group, growth in South Africa totalled 87% (overall growth not like for like). This clearly demonstrates that our business model is recession resilient and well placed to achieve robust growth rates on the back of achieving critical mass. The Blue Label (finance) kiosks are performing much better and we expect to roll out these kiosks to Durban stores in 2018. Choppies Money counters were


OUR PERFORMANCE

CEO’s report and operational review

CEORamachandran Ottapathu

installed across 48 stores. Overall value-added services revenue in South Africa increased from R52 million in the prior year to R142 million. The acquisition of Jwayelani in KwaZulu-Natal in the prior year has vindicated this initiative by proving its contribution to the group. The business has continued to perform well and contributed significantly to our butchery and perishable goods revenue in the North West, South Africa and in other countries of operation. The North West region added 10 new stores and overall sales were up by 57%. KwaZulu-Natal revenue increased by 18%, with footfall increasing by 11% and basket size by 6%.

We will continue adding stores in South Africa, with our distribution centres in Rustenburg and Durban well equipped to supply additional stores. Post-year-end, we have added four new stores in the Rustenburg area.

ZimbabweThis may well be the most stressed economic region on the continent at the current time. Our solid performance shows the relevance of our business model to the economically pressured African continent. Zimbabwe posted overall growth of 17% although like-for-like sales were down 3%. We will continue our growth strategy in this country by adding new stores, as appropriate.

ZambiaThe performance of the seven new stores opened in Zambia in the year was satisfying. We expect the business to break even in the current year and start to achieve the necessary critical mass to help drive profit growth in the future. The operations are now functioning efficiently, independently of the head office, and our team in Zambia exceeded expectations. Improvements in margins will be achieved by utilising the group’s inter-company supply chain.

The growth of the agricultural sector in the country and reducing reliance on copper mining is a clear indication of long-term sustainability. In line with the economic improvement framework we will be opening seven stores in the FY18 and further additional stores thereafter.

There is potential to bring in products from Zambia into Zimbabwe, Botswana and Tanzania. This is being planned and thus we anticipate achieving positive results from this initiative.

KenyaFollowing some initial challenges we have completed the take over of most of the Ukwala stores. Two additional stores were opened following the acquisitions, increasing the total number of stores in the country to 12 at year-end. Four more stores will be opened before the calendar year-end.

Kenya has great potential to become a key market for Choppies in East Africa. We have identified the need to put more senior resources on the ground in order to achieve this potential. The clothing and white goods divisions are getting streamlined and are being outsourced in order to

realise their potential. The financial and other service offerings will be added and we will be increasing the grocery range.

The current retail market in Kenya is moving towards consolidation. This should benefit us in growing our footprint more rapidly than originally anticipated.

TanzaniaOne store was opened during the year. Occupation of the second store was delayed due to ongoing construction. Other identified sites are also facing construction delays. Excluding local head office costs, the store performed profitably. We plan increasing our store numbers in Tanzania over the next few years.

MozambiqueOperations in Tete commenced at the end of January 2017. Trading remained subdued due to low economic activity in the area. A new store will be opened in Maputo and one in Chimoyo. We expect trading in the country to remain under pressure for the next two years but are preparing for future growth and synergies with other geographies.

Looking aheadOverall trade continued to improve during the year and we believe FY18 will continue this growth pattern. As stated above the Zambian operations performed better this year and we are expecting EBITDA to increase in the year ahead. Kenya will start contributing positive EBITDA profit from H2 2018-2019. During FY18 we expect to be positive EBITDA in all major regions. Choppies is moving forward effectively, utilising our resources and human capital efficiently to ensure a balanced organisational delivery.

Our objective to create long-term shareholder value remains uppermost in our strategic thought and anything short of target will not be acceptable to our team. As we progress to delivering on this goal we look forward to our continuing sustainability, social responsibility and creating employment.

AppreciationI thank all our Choppies colleagues and our management teams at head office as well as in the regions for their tenacity in trying conditions, unflagging optimism and commitment. I also thank our chairman and the board for their wise counsel during the year. Finally I must express my appreciation to our loyal shoppers, business partners and shareholders without whose support we would be nowhere.

Ram OttapathuCEO30 October 2017


In BWP2017BWP %

2016BWP %

Revenue (including other income and interest income) 8 903 075 573 7 426 719 525

Direct expenses (7 860 608 326) (6 580 328 176)

Value added 1 042 467 247 100 846 391 349 100

Contribution to employees 686 234 356 65.83 540 801 823 63.90

Community investments 3 146 392 0.30 3 422 260 0.40

Providers of capital 90 418 601 8.67 89 653 944 10.59

Central and local governments 21 348 821 2.05 22 494 626 2.66

Reinvestment into the group

– Depreciation 203 208 771 148 103 446

– Profits ploughed back for expansion 38 110 306 41 915 250

241 319 077 23.15 190 018 696 22.45

Value applied 1 042 467 247 846 391 349

Value added

65.83%

0.30%

8.67%

2.05%23.15%

Contribution to employees

Com

mun

ity in

vest

men

ts Providers of capital

Reinv

estm

ent

into

the g

roup

2017

Central and local governments

Value added

63.90%

0.40%

10.59%2.66%

22.45%

Contribution to employees

Com

mun

ity

inve

stm

ents

Providers

of capital

Reinv

estm

ent

into t

he gr

oup

2016

Central and local

governments


OUR PERFORMANCE

Value added statement

15 234 employees in seven countries

98% of employees are indigenous to the country of operation

5 162 new jobs created of which 3 035 were women

5 226 employees trained in-house

Largest employer of staff with disabilities in Botswana

Country Female Male Total Botswana 3 358 3 537 6 895Mozambique 25 36 61Tanzania 13 28 41Zimbabwe 774 1 025 1 799Zambia 304 343 647Kenya 153 730 883South Africa 2 599 2 309 4 908

Total 7 226 8 008 15 234

Our people are critical to achieving our strategic goals in an operating environment that is defined in all regions by a scarcity of skilled resources. We therefore place great emphasis on retaining our skills through ongoing training and development, rewards and recognition programmes and

competitive and attractive working conditions. A long-term incentive plan is in place for all senior executive employees across the group. In total, 1.48 million shares have been granted to employees. In line with our aim of developing local skills and providing employment 98% of our employees are local to the area of operation where they are employed. This forms part of our greater aim of improving the lives of African citizens.

CountryTotal of new

employeesFemale

employees

Staff retention

%

Botswana 2 286 1 912 32Mozambique 61 25 –Tanzania 41 13 –Zimbabwe 84 37 5Zambia 150 112 48Kenya 883 153 –South Africa 1 657 783 45

Choppies is an equal opportunities employer and discrimination at any level is not tolerated. We employ the largest contingent of people with disabilities in the private sector in Botswana and encourage our other countries of operation to follow this example.

As a rule we prioritise employment from the local communities in all of our regions of operation. By virtue of our stores often being located in rural areas, we are providing employment in areas with minimal pre-existing employment opportunity. This translates over time into full community upliftment. Whenever possible we select management promotions from within the organisation to ensure we give our existing staff every opportunity to advance and develop their careers.

In Botswana all staff compulsorily joined the pension fund, which has proven successful.


Our people

Skills developmentChoppies training is aligned with the Botswana Ministry of Labour and Home Affairs’ requirements for upskilling staff and localisation.

The training programme is focused on operations staff and places a particular emphasis on customer service training. Currently 10 training courses are accredited by the Botswana Qualifying Authority ranging from retail management, management and supervisory skills to forklift operations. Ad hoc external training providers are engaged to provide specific identified training where the internal training is not equipped to do so.

The training programme is addressing the need to better monitor the progression of graduates in the workplace in line with government requirements.

Choppies intends to register its courses for accreditation with a university in the SADC region to provide staff, who would otherwise not qualify for enrolment, with the opportunity for further education. Our engagement with university interns in Zimbabwe will create an improved quality workforce in the long run.

CountryBelow

certificate Certificate Diploma DegreeCIMA/ACCA/

master’s TotalBotswana 6 123 477 135 136 24 6 895Mozambique 52 – 3 6 61Tanzania – 35 1 – 5 41Zimbabwe 1 506 102 123 48 20 1 799Zambia 308 252 61 20 6 647Kenya 443 253 132 37 18 883South Africa 4 576 252 42 35 3 4 908

To date 5 226 employees have been trained in Choppies.


Our people (continued)

OUR PERFORMANCE

Safety, health and environmentSince we are dealing with food on a daily basis, it is imperative to our sustainability that health and safety form a central role in our operations. A formal safety, health and environment (“SHE”) policy is in place which sets out the standards to which the group is required to adhere. The head office SHE officer conducts regular internal audits and any deviations are noted and addressed. An external SHE auditor, Encyclo, conducts an occupational health and safety (“OHS”) audit ensuring every store is visited once every quarter. The audits cover the front office, general shop, service department, receiving department, general safety and employee facilities. See below for outcomes.

An environmental policy is in place which outlines our key strategic thrusts:

➔➔ Reduce carbon footprint through a formal transportation efficiency and fleet management system

➔➔ Promote recycling throughout the group

➔➔ Procure products that use recyclable packaging

➔➔ Tailor staff incentives to encourage a reduction in wastage

➔➔ ➔Use processes and systems that reduce energy consumption

➔➔ Encourage the adoption of similar principles by suppliers

➔➔ Invest in an electronic control system for refrigeration

➔➔ Implement a training programme to raise awareness of environmental issues

➔➔ Select suppliers based, among other factors, on their environmental performance

➔➔ Install low energy LED lights in stores

Acting sustainability


Food safetyPleasingly, each store’s quarterly audit during the year saw the average hygiene ratio increasing by 5% and the number of failures reducing significantly. Our current rating for the group, in total, is 86% in this category. The audits encompass specifically the butchery, deli and bakery and takeaway to ensure food safety and hygiene practices are adhered to and the production and delivery of food products are safe for human consumption. This includes the auditor sampling high-risk, ready-to-eat foods, surface swabs on food contact surfaces and hand swabs of food handlers. These are then tested in laboratories for microbiological contamination against set standards. The audit criteria includes country-specific food safety legislation of Botswana, South Africa, Zimbabwe, Zambia and Kenya.

Safety Choppies subscribes to a zero-harm policy and we are committed to preventing accidents that may affect our employees, equipment, facilities or customers. To this end, we have a comprehensive group policy in place which covers a wide range of areas, including ventilation, hygiene, storage procedures, plant and equipment safety and energy and water management. Adherence to the policy is monitored by regular audits.

The head office SHE officer is responsible for health and safety throughout the group. Each store has a SHE representative in place who reports to the head office SHE officer.

Five minor injuries were reported throughout the group during the year. The affected staff received additional training in safe operating procedures to ensure no recurrence. We currently do not formally track the lost-time injury frequency rate (“LTIFR”), but intend to do so going forward.

The environmentChoppies recognises the need to limit our environmental impact for sustainable growth. We are committed to leading our industry in this regard at home in Botswana, and are striving to achieve the same position in the other countries in which we operate.

We are currently embarking on a two-year programme to change store lighting to LED. Light energy consumption has halved in those stores where this has already been implemented. A number of other initiatives were undertaken during the year to help conserve resources, including the use of environmentally friendly refrigeration gases, more energy-efficient cabinets, installation of master grease traps to maintain effluent quality and a pilot water recycling programme.

Choppies has fully complied with all environmental laws and regulations.

Waste managementZero waste management training forms part of the formal staff training programme, which has resulted in significant waste reduction in many stores. Strict waste separation procedures ensure segregation into paper, plastic and other biodegradable waste. The paper and plastic waste is disposed of to recyclers while the biodegradable waste is disposed of by licensed waste disposal companies. Used oil is stored separately and collected by recyclers. One of our primary recycling targets, which we are currently meeting, is to ensure that no paper or plastic goes to landfills.

Choppies is a signatory to a trade effluent agreement with Water Utilities Corporation in Botswana. Effluent water samples are collected from each store on a quarterly basis and tested to determine compliance levels. To date, we have achieved 100% compliance.

Choppies is committed to being a socially responsible company and specifically supporting the local communities in which we operate. Through our extensive store network across seven countries we participate in meeting the needs of the diverse communities quickly and effectively. During the year we contributed over BWP3.15 million to a number of beneficiaries, a sample of which is highlighted below:

Botswana➔➔ In partnership with Virgin Active Gaborone, Choppies organised a wellness day for staff members to promote health and wellness in the workplace. ➔➔ Together with the Lady Khama Charitable Trust Fund, Choppies donated BWP1.2 million in groceries to border patrol soldiers and nurses working over the Christmas holidays.➔➔ Donation of food hampers to Gamodubu Children Home in Gaborone, which cares for over 100 children under the age of 17.➔➔ Participation in a lunch for Gabane House of Hope, an old-age home located in Gabane. Choppies also donated blankets and towels. ➔➔ Organised a lunch for orphans at Childline Botswana on Mother’s Day.

South Africa➔➔ Donation of hampers to Women Against Rape.➔➔ Donation of grocery hampers to a children’s community centre, Rustenburg.➔➔ Donation of snack hampers to a children’s centre in Boshoek, North West.

Zambia➔➔ Support to Njovu Community Centre in Chibolya province, which provides education activities and sponsorship for over 200 troubled youth.

Zimbabwe➔➔ Donation of groceries to Ingutsheni Central Hospital in Bulawayo.


Acting sustainability (continued)

Corporate social investment

OUR PERFORMANCE

We are committed to acting with the highest standards of ethical behaviour at all times. We regard sound corporate governance as imperative to ensuring a sustainable business. In order to ensure ethical practices and sound governance we have implemented a number of policies as set out below. Alongside these policies we ensure ethical standards are adhered to through regular training for all employees including whistleblowing with an efficient reportback mechanism from regional operations and ensuring any violations are dealt with quickly and in accordance with process. We prominently display the whistleblower’s toll-free number at all stores.

Our global anti-corruption policy is directed at both business partners and employees. The policy encompasses the tenets of Botswana’s Corruption and Economic Crime Act 1994, United States Foreign Corrupt Practices Act, the United Kingdom Bribery Act and other legislation enacted in accordance with the Organisation for Economic Cooperation and Development Convention on Combating Bribery of Foreign Public Officials in International Business Transactions. All employees across all regions of operation are required to adhere to the policy as well as to any country-specific anti-corruption laws.

The Choppies employee confidentiality and non-disclosure agreement prohibits relevant employees from disclosing confidential company information to which they may become party.

The Choppies whistleblowing policy ensures a safe mechanism is in place for employees to anonymously report any unethical behaviour. During the year 85 calls were received of which 42% related to unethical practices. All were rectified and action taken against unethical behaviour.

During the year a single code of conduct was developed to be implemented across all regions to ensure uniform practices across the organisation. This will continue to form part of the standard employment agreement and requires all employees to conduct themselves with the utmost respect, integrity and accountability at all times. Management and supervisory structures monitor compliance with the code at both corporate and retail level. Part of the monitoring is conducted through the whistleblowing centre. In addition, compliance monitoring at group level is carried out through internal auditing, HR and finance.

In the year the whistleblowers’ centre and HR conducted a series of training workshops for Botswana-based staff on the various policies above, with an emphasis on ethical behaviour. 67% of all Botswana staff attended these workshops. The whistleblowing mechanism has worked well in Botswana with more staff making use of it following the training. We intend to conduct similar awareness training and campaigns in the other regions of operation where usage is not yet at the expected level.


ACCOUNTABILITY

Ethical leadership

Governance structure

Key responsibilities➔➔ Recommendation and monitoring performance of external audit➔➔ Clearance of non-audit work and the approval of the external auditor’s fees➔➔ Review and then recommend the financial reporting to the board➔➔ Monitoring progress of the internal audit department➔➔ Monitoring progress of the corporate governance model➔➔ Information technology issues➔➔ Risk register➔➔ Recommendation for adoption of the integrated annual report➔➔ Results announcements➔➔ Application of solvency test➔➔ Recommendation of the dividend

Key responsibilities➔➔ Overall remuneration strategies of the group➔➔ Recommendation on remuneration of CEO, CFO and non-executive directors➔➔ Granting of shares in terms of the employee share incentive scheme➔➔ Succession plans for the group’s key management positions

Key responsibilities➔➔ Monitor group’s activities in terms of social and economic development➔➔ Comply with the South African Companies Tribunal with respect to the South African subsidiaries of the group➔➔ Promotion of the responsibilities outlined in the constitutions of the countries where the group is active

(See full report page 36)

Robert Matthews+ (chairman)Dorcas Kgosietsile+

Sydney Muller+


Sydney Muller+ (chairman)Dorcas Kgosietsile+

Ramachandran Ottapathu (CEO)Brett Stewart*


Sydney Muller+ (chairman)Robert Matthews+

Ramachandran Ottapathu (CEO)Dorcas Kgosietsile+

Brett Stewart*

Audit and risk committee Remuneration committee Social and ethics committee

MembersHis Excellency Festus G Mogae+ (chairman)Farouk Ismail* (deputy chairman)Ramachandran Ottapathu (CEO)Dorcas Kgosietsile+

Robert Matthews (British)+

Sydney Muller (South African)+

Sanooj Pullarote (Indian) (CFO)Brett Stewart (American/South African)*

Responsibilities➔➔ Overall strategy of the group➔➔ Organisational development➔➔ Selecting, remunerating and evaluating executive management➔➔ Evaluating management’s actions in ensuring the integrity and reliability of the group’s financial systems and reporting➔➔ Reviewing and approving the annual budget➔➔ Reviewing the investment strategy and major capital expenditure investments ➔➔ Compliance with good corporate governance➔➔ Assurance procedures and policies➔➔ Organisational policies➔➔ Succession planning➔➔ Considering and adopting the integrated annual report, including the annual audited financial statements➔➔ Dividend declarations, including solvency and liquidity clearances

*Non-executive +Independent non-executive

Board


ACCOUNTABILITY

Corporate governance

We are committed to maintaining the highest standards of governance and adopt stringent compliance practices. Our disclosure standards are regulated by the Botswana Companies Act, BSE Listings Requirements, BSE Code of Best Practice on Corporate Governance, JSE Listings Requirements, South African Companies Act and King III. The board appreciates that effective governance is a key driver of sustainability and acknowledges its responsibility in this regard. This includes reporting on its operations and results to stakeholders in a transparent and timely manner.

The group’s application of King III is set out on pages 28 to 30 of this report.

The boardThe board consists of eight directors, six of whom are non-executive directors with four of these being independent.

The role and responsibilities of the chairman and the CEO have been clearly defined and are distinct. The independent chairman is responsible for ensuring proper governance of the board and its committees, ensuring that the interests of all stakeholders are protected and facilitating constructive relations between the executive and the board. The CEO is responsible for the overall operations of the group and implementation of the strategy and objectives adopted by the board.

Board and committee meetings attendances

DirectorBoard

meetings

Audit and risk committee

meetings

Remuneration committee

meetings

Social and ethics

committee meetings

His Excellency Festus G Mogae+ (chairman) 2/4Ramachandran Ottapathu (CEO) 4/4 3/3 2/2 2/2Farouk Ismail# 2/4Dorcas Kgosietsile+ 4/4 3/3 2/2 2/2Robert Matthews+ 4/4 3/3 2/2 2/2Sydney Muller+ 4/4 3/3 2/2 2/2Sanooj Pullarote (CFO) 4/4 3/3 2/2 2/2Brett Stewart# 3/4 3/3 2/2 2/2

Committee membersAndrew Coppin 1/1# Non-executive +Independent non-executive

Internal control The financial and operational systems of internal control are designed to provide reasonable assurance that transactions are concluded in accordance with management’s authority, that the assets are adequately protected against material losses, unauthorised acquisition, use or disposal, and that transactions are properly authorised and recorded.

Management monitors the operation of the internal control systems in order to determine if there are deficiencies. Corrective actions are taken where appropriate. The CFO and chief internal audit executive play key roles in this regard. The board, operating through the audit and risk committee, oversees the internal control environment and financial reporting process. There are inherent limitations on the effectiveness of any system of internal control, including the possibility of human error and the circumvention or overriding of controls. Accordingly, an effective internal control system can provide only reasonable assurance with respect to financial statement preparation and the safeguarding of assets.

Internal audit functionInternal audit is governed by a board-approved charter which enshrines the independence of the function. The department is structured under a chief internal audit executive and is well staffed for the programmes that it is currently undertaking. Internal audit has mainly focused on operational activities to date and is planning coverage of strategic areas. It will carry out a comprehensive enterprise-wide risk assessment and hold a focused risk management session with senior executive staff. Thereafter it will report on key risk areas to the audit and risk committee. To date

operational audits have been carried out in Botswana, South Africa, Zimbabwe, Kenya and Zambia. Audits for Mozambique and Tanzania are planned for the year ahead. Continuing improvements have been noted in the application of the standard operating procedures throughout the group.

Internal audit is a key management tool and has direct access to the chairman of the audit and risk committee. It reports to meetings of the audit and risk committee. As an important element of Choppies’ combined assurance model, it plays an independent role in assessing the financial and internal control system of the group. Findings and recommendations arising from the internal audit process are discussed with the CFO and COO on a regular basis. The CEO receives monthly feedback and action plans.

The appropriate qualifications and experience of the chief internal audit executive have been assessed and are appropriate to the position.

Company secretaryThe company secretary is Corporate Services (Pty) Limited, a suitably qualified, competent and experienced professional firm. The company secretary representative is not a director of the company. The board has considered the individuals at Corporate Services who perform the company secretarial functions, as well as the directors and shareholders of Corporate Services, and is satisfied that there is an arm’s length relationship between the company secretary and the board (which can remove the company secretary from office).


The board reviews the competence, qualifications and experience of the company secretary annually and reports to the board thereon. The board has determined that it is satisfied with Corporate Services’ current competence, qualifications and experience as Choppies’ company secretary.

The company secretary provides the directors, collectively and individually, with guidance as to their duties, responsibilities and powers and ensures that the directors are aware of all laws and legislation relevant to, or affecting the group.

Independent adviceAll non-executive directors have unrestricted access to management at any time as well as to the group’s external auditor. Further, all directors are entitled to seek independent professional advice on any matters pertaining to the group as they deem necessary and at the group’s expense.

IT governanceAn IT governance function is in place and is regularly monitored by management in terms of the efficiency of IT controls, policies and processes. All policies and procedures are documented and provided to the relevant employees.

During the year Choppies developed its own cloud storage for certain functions, established an IT helpdesk and developed a new application to carry out monthly audits at stores.

It is critical to efficient operation within the group and high availability of connectivity at store level that it is prioritised as well as a VPN channel to other countries for secure data transfer. POS integration with Stanbic and Barclays banks ensures an accurate on-site merchant reporting and consolidation report, eliminating manual data entry errors and improving audit capability.

To ensure the effectiveness of internal IT controls, Choppies applies a ticketing system and daily dashboard on the speed of services, proactive monitoring on network and UPS preventive maintenance and software upgrades. Going forward, monthly improvement action plans and reviews, restricted access to an application and physical sites and internet usage controlled with proxy and Firewall will also be introduced.

Choppies ensures the latest antivirus and firewall software is in place to block viruses, malware and spyware as well as to block unwanted ports to protect systems and networks from cyber attacks. Strong backup procedures are in place with scheduled backup and primary or secondary storage for each application. These are regularly reviewed.

A business continuity plan and disaster recovery plan is in place.

Appointment and rotation of directorsDirectors are appointed in accordance with a formal and transparent appointment policy. Board members are formally appointed for a period of three years and retire on a rotation basis. Retiring directors may make themselves available for re-election provided that they remain eligible. Farouk Ismail and Festus Mogae will be retiring by rotation and standing for re-election at the upcoming annual general meeting.

King III applicationChoppies is cognisant of the introduction of King IV and will be applying the new principles going forward. At present the group has applied the principles of King III as set out below:

Key: ✓ – Compliant U – Under review X – Non-compliant P – Partially compliant n/a – Not applicable

ChAPTER 1: EThICAL LEAdERShIP And CORPORATE CITIZEnShIP COMMEnT1.1 The board should provide effective leadership based on an ethical foundation ✓

1.2 The board should ensure that the company is and is seen to be a responsible corporate citizen ✓

1.3 The board should ensure that the company’s ethics are managed effectively ✓

ChAPTER 2: BOARdS And dIRECTORS2.1 The board should act as the focal point for and custodian of corporate governance ✓

2.2 The board should appreciate that strategy, risk, performance and sustainability are inseparable ✓

2.3 The board should provide effective leadership based on an ethical foundation ✓

2.4 The board should ensure that the company is and is seen to be a responsible corporate citizen ✓

2.5 The board should ensure that the company’s ethics are managed effectively ✓

2.6 The board should ensure that the company has an effective and independent audit committee ✓

2.7 The board should be responsible for the governance of risk ✓

2.8 The board should be responsible for information technology (“IT”) governance ✓

2.9 The board should ensure that the company complies with applicable laws and considers adherence to non-binding rules, codes and standards

✓

2.10 The board should ensure that there is an effective risk-based internal audit ✓

2.11 The board should appreciate that stakeholders’ perceptions affect the company’s reputation ✓


ACCOUNTABILITY

Corporate governance (continued)

ChAPTER 2: BOARdS And dIRECTORS (continued) COMMEnT2.12 The board should ensure the integrity of the company’s integrated annual report ✓

2.13 The board should report on the effectiveness of the company’s system of internal controls ✓

2.14 The board and its directors should act in the best interests of the company ✓

2.15 The board should consider business rescue proceedings or other turnaround mechanisms as soon as the company is financially distressed as defined in the Act

✓

2.16 The board should elect a chairman of the board who is an independent non-executive director. The CEO of the company should not also fulfil the role of chairman of the board

✓

2.17 The board should appoint the chief executive officer and establish a framework for the delegation of authority

✓

2.18 The board should comprise a balance of power, with a majority of non-executive directors. The majority of non-executive directors should be independent

✓

2.19 Directors should be appointed through a formal process ✓

2.20 The induction of and ongoing training and development of directors should be conducted through formal processes.

Occurs when required on specific topics

P

2.21 The board should be assisted by a competent, suitably qualified and experienced company secretary ✓

2.22 The evaluation of the board, its committees and the individual directors should be performed every year. This is being introduced in 2018 for board and all committees as a self-assessment

X

2.23 The board should delegate certain functions to well-structured committees but without abdicating its own responsibilities

✓

2.24 A governance framework should be agreed between the group and its subsidiary boards ✓

2.25 Companies should remunerate directors and executives fairly and responsibly ✓

2.26 Companies should disclose the remuneration of each individual director and certain senior executives ✓

2.27 Shareholders should approve the company’s remuneration policy. Remuneration committee has oversight and reports to the board

X

ChAPTER 3: AudIT COMMITTEES3.1 The board should ensure that the company has an effective and independent audit committee ✓

3.2 Audit committee members should be suitably skilled and experienced independent non-executive directors

✓

3.3 The audit committee should be chaired by an independent non-executive director ✓

3.4 The audit committee should oversee integrated reporting ✓

3.5 The audit committee should ensure that a combined assurance model is applied to provide a coordinated approach to all assurance activities

✓

3.6 The audit committee should satisfy itself of the expertise, resources and experience of the company’s finance function.

The finance function is being upgraded due to the introduction of the Oracle system and associated enhanced board financial reporting requirements

U

3.7 The audit committee should be responsible for overseeing of internal audit ✓

3.8 The audit committee should be an integral component of the risk management process ✓

3.9 The audit committee is responsible for recommending the appointment of the external auditor and overseeing the external audit process

✓

3.10 The audit committee should report to the board and shareholders on how it has discharged its duties ✓

ChAPTER 4: ThE GOVERnAnCE OF RISK4.1 The board should be responsible for the governance of risk ✓

4.2 The board should determine the levels of risk tolerance ✓

4.3 The risk committee or audit committee should assist the board in carrying out its risk responsibilities ✓

4.4 The board should delegate to management the responsibility to design, implement and monitor the risk management plan.

A risk register is in operation and risks are being reassessed with regard to the Oracle implementation. The audit and risk committee and board are involved in this process

U


ChAPTER 4: ThE GOVERnAnCE OF RISK (continued) COMMEnT4.5 The board should ensure that risk assessments are performed on a continual basis ✓

4.6 The board should ensure that frameworks and methodologies are implemented to increase the probability of anticipating unpredictable risks

✓

4.7 The board should ensure that management considers and implements appropriate risk responses ✓

4.8 The board should ensure continual risk monitoring by management ✓

4.9 The board should receive assurance regarding the effectiveness of the risk management process ✓

4.10 The board should ensure that there are processes in place enabling complete, timely, relevant, accurate and accessible risk disclosure to stakeholders

✓

ChAPTER 5: ThE GOVERnAnCE OF InFORMATIOn TEChnOLOGy5.1 The board should be responsible for IT governance ✓

5.2 IT should be aligned with the performance and sustainability objectives of the company ✓

5.3 The board should delegate to management the responsibility for the implementation of an IT ✓

5.4 The board should monitor and evaluate significant IT investments and expenditure ✓

5.5 IT should form an integral part of the company’s risk management ✓

5.6 The board should ensure that information assets are managed effectively ✓

5.7 A risk committee and audit committee should assist the board in carrying out its IT responsibilities ✓

ChAPTER 6: COMPLIAnCE WITh LAWS, RuLES, COdES And STAndARdS6.1 The board should ensure that the company complies with applicable laws and considers adherence to

nonbinding rules, codes and standards✓

6.2 The board and each individual director should have a working understanding of the effect of the applicable laws, rules, codes and standards on the company and its business

✓

6.3 Compliance risk should form an integral part of the company’s risk management process ✓

6.4 The board should delegate to management the implementation of an effective compliance framework and processes

✓

ChAPTER 7: InTERnAL AudIT7.1 The board should ensure that there is an effective risk-based internal audit ✓

7.2 Internal audit should follow a risk-based approach to its plan. Future risk-based internal audit plans based on risk register

U

7.3 Internal audit should provide a written assessment of the effectiveness of the company’s system of control and risk management

✓

7.4 The audit committee should be responsible for overseeing internal audit ✓

7.5 Internal audit should be strategically positioned to achieve its objectives ✓

ChAPTER 8: GOVERnInG STAKEhOLdER RELATIOnShIPS8.1 The board should appreciate that stakeholders’ perceptions affect a company’s reputation ✓

8.2 The board should delegate to management to proactively deal with stakeholder relationships stakeholders and the outcomes of these dealings

✓

8.3 The board should strive to achieve the appropriate balance between its various stakeholder groupings, in the best interests of the company

✓

8.4 Companies should ensure the equitable treatment of shareholders ✓

8.5 Transparent and effective communication with stakeholders is essential for building and maintaining their trust and confidence

✓

8.6 The board should ensure that disputes are resolved as effectively, efficiently and expeditiously as possible ✓

ChAPTER 9: InTEGRATEd REPORTInG And dISCLOSuRE9.1 The board should ensure the integrity of the company’s integrated annual report ✓

9.2 Sustainability reporting and disclosure should be integrated with the company’s financial reporting. Report on sustainability matters is included in the integrated annual report. Further progress will be made in 2018

P

9.3 Sustainability reporting and disclosure should be independently assured. Sustainability regarding safety, health and environmental issues are externally audited

P


Corporate governance (continued)

ACCOUNTABILITY

The remuneration committee is responsible for assisting the board in setting the remuneration policy for the group and ensuring that this aligns with the overall business strategy. Attracting and retaining skilled employees is a key factor in our success and sustainability given that we operate in regions characterised by skills shortages. Choppies seeks to ensure our approach and policies in this regard will enable the group to attract and retain personnel who will create long-term value for all stakeholders.

The remuneration committee comprises independent non-executive directors Sydney Muller (chairman) and Dorcas Kgosietsile, non-executive director Brett Stewart and CEO Ramachandran Ottapathu. The CFO attended meetings by invitation in the year. Full attendance registers are set out on page 27.

The committee’s terms of reference are reviewed annually. The committee chairman reports to the board at each scheduled board meeting providing feedback and recommendations. The individual members of the committee have full access to all benefit information relating to any employee in respect of whom the committee will be making its remuneration recommendations.

Remuneration philosophy and policyIndustrial class workersIncreases are based on government policy and inflation. Employees are graded according to an annual performance appraisal.

ManagementIncreases are linked to meeting and exceeding set performance standards with reference to:➔➔ the scope and nature of an employee’s role;➔➔ market benchmarks;➔➔ personal performance and competence;➔➔ affordability;➔➔ company performance and specifically sales growth; and➔➔ actual and projected consumer price index figures.

Long-term share incentive planA long-term share incentive plan has been finalised and is now applicable to senior executives of the company. The scheme is intended to promote the continued growth of Choppies Enterprises Limited and its subsidiaries. At the end of each financial year, the directors of the company may, in their sole discretion, adopt a resolution which sets out the basis on which shares are to be granted to employees. The number of shares granted to an employee will vest in that employee in even tranches on the first, second and third anniversary of the date on which the directors resolved to instruct the trustees to grant the shares to the employee. Shares will be transferred from the trust to the employee concerned once they have vested in the employee. On 22 May 2017, the group issued 12 000 000 ordinary shares valued at BWP30 720 000, to the Choppies group incentive trust. Of the 12 000 000 shares, 1 475 000 shares were granted to selected employees as on 30 June 2017 at the market price of the shares as on that date. No shares have vested in these employees at the reporting date. The shares remain under the control of the trust, and ultimately the group, until they have vested.

Incentive scheme at store levelThere is a performance linked incentive scheme in place at store level taking into account key performance indicators (“KPIs”) such as sales, gross profit, stock controls, safety, health and environment.

Contracts of employmentExecutives of the group are on a three year contract and are employed in terms of the group’s standard contract of employment. The notice period for termination of service is one (1) calendar month. Normal retirement age ranges between 60 and 65 years, unless the executive is requested by the board to extend his term. Executive directors and executives do not have exceptional benefits associated with the termination of their employment.

Remuneration committee report


Remuneration committee report (continued)

directors’ remuneration paid 2017

In BWP Salary Sitting feesOther

allowance Retainer fee Total

directorsHE Festus G Mogae* 529 392 66 666 596 058Mr Sydney Muller* 366 667 750 000 1 116 667Mr Robert Matthews* 366 667 66 667 264 000 697 334Mrs Dorcas Kgosietsile* 366 667 264 000 630 667Mr Farouk Ismail† 1 586 000 1 586 000Mr Ramachandran Ottapathu (CEO) 10 595 196 10 595 196Mr Sanooj Pullarotte (CFO) 1 059 000 666 139 1 725 139Mr Brett Stewart+ –

Total 13 769 588 1 166 667 732 806 1 278 000 16 947 061

directors’ remuneration paid 2016

In BWP Salary Sitting feesOther

allowance Retainer fee TotaldirectorsHE Festus G Mogae* 529 392 133 332 662 724Mr Sydney Muller* 366 667 366 667Mr Robert Matthews* 366 666 366 666Mrs Dorcas Kgosietsile* 366 666 366 666Mr Farouk Ismail 4 064 177 4 064 177Mr Ramachandran Ottapathu (CEO) 10 741 853 10 741 853Mr Manikandan Madakkavil# (CFO) 771 628 771 628Mr Sanooj Pullarotte## (CFO) 764 867 764 867

Total 16 871 917 1 233 331 – – 18 105 248+ Non-executive *Independent non-executive #Resigned 10 December 2015 ##Appointed 10 December 2015† Farouk Ismail resigned as executive director and appointed as non-executive director from 1 April 2017➔Retainer fees amounting to BWP426 000 paid for FY2016 have been included in FY2017 retainer fees

Sydney MullerRemuneration committee chairman30 October 2017


ACCOUNTABILITY

The JSE Listings Requirements require the group to have in place a formal social and ethics committee (“SEC”) in line with the South African Companies Act. The South African Companies Tribunal has determined that the SEC must be constituted at the South African subsidiary level and the committee therefore covers specifically the South African operations of the group. It has been further agreed with the Companies Tribunal, that SEC meetings can be held in Botswana.

The board has approved and adopted a formal charter, which guides the committee in ensuring the South African subsidiaries conduct all business in an ethical and properly governed manner in compliance with South African requirements, and reviews or develops policies, governance structures and practices for sustainability.

The committee is chaired by independent non-executive director Sydney Muller and further comprises CEO Ramachandran Ottapathu, independent non-executive directors Robert Matthews and Dorcas Kgosietsile and non-executive director Brett Stewart. Attendance at committee meetings is set out on page 27.

The committee is responsible for executing the duties contemplated by the South African Companies Act as well as any additional duties assigned to it by the board of directors. Although management is tasked with the day-to-day operational sustainability of the South African subsidiaries, the board remains ultimately responsible for group sustainability.

The core purpose of the committee is to regularly monitor activities in terms of social and economic development with regard to relevant legislation in South Africa, having regard for all legal requirements and prevailing codes of best practice.

The committee is responsible for reviewing:➔➔ performance in respect of B-BBEE and employment equity legislation to the extent applicable to the group’s South African operations;➔➔ skills and other development programmes aimed at the skills development of employees;➔➔ corporate social investment programmes;➔➔ labour practices and policies;➔➔ code of ethics and whistleblowing process;➔➔ stakeholder relations;➔➔ promotion of the responsibilities outlined in the constitutions of the countries where the group is active; and➔➔ progress in addressing the principles of the UN Global Compact Principles and the OECD.

Management reports to the committee on matters relevant to its deliberations and the committee, in turn, draws relevant matters to the attention of the South African board and the overarching group board. Mechanisms to encourage ethical behaviour, such as the code of conduct, anti-corruption policies and the whistleblowers’ hotline were assessed by the committee in the year to confirm their adequacy.

Sydney MullerSocial and ethics committee chairman30 October 2017

Social and ethics committee report


35 Directors’ responsibility statement

35 Declaration by company secretary

36 Audit and risk committee report

37 Directors’ report

38 inDepenDent auDitor’s report

42 Statements of profit or loss and other comprehensive income

43 Statements of financial position

44 Statements of changes in equity

45 Statements of cash flows

46 Significant accounting policies

54 Notes to the financial statements


for the year ended 30 June 2017

Annual financial statements

ANNUAL FINANCIAL STATEMENTS

The directors are responsible for the preparation and fair presentation of the consolidated and separate financial statements of Choppies Enterprises Limited, comprising the statements of financial position at 30 June 2017 and the statements of profit or loss and other comprehensive income, statements of changes in equity and cash flows for the year then ended, the accounting policies and the notes to the financial statements, in accordance with International Financial Reporting Standards (“IFRS”).

The directors are also responsible for such internal control as the directors determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error, and for maintaining adequate accounting records and an effective system of risk management. In addition, the directors are responsible for the preparation and presentation of the other information accompanying the financial statements.

The directors have made an assessment of the ability of the company and its subsidiaries to continue as going concerns and have no reason to believe these businesses will not be going concerns in the year ahead.

The auditor is responsible for reporting on whether the consolidated and separate annual financial statements and annual financial statements are fairly presented in accordance with the applicable financial reporting framework.

approval of the consoliDateD anD separate financial statements The consolidated and separate financial statements of Choppies Enterprises Limited, as identified in the first paragraph, were approved by the directors on 6 October 2017 and are signed on their behalf by:

‘

ramachandran ottapathu robert n matthewsCEO Director


Declaration by company secretary


Directors’ responsibility

We declare that, to the best of our knowledge, the company has lodged with the Botswana Companies and Intellectual Property Commission all such returns as are required of a public company in terms of the Botswana Companies Act, and that all such returns are true, correct and up to date.

corporate services (pty) limitedCompany secretary30 October 2017


The audit and risk committee is a committee appointed by the board of directors. The committee has its own charter, which is approved by the board. The committee consists of three independent non-executive directors, one of whom acts as chairman. The chief executive officer, chief financial officer, the external auditor and chief internal audit executive attend by invitation. Other executives may be requested to attend sections of meetings as required. Other directors may attend meetings by invitation. The make up of the committee complies with advised corporate governance credentials and members have the expected levels of experience.

meetings and activities of the committeeThree meetings of the committee were held during the year. The major topics dealt with by the committee were:➔➔ planning for the external audit process, including discussions on key issues related to the external audit process, the proposed fee for the audit and other related matters;➔➔ year-end planning for clearance of the audited financial statements and receipt of the external audit reports on issues discussed in the external audit process relating to the group;➔➔ review of the integrity of the integrated annual report;➔➔ review of press releases, specifically for six-month and annual financial reporting purposes;➔➔ consideration of proposed dividends payable to shareholders and applying the requisite solvency tests;➔➔ review of management accounts and related activity reports. During the year an improved financial reporting model was introduced after discussions with and input from experienced consultants. This is part of the continuing improvement in the financial management of the group by providing well-informed reports to management, the committee and the board; ➔➔ review of the risk register for an understanding of key risks related to the group categorised into strategic and operational risk;➔➔ oversight over the governance and progress of information technology with regard to projects and risks concerning business continuity and disaster recovery issues. Overall the committee is satisfied that the implementation of the Oracle System is on plan; ➔➔ activities of the internal audit department and discussions with the chief internal audit executive with regard to progress and training in his department to achieve the objectives set out in the internal audit charter. Consideration is specifically given to the understanding of key risks in the internal audit programme planning process;➔➔ the combined assurance model provides assurance through management controls, internal and external audit. The committee is satisfied that basic internal financial controls are in place; ➔➔ continuing progress has been made related to compliance with the BSE Code of Best Practice on Corporate Governance, specifically with regard to adoption of King III. Attention has been given by the board through the social and ethics committee to the code of conduct, whistleblowing and fraud and ethics issues; and ➔➔ compliance with regulatory issues relating particularly to the Botswana Stock Exchange, Johannesburg Stock Exchange, the applicable Companies Acts, Trading Acts and the relevant Income and other Tax Acts.

reporting to the boardThe committee reports on important issues discussed at its meetings to the next board meeting following the committee meeting.

Reporting to the board is on all relevant key issues, making recommendations on topics that require board approval. Such topics include external audit recommendations, clearance of non-audit work and the approval of fees paid to the external auditor; progress of the internal audit department; progress of the corporate governance model; information technology issues; risk register for strategic and operational risks; recommendation for adoption of the integrated annual report; press releases related to six-month and annual financial information; application of the solvency test and the declaration of the dividend payable to shareholders; and other matters considered to be of relevance to the deliberations of the board.

committee membership and attendance

Name Status Sept 2016 March 2017 June 2017

Robert N Matthews Chairman of committee Independent non-executive director

Y Y Y

Dorcas A Kgosietsile Independent non-executive director Y Y YSydney A Muller Independent non-executive director Y Y Y

robert n matthewsAudit and risk committee chairman30 October 2017



Audit and risk committee report



The directors have pleasure in presenting their report and the consolidated and separate financial statements of Choppies Enterprises Limited for the year ended 30 June 2017.

General informationChoppies Enterprises Limited is a company registered and domiciled in the Republic of Botswana and listed on the Botswana Stock Exchange (“BSE”). The company has a secondary listing on the Johannesburg Stock Exchange (“JSE”). The company registration number is 2004/1681.

nature of businessThe business of the group is concentrated in the retail supermarket industry. Choppies Enterprises Limited and its subsidiaries operate in Botswana, South Africa, Zimbabwe, Zambia, Kenya, Tanzania and Mozambique. Choppies Enterprises Limited operates as an investment holding company.

financial position anD resultsThe financial position and results for the year are reflected in these financial statements set out on pages 42 to 89.

stateD capitalThe group issued 12 000 000 ordinary shares valued at BWP30 720 000 to the Choppies Group Share Incentive Trust on 22 May 2017 (2016: nil). At the reporting date the total number of shares in issue was 1 303 628 341 (2016: 1 291 628 341).

preference sharesThere was no movement in the number of preference shares during the year (2016: 10 000 preference shares at a value of BWP1 495 were issued). At the reporting date the total number of preference shares in issue was 730 000 (2016: 730 000).

DiviDenDsA gross dividend of BWP36 529 939 was declared and paid during the current financial year (2016: BWP62 990 131).

events after reportinG DateThe directors are not aware of any matters or circumstances arising since the end of the financial year to the date of this report, not dealt with in the annual financial statements, which would have a material effect on the financial results, position or operations of the group.

DirectorsThe directors during the year and up to the date of approval of the financial statements were: His Excellency Festus Gontebanye Mogae (chairman), Ramachandran Ottapathu, Farouk Ismail, Dorcas Kgosietsile, Robert Neil Matthews, Sydney Alan Muller, Brett Sean Stewart and Sanooj Pullarote.

secretaryCorporate Services (Pty) Limited PO Box 406 Kgale Mews Gaborone Botswana

reGistereD aDDressUnit 5, Plot 115Kgale Mews GaboroneBotswana

inDepenDent auDitorKPMGPlot 67977, Off Tlokweng RoadFairgroundsPO Box 1519GaboroneBotswana

bankersAbsa Bank South Africa Limited; Bank of Baroda (Botswana) Limited; Barclays Bank of Botswana Limited; Barclays Bank of Zimbabwe Limited; Capital Bank Botswana Limited; Central African Building Society (“CABS”) Limited; Diamond Trust Bank Limited; FBC Bank Limited; First National Bank (South Africa) Limited; First National Bank Botswana Limited; Nedbank South Africa Limited; Stanbic Bank Botswana Limited ; Standard Bank Limited; Standard Bank South Africa Limited; Standard Chartered Bank Botswana Limited; Standard Chartered Bank Kenya Limited; Standard Chartered Bank Limited; Steward Bank Limited; ZB Bank Limited; Bank Gaborone Limited; Barclays Bank Mozambique SA; Barclays Bank of Tanzania Limited; Barclays Bank Zambia Plc.


Directors’ report

independent auditor’s reportto the members of choppies enterprises limitedopinionWe have audited the consolidated and separate financial statements of Choppies Enterprises Limited (“the group and company”), which comprise the statements of financial position at 30 June 2017, the statements of profit or loss and other comprehensive income, the statements of changes in equity and the statements of cash flows for the year then ended and a summary of significant accounting policies and the notes to the financial statements, as set out on pages 42 to 89.

In our opinion, the consolidated and separate financial statements give a true and fair view of the consolidated and separate financial position of Choppies Enterprises Limited at 30 June 2017, and of its consolidated and separate financial performance and consolidated and separate cash flows for the year then ended in accordance with International Financial Reporting Standards.

basis for opinionWe conducted our audit in accordance with International Standards on Auditing (“ISA”). Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Consolidated and Separate Financial Statements section of our report. We are independent of the group and company in accordance with the International Ethics Standards Board for Accountants’ Code of Ethics for Professional Accountants (“IESBA Code”), and we have fulfilled our other ethical responsibilities in accordance with the IESBA Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

key audit mattersKey audit matters are those matters that, in our professional judgement, were of most significance in our audit of the consolidated and separate financial statements of the current period. These matters were addressed in the context of our audit of the consolidated and separate financial statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.

assessment of goodwill for impairment

This key audit matter is applicable to the consolidated financial statements.

Refer to the accounting policies for goodwill and impairment of non-financial assets on pages 46 and 47 respectively and note 7 on goodwill, including the application of judgements and estimates in determining the valuation of goodwill.

the key audit matter how the matter was addressed in our auditGoodwill arose from the acquisition of retail operations in Botswana, Kenya, South Africa and Zimbabwe. At year-end, goodwill comprises 15% of the group’s total assets.

The group assesses goodwill for impairment on an annual basis, or earlier when there are indicators of impairment. The group determined the recoverable amount of each cash-generating unit (“CGU”) using the value in use model, based on cash flow projections and terminal values.

The assessment of goodwill for impairment requires the application of significant judgement and assumptions in determining cash flow projections to assess whether the recoverable amounts exceed the carrying amount of goodwill recognised in the consolidated financial statements. The cash flow projections were based on assumptions about average sales growth rates per year, gross profit margins, long-term inflation rates and terminal growth rates. The cash flows were discounted at discount rates applicable to the relevant CGU or geographical area.

Given the significance of this balance, the judgements made by management and the assumptions applied assessing goodwill for impairment, we considered the assessment of goodwill for impairment to be a key audit matter in our audit of the consolidated financial statements.

Our procedures included the following, among others:– We identified and evaluated the design and implementation of controls over

the goodwill impairment assessment process.– We evaluated the group’s cash flow projections by performing a retrospective

assessment of the accuracy of the group’s projections, comparing previous projections to actual results achieved.

– We obtained the group’s approved budgets and assessed the reasonableness of the key assumptions applied by management in determining the cash flow projections by:• evaluatingthedesignandimplementationofmanagementreviewcontrolsto

ensure the reasonableness of assumptions applied in the determination of cash flow projections;

• comparingaveragesalesgrowthratesperyear,inflationratesandgrossprofitmargins to external market data and our understanding of the future prospects of the business and the geographical areas in which the CGUs operate;

• evaluatingthereasonablenessofthegrossprofitmarginsinrelationtohistorical results and our understanding of the group’s business model; and

• comparingdiscountratesandterminalgrowthratesappliedtoexternalmarketdata.

– We performed sensitivity analyses on the cash flow projections to determine the impact of changes to key assumptions on management’s assessment of goodwill for impairment.

– We assessed the adequacy of disclosures in the group’s financial statements.

KPMG, Chartered Accountants Audit Plot 67977, Off Tlokweng Road, Fairgrounds Office Park PO Box 1519, Gaborone, Botswana Telephone +267 391 2400 Fax +267 397 5281 Web http://www.kpmg.com/

Partners: AG Devlin* NP Dixon-Warren FJ Roos** G Motsamai *British ** South African

KPMG, a partnership domiciled in Botswana and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity.

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF CHOPPIES ENTERPRISES LIMITED We have audited the group financial statements and the financial statements of Choppies Enterprises Limited, which comprise the statements of financial position at 30 June 2016, and the statements of profit or loss and other comprehensive income, changes in equity and cash flows for the year then ended, the significant accounting policies and the notes to the financial statements, as set out on pages xx to xx. Directors’ Responsibility for the Group Financial Statements and Financial Statements The directors are responsible for the preparation and fair presentation of these financial statements in accordance with International Financial Reporting Standards, and for such internal control as the directors determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Auditor’s Responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with International Standards on Auditing. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.


Partners: AG Devlin* NP Dixon-Warren FJ Roos** G Motsamai *British ** South African


INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF CHOPPIES ENTERPRISES LIMITED We have audited the group financial statements and the financial statements of Choppies Enterprises Limited, which comprise the statements of financial position at 30 June 2016, and the statements of profit or loss and other comprehensive income, changes in equity and cash flows for the year then ended, the significant accounting policies and the notes to the financial statements, as set out on pages xx to xx. Directors’ Responsibility for the Group Financial Statements and Financial Statements The directors are responsible for the preparation and fair presentation of these financial statements in accordance with International Financial Reporting Standards, and for such internal control as the directors determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Auditor’s Responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with International Standards on Auditing. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.



Partners: AG Devlin* NP Dixon-Warren FJ Roos** G Motsamai *British ** South African VAT Number: P03623901112

Independent auditor’s report

To the members of Choppies Enterprises Limited

Opinion

We have audited the consolidated and separate financial statements of Choppies Enterprises Limited (the group and company), which comprise the statements of financial position at 30 June 2017, the statements of profit or loss and other comprehensive income, the statements of changes in equity and the statements of cash flows for the year then ended and a summary of significant accounting policies and the notes to the financial statements, as set out on pages 13 to 57. In our opinion, the consolidated and separate financial statements give a true and fair view of the consolidated and separate financial position of Choppies Enterprises Limited at 30 June 2017, and of its consolidated and separate financial performance and consolidated and separate cash flows for the year then ended in accordance with International Financial Reporting Standards.

Basis for Opinion

We conducted our audit in accordance with International Standards on Auditing (ISAs). Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Consolidated and Separate Financial Statements section of our report. We are independent of the group and company in accordance with the International Ethics Standards Board for Accountants’ Code of Ethics for Professional Accountants (IESBA Code), and we have fulfilled our other ethical responsibilities in accordance with the IESBA Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Key Audit Matters

Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the consolidated and separate financial statements of the current period. These matters were addressed in the context of our audit of the consolidated and separate financial statements as a whole, and in forming our



Independent auditor’s report


existence of inventory on hand at year-endThis key audit matter is applicable to the consolidated financial statements.

Refer to the accounting policy for inventory on page 48 and note 8 relating to additional disclosures on inventory.

the key audit matter how the matter was addressed in our auditThe shelf life of consumer or perishable goods is short and inventory comprises 29% of the group’s total assets.

Given the large volumes of inventory held and the geographical spread of locations at which the inventory is held, the group relies on cyclical counts which are performed on a rotational basis to ascertain inventory quantities. No complete counts of all inventory on hand are performed at year-end due to the volumes of inventory.

Where significant differences were identified between the inventory counted and the inventory records, management performed recounts subsequent to year-end. The recounts covered significant product categories in Botswana and complete counts for selected locations in South Africa.

Due to the volume and geographical spread of the inventory held at year-end and the significant effort required by the audit team in assessing the existence of inventory, this matter was determined to be a key audit matter in our audit of the consolidated financial statements.

Our procedures included the following, among others:– In relation to controls:

• weassessedthedesignandimplementationofcontrolsrelatingtothe cyclical counts and purchasing of inventories, as well as the operating effectiveness of controls in respect of purchasing of inventories; and

• we evaluated information technology controls relating to the point of sale system.

– We performed test counts for a sample of items at or on dates close to the reporting date for all locations in Botswana, Kenya, Mozambique and Zambia, and selected locations in South Africa and Zimbabwe.

– For inventory recounts, we attended all recounts and performed test counts of items included in the recounts on a sample basis.

– Where inventory counts were performed before or after year-end, we obtained management’s analysis that either rolled the inventory quantities forward or backward to the quantity on hand at year-end based on purchases, sales and other movements in the intervening period. We assessed the accuracy of the roll-back or roll-forward analyses by tracing inventory movements to supporting documents and reports from the point of sale system.

recoverability of deferred tax assetsThis key audit matter is applicable to the consolidated financial statements.

Refer to the accounting policy relating to deferred taxation on page 48 for the relevant accounting policy and note 6 relating to the disclosures.

the key audit matter how the matter was addressed in our auditThe group recognised deferred tax assets in respect of the deductible temporary differences and accumulated tax losses of certain subsidiaries at year-end. In accordance with the requirements of IAS 12 Income Taxes, deferred tax assets can only be recognised to the extent that it will be probable that these deductible differences and tax losses can be utilised against future taxable profits.

The recognition of deferred tax assets is based on the application of significant judgements and assumptions by management to estimate the sufficiency of future taxable profits and the probability of such future taxable profits being generated. The projections supporting future taxable income were prepared by management for a four to five-year period. These projections were based on approved budgets, which incorporated key assumptions about average sales growth per year, inflation rates and gross profit margins.

We identified the recognition of deferred tax assets as a key audit matter because of the significance of management’s judgements and assumptions in forecasting future taxable profits.

Our procedures included, among others:– We obtained the group’s approved budgets and assessed the reasonableness

of the key assumptions applied by management in determining the taxable income projections by:• comparingaveragesalesgrowthratesperyear,inflationratesandgross

profit margins to external market data and our understanding of the future prospects of the business and the geographical areas in which the businesses operate; and

• consideringthehistoricalaccuracyofforecastsbycomparingpreviousprojections to actual results achieved.

– We assessed whether the assumptions and judgements included in projections were consistent with our knowledge of the business and the assumptions used in the impairment testing of goodwill, as described above.

– We performed sensitivity analyses of the key assumptions used including growth assumptions.

– We assessed the adequacy of disclosures in the group’s financial statements.


assessment of investments in subsidiaries for impairmentThis key audit matter is applicable to the separate financial statements.

Refer to the accounting policies on investments in subsidiaries and impairment of non-financial assets on pages 46 and 47 respectively and note 22 relating to subsidiaries..

the key audit matter how the matter was addressed in our auditInvestment in subsidiaries comprises the company’s most significant asset.

Investment in subsidiaries is measured at cost less accumulated impairment losses. The company assesses its investment in subsidiaries for potential impairment whenever circumstances may indicate the presence of impairment indicators. During the year, certain subsidiaries incurred losses, causing the directors to assess those subsidiaries for impairment. Key considerations in this assessment include the current and projected financial performance of the subsidiaries, including the relevant company’s strategic business model.

The assessment of investments in subsidiaries for impairment requires the application of significant judgement and assumptions in determining future profitability and whether the recoverable amounts exceed the carrying amount of investments recognised in the financial statements. Projections were based on approved budgets, which incorporated key assumptions about expected revenue growth rates, gross profit margins, inflation rates and terminal growth rates.

Given the significance of the investment in subsidiaries and the significance of the judgements made by management, we considered the assessment of investments in subsidiaries for impairment to be a key audit matter in our audit of the separate financial statements.

Our procedures included, among others:– We compared the carrying values of the investment in subsidiaries with the

respective net asset value per the subsidiaries’ audited financial statements. – We obtained the directors’ impairment assessment for the subsidiaries that

were assessed for impairment and:• wecriticallyevaluatedthejudgementsandassumptionsincludedin

the cash flow projections by considering the historical accuracy of forecasts and comparing these to our understanding of the group’s business model.

• we performed sensitivity analyses on the key assumptions used including growth assumptions.

– We assessed whether the assumptions and judgements included in projections were consistent with our knowledge of the business and the assumptions used in the impairment testing of goodwill and the recoverability of deferred tax assets, as described above.

– We assessed the adequacy of disclosures in the company’s financial statements.

other informationThe directors are responsible for the other information. The other information comprises the rest of the information contained in the integrated annual report, but does not include the consolidated and separate financial statements and our auditor’s report thereon.

Our opinion on the consolidated and separate financial statements does not cover the other information and we do not express an audit opinion or any form of assurance conclusion thereon.

In connection with our audit of the consolidated and separate financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the consolidated and separate financial statements or our knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

responsibilities of directors and those charged with governance for the consolidated and separate financial statementsThe directors are responsible for the preparation of consolidated and separate financial statements which give a true and fair view in accordance with International Financial Reporting Standards, and for such internal control as the directors determine is necessary to enable the preparation of consolidated and separate financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the consolidated and separate financial statements, the directors are responsible for assessing the group and the company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the group and/or the company or to cease operations, or have no realistic alternative but to do so.

auditor’s responsibilities for the audit of the consolidated and separate financial statementsOur objectives are to obtain reasonable assurance about whether the consolidated and separate financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs will always detect a material misstatement when it exists. Misstatements can arise




Independent auditor’s report (continued)

from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these consolidated and separate financial statements.

As part of an audit in accordance with ISA, we exercise professional judgement and maintain professional scepticism throughout the audit. We also: – Identify and assess the risks of material misstatement of the consolidated and separate financial statements, whether due to fraud or error, design and

perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

– Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the group and the company’s internal control.

– Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the directors. – Conclude on the appropriateness of the directors’ use of the going concern basis of accounting and based on the audit evidence obtained, whether a

material uncertainty exists related to events or conditions that may cast significant doubt on the group and the company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the consolidated and separate financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the group and/or the company to cease to continue as a going concern.

– Evaluate the overall presentation, structure and content of the consolidated and separate financial statements, including the disclosures, and whether these financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

– Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion.

We communicate with the directors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

We also provide the directors with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, related safeguards.

From the matters communicated with the directors, we determine those matters that were of most significance in the audit of the consolidated and separate financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.

kpmG Certified auditorsPracticing member: AG Devlin, 1996006030 October 2017Gaborone


Group company

In BWP’000 Notes 2017 2016 2017 2016

Revenue 1 8 852 397 7 369 005 33 771 58 265 Cost of sales (6 979 223) (5 924 214) – – Gross profit 1 873 174 1 444 791 33 771 58 265 Other income 39 749 52 265 – – Operating income 1 912 923 1 497 056 33 771 58 265 Expenditure (1 773 975) (1 348 442) (221) (209)Administrative expenses (1 430 322) (1 086 843) (221) (209)Selling and distribution expenses (56 416) (49 022) – – Other operating expenses (287 237) (212 577) – – Operating profit 138 948 148 614 33 550 58 056 Net finance costs (42 959) (21 214) – – Interest cost (53 889) (26 664) – – Interest income 10 930 5 450 – – Profit before taxation 2 95 989 127 400 33 550 58 056 Taxation 3 (21 349) (22 495) – –

profit for the year 74 640 104 905 33 550 58 056 Attributable to:Owners of the company 83 923 109 527 33 550 58 056 Non-controlling interests (9 283) (4 622) – – other comprehensive incomeitems that will be reclassified to profit or loss:Foreign currency translation differences from foreign operations (net of taxes) 3 186 (19 861) – – Attributable to:Owners of the company 5 721 (21 055) – – Non-controlling interests (2 535) 1 194 – –

profit and total comprehensive income for the year 77 826 85 044 33 550 58 056

Attributable to:Owners of the company 89 644 88 472 33 550 58 056 Non-controlling interests (11 818) (3 428) – –

77 826 85 044 33 550 58 056

earnings per share – thebeBasic earnings per share 6.50 8.48

Diluted earnings per share 6.50 8.48



Statements of profit or loss and other comprehensive income


Group company

In BWP’000 Notes 2017 2016 2017 2016

assetsnon-current assets 1 874 559 1 740 579 524 024 426 347 Plant and equipment 4 1 206 087 1 082 968 – – Deferred taxation assets 6 105 267 51 431 – – Investment in subsidiaries 22 – – 524 024 426 347 Investments in new projects 5.2 46 651 95 560 – – Goodwill 7 516 554 510 620 – – current assets 1 547 005 1 115 556 422 516 489 675 Inventories 8 1 006 479 703 539 – – Investments in listed shares 5.1 3 3 – – Advances and deposits 9 93 638 83 212 – – Taxation refundable 3.1 2 045 – – – Trade and other receivables 10 238 043 191 444 20 – Amounts due from related entities 11.1 19 051 4 901 422 066 489 116 Cash and cash equivalents 13 187 746 132 457 430 559

total assets 3 421 564 2 856 135 946 540 916 022

eQuity anD liabilitiesequity 1 514 889 1 473 593 932 675 902 176 Stated capital 14.1 906 196 875 476 906 196 875 476 Preference shares 14.2 87 87 – – Retained earnings 682 216 634 823 26 479 26 700 Treasury shares 14.3 (30 720) – Foreign currency translation reserve (29 679) (35 400) – – Equity attributable to owners of the company 1 528 100 1 474 986 932 675 902 176 Non-controlling interests (13 211) (1 393) – – non-current liabilities 670 695 468 072 – – Long-term borrowings 16 557 546 412 897 – – Deferred taxation liabilities 6 38 298 – – Deferred lease liabilities 17 74 851 55 175 – –

current liabilities 1 235 980 914 470 13 865 13 846 Trade and other payables 18 994 055 694 411 187 164 Amounts due to related entities 11.2 1 499 9 551 13 678 13 682 Taxation payable 3.1 9 370 20 027 – – Current portion of deferred lease liabilities 17 5 988 4 651 – – Current portion of long-term borrowings 16 114 091 105 459 – – Bank overdraft 13 110 977 80 371 – –

total equity and liabilities 3 421 564 2 856 135 946 540 916 022


at 30 June 2017

Statements of financial position

In BWP’000Stated capital

Preference shares

Retained earnings

Treasury shares

Foreign currency

translation reserve

Total amounts

attri-butable to

the owners of the parent

Non-controlling

interests Total

GroupBalance at 1 July 2015 875 476 86 588 286 – (14 345) 1 449 503 2 035 1 451 538 total comprehensive income for the year – – 109 527 – (21 055) 88 472 (3 428) 85 044 Profit – – 109 527 – – 109 527 (4 622) 104 905 Other comprehensive income – – – – (21 055) (21 055) 1 194 (19 861)transactions with owners – 1 (62 990) – – (62 989) – (62 989)Dividend declared – – (62 990) – – (62 990) – (62 990)Issue of preference shares – 1 – – – 1 – 1

balance at 30 June 2016 875 476 87 634 823 – (35 400) 1 474 986 (1 393) 1 473 593

total comprehensive income for the year – – 83 923 – 5 721 89 644 (11 818) 77 826 Profit – – 83 923 – – 83 923 (9 283) 74 640 Other comprehensive income – – – – 5 721 5 721 (2 535) 3 186

transactions with owners 30 720 – (36 530) (30 720) – (36 530) – (36 530)Dividend declared – – (36 530) – – (36 530) – (36 530)Issue of ordinary shares 30 720 – – – – 30 720 – 30 720 Purchase of treasury shares – – – (30 720) – (30 720) – (30 720)

balance at 30 June 2017 906º 196 87 682 216 (30 720) (29 679) 1 528 100 (13 211) 1 514 889

companyBalance at 1 July 2015 875 476 – 26 909 – – 902 385 – 902 385 total comprehensive income for the yearProfit – – 58 056 – – 58 056 – 58 056 transactions with owners – – (58 265) – – (58 265) – (58 265)Dividend declared – – (58 265) – – (58 265) – (58 265)

balance at 30 June 2016 875 476 – 26 700 – – 902 176 – 902 176

total comprehensive income for the yearProfit – – 33 550 – – 33 550 – 33 550

transaction with owners 30 720 – (33 771) – – (3 051) – (3 051)Issue of ordinary shares 30 720 – – – – 30 720 – 30 720 Dividend declared – – (33 771) – – (33 771) – (33 771)

balance at 30 June 2017 906 196 – 26 479 – – 932 675 – 932 675



Statements of changes in equity


Group company

In BWP’000 Notes 2017 2016 2017 2016

cash flows from operating activitiesProfit for the year 74 640 104 905 33 550 58 056 Adjusted for:Tax expense 21 349 22 495 – – Depreciation 203 209 148 104 – – Interest cost 53 889 26 664 – – Interest income (10 930) (5 450) – – Loss/(profit) on disposal of plant and equipment 3 013 (20 386) – – Increase in impairment loss accrual 2 182 – Increase in deferred lease liabilities 21 013 16 183 – – Foreign currency translation loss 3 186 (19 861) – –

operating cash flows before working capital changes 371 551 272 654 33 550 58 056 Movement in trade and other receivables (42 277) (5 296) (20) 265 Movement in amount due from related entities (14 150) 12 742 67 050 86 383 Movement in advances and deposits (10 426) (17 189) – – Movement in trade and other payables 299 644 241 373 23 (63)Movement in amounts due to related parties (8 052) (28 750) (4) 4 Movement in inventories (302 940) (167 886) – –

cash generated from operations 293 350 307 648 100 599 144 645 Taxation paid 3.1 (49 589) (51 069) – – Interest received 4 426 5 450 – – Dividend paid (36 530) (62 990) (33 771) (58 265)net cash generated from operating activities 211 657 199 039 66 828 86 380 cash flows from investing activitiesAcquisition of property, plant and equipment (248 401) (479 565) – – Proceeds on disposal of plant and equipment 11 178 28 360 – – Acquisition of businesses (17 920) (20 433) (97 677) (86 021)Investments in new projects (30 993) (94 091) – – Foreign currency translation differences on property, plant and equipment (12 216) 15 265 – – Foreign currency translation differences in goodwill 11 986 (16 661) – – net cash used in investing activities (286 366) (567 125) (97 677) (86 021)cash flows from financing activitiesFinancing obtained from third parties 260 699 177 160 – – Capital repayment of long-term liabilities (107 418) (11 580) – – Proceeds from issue of preference shares – 1 – – Proceeds from issue of ordinary shares – – 30 720 – Interest paid (53 889) (26 664) – – net cash generated from financing activities 99 392 138 917 30 720 – net movement in cash and cash equivalents 24 683 (229 169) (129) 359 Cash and cash equivalents at beginning of the year 13 52 086 281 255 559 200

cash and cash equivalents at end of the year 13 76 769 52 086 430 559



Statements of cash flows

Choppies Enterprises Limited is a company registered and domiciled in the Republic of Botswana and listed on the Botswana Stock Exchange. The company has a secondary listing on the Johannesburg Stock Exchange. The company registration number is 2004/1681. The consolidated financial statements comprise the company and its subsidiaries (collectively referred to as “the group”).

The business of the group is concentrated in the retail supermarket industry. The group operates in Botswana, South Africa, Zambia, Kenya, Tanzania, Mozambique and Zimbabwe.

statement of complianceThe consolidated and separate financial statements (“the financial statements”) are prepared in accordance with the International Financial Reporting Standards (“IFRS”) and the Johannesburg Stock Exchange requirements.

The consolidated and separate financial statements were approved by the directors on 6 October 2017.

basis of presentationThe group and company financial statements are presented in Botswana Pula, which is also the functional currency of the company. All amounts have been rounded to nearest thousand, except where otherwise stated.

Certain individual companies in the group have different functional currencies and are translated on consolidation.

The financial statements are prepared on the historical cost basis, except for certain financial instruments which are measured at fair value. The financial statements incorporate the following accounting policies which are consistent with those applied in the previous year, except where otherwise stated.

No new standards or interpretations became effective during the current year.

Judgements made by management in the application of IFRS that have a significant effect on the financial statements and estimates with a significant risk of material adjustment relates to the evaluation of goodwill for possible impairment (per note 7), the evaluation of amounts due from related parties for possible impairment (per note 11), the evaluation of investments in subsidiaries for possible impairment (per note 22), the evaluation of depreciation rates and residual values applied to property, plant and equipment items (per note 4), and the calculation of current and deferred taxation (per notes 3 and 6).

basis of consoliDationbusiness combinations Business combinations are accounted for using the acquisition method as at the acquisition date, which is the date on which control is transferred to the group. The consideration transferred in the acquisition is measured at fair value, as are the identifiable net assets acquired. Transaction costs are expressed as incurred except if it refers to the issue of debit or equity securities. Any goodwill that arises is tested annually for impairment (refer to note 7).

GoodwillAll goodwill is acquired through business combinations and initially measured at fair value of the consideration transferred. The goodwill consists of the difference between the cost of the acquisition and the fair value of the net identifiable assets acquired.

Goodwill is measured at cost less any accumulated impairment losses. Goodwill is allocated to the individual cash-generating units and is tested annually for impairment. An impairment loss is recognised if the present value of the estimated future cash flows arising from the identified units is exceeded by the carrying amount of the assets and liabilities of the unit including goodwill or the fair value less the cost to sell off the cash-generating unit exceeds the carrying amount of goodwill. An impairment loss is recognised in profit or loss in the year in which it is identified. An impairment loss in respect of goodwill is not reversed.

investments in subsidiariesSubsidiaries are entities controlled by the group. The group controls an entity when it is exposed or has rights to variable returns from its involvement with the entity and has the ability to affect those returns through its power over the entity. The financial statements of subsidiaries are included in the consolidated financial statements from the date that control commences until the date that control ceases. The financial statements have been prepared using uniform accounting policies for like transactions and other events in similar circumstances. Investments in subsidiaries are measured at cost less accumulated impairment losses in the company financial statements.

transactions eliminated on consolidationIntragroup balances, and income and expenses arising from intragroup transactions, are eliminated in preparing the consolidated financial statements. Unrealised losses are eliminated in the same way as unrealised gains, but only to the extent that there is no evidence of impairment.

non-controlling interest (“nci”)NCIs are disclosed separately in the group statement of financial position and statement of profit or loss and other comprehensive income. NCIs are viewed as equity participants of the group and all transactions with NCIs are therefore accounted for as equity transactions and included in the group statement of changes in equity.

NCIs are measured at their proportionate share of the acquiree’s identifiable net assets at the acquisition date.

loss of controlWhen the group loses control over a subsidiary, it derecognises the assets and liabilities of the subsidiary, and any related NCI and other components of equity. Any resulting gain or loss is recoganised in profit or loss. Any interest retained in the former subsidiary is measured at fair value when control is lost.

changes in group’s interests in subsidiariesChanges in the group’s interest in a subsidiary that does not result in a loss of control are accounted for as equity transactions.



Significant accounting policies


property, plant anD eQuipmentProperty, plant and equipment items are initially recognised at cost and subsequently measured at cost less accumulated depreciation and impairment.

DepreciationDepreciation is recognised in profit or loss on a straight-line basis over the estimated useful life of each part of property, plant and equipment. The items of property, plant and equipment (except freehold land) are depreciated at the following annual rates:➔➔ Leasehold improvements over the lease term➔➔ Buildings 2.50%➔➔ Plant and machinery 15% – 20%➔➔ Computer equipment 25%➔➔ Furniture and fittings and office equipment 10%➔➔ Motor vehicles 25%➔➔ Aircrafts 25%

Freehold land is not depreciated as it is considered to have an indefinite useful life.

The residual value of each part of property, plant and equipment, if not insignificant, is reassessed annually. The useful lives and depreciation methods of property, plant and equipment are reassessed annually.

Each part of property, plant and equipment with a cost that is significant in relation to the total cost of the item is depreciated separately.

Gains and losses on disposal are determined by comparing proceeds with the carrying amounts and are recognised in profit or loss.

Repairs and maintenance costs are recognised in profit or loss during the financial period in which these costs are incurred. The cost of a major renovation is included in the carrying amount of the related asset when it is probable that future economic benefits will flow to the group. Major renovations are depreciated over the period until the next major renovation is required, which may be shorter than the remaining life of the related asset.

Subsequent expenditures are capitalised only if it is probable that the future economic benefits associated with the expenditure will flow to the group.

The carrying amount of an item of property, plant and equipment shall be derecognised on disposal or when no future economic benefits are expected from its use or disposal.

capital work in progressCapital work in progress relates to capital expenditure incurred with regard to new stores to be opened in the following financial year. Capital work in progress is stated at cost. The amounts are transferred to respective asset classes when the assets are available for their intended use. Depreciation commences when the assets are ready for their intended use.

impairmentfinancial assetsA financial asset is assessed at each reporting date to determine whether there is any objective evidence that it is impaired. A financial asset is considered to be impaired if objective evidence indicates that one or more events had a negative effect on the estimated future cash flows of that asset. Examples of loss events include financial difficulty and default on payments by the counterparty.

An impairment loss in respect of the financial asset measured at amortised cost is calculated as the difference between its carrying amount, and the present value of the estimated future cash flows discounted at the original effective interest rate.

Significant financial assets are assessed for impairment on an individual basis. The remaining financial assets are assessed collectively in groups that share similar credit risk characteristics.

Impairment losses are recognised in profit or loss and reflected in an allowance account. An impairment loss is reversed if the reversal can be related objectively to an event occurring after the impairment loss was recognised. The reversal of the impairment loss is recognised in profit or loss.

non-financial assetsThe carrying values of non-financial assets (except for deferred tax assets and inventories) are reviewed at each reporting date to determine whether there is any indication of impairment. If any such indication exists, the asset’s recoverable amount is estimated.

An impairment loss is recognised if the carrying amount of an asset or its cash-generating unit exceeds its recoverable amount. A cash-generating unit is the smallest identifiable asset group that generates cash inflows that are largely independent of the cash inflows from other assets or asset groups. Impairment losses are recognised in profit or loss. The recoverable amount of an asset or cash-generating unit is the greater of its value in use and its fair value less costs to sell. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset.

For non-financial assets, such as goodwill, which have indefinite useful lives and are not subject to depreciation or amortisation, or that are not yet available for use, the recoverable amount is estimated at each reporting date.

Impairment losses recognised in the prior periods are assessed at each reporting date for any indication that these losses have decreased or no longer exist. An impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount. An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount that would have been determined, net of depreciation and amortisation, if no impairment was recognised.


leasesfinance leasesLeases are classified as finance leases where substantially all the risk and rewards associated with ownership of the asset are transferred from the lessor to the group as a lessee.

Assets acquired in terms of finance leases are capitalised at amounts equal to the fair value of the leased property or, if lower, the present value of the minimum lease payments. The corresponding liability to the lessor is included in the statements of financial position as a finance lease obligation.

The discount rate used in calculating the present value of the minimum lease payments is the interest rate implicit in the lease.

Finance lease assets are carried at the initial recognised amounts less accumulated depreciation and impairment losses.

The lease payments are apportioned between the finance charge and the reduction of the outstanding liability. The finance charge is allocated to each period during the lease term so as to produce a constant periodic rate of interest on the remaining balance of the liability.

Finance lease liabilities are classified as non-current liabilities, with the exception of the portion with a maturity date less than 12 months from the reporting date which is classified as a current liability.

Finance lease assets are depreciated over the shorter of the useful life of the asset or the lease term.

operating leasesLeases where the lessor retains risk and rewards of ownership of the underlying asset are classified as operating leases. The group acts as a lessee. Payments made under an operating lease are recognised in profit or loss on a straight-line basis over the term of the lease. This results in the raising of a liability for future lease expenses. Lease incentives are recognised in profit or loss as an integral part of the total lease expense.

Operating lease liabilities are classified as non-current liabilities with the exception of the portion with a maturity date of less than 12 months from the reporting date which is disclosed as a current liability.

inventoriesInventories comprise merchandise for resale and consumables. Inventories are stated at the lower of cost and net realisable value. Net realisable value is the estimated selling price in the ordinary course of business less estimated selling expenses.

The cost of inventories is based on the weighted average cost basis and includes expenditure incurred in acquiring the inventories and bringing them to their existing location and condition, including distribution costs, and is stated net of relevant purchase incentives. Obsolete, redundant and slow moving inventories are identified on a regular basis and are written down to their estimated net realisable values.

DeferreD taxationDeferred taxation is recognised for temporary differences between the carrying amounts of assets and liabilities for financial reporting purposes and the amounts used for taxation purposes.

Deferred tax is not recognised for:➔➔ temporary differences on the initial recognition of assets and liabilities in a transaction that is not a business combination and that affects neither accounting nor taxable profit or loss;➔➔ temporary differences related to investments in subsidiaries, associates and joint arrangements to the extent that the group is able to control the timing of the reversal of the temporary differences and it is probable that they will not reverse in the foreseeable future; and➔➔ taxable temporary differences arising on the initial recognition of goodwill.

The amount of deferred taxation provided is based on the expected manner of realisation or settlement of the carrying amount of assets and liabilities, using tax rates enacted or substantially enacted at the reporting date.

Deferred taxation is recognised in profit or loss, except to the extent that it relates to a transaction that is recognised directly in equity or other comprehensive income, or a business combination. The effect on deferred tax of any changes in tax rates is recognised in profit or loss, except to the extent that it relates to items previously recognised directly in equity or other comprehensive income, in which case it is recognised directly in equity or other comprehensive income.

A deferred taxation asset is recognised only to the extent that it is probable that future taxable profits will be available against which the unused tax losses and credits can be utilised. Deferred taxation assets are reviewed at each reporting date and are reduced to the extent that it is no longer probable that the related tax benefit will be realised. Such reductions are reversed when the probability of future taxable profits improve.

Unrecognised deferred tax assets are reassessed at each reporting date and are recognised to the extent that it has become probable that future taxable profits will be available against which they can be utilised.

taxationTaxation comprises current and deferred taxation. Taxation is recognised in profit or loss except to the extent that it relates to a business combination or items recognised directly in equity or other comprehensive income. Current taxation is the expected tax payable on the taxable income for the year, using tax rates enacted at the reporting date, after taking account of income and expenditure which is not subject to taxation, and any adjustment to tax payable/refundable in respect of previous years.



Significant accounting policies (continued)


DiviDenDs withholDinG taxDividends withholding tax is a tax on shareholders and is applicable on all dividends declared. Withholding tax applicable in Botswana for both residents and non-residents is 7.5%. Dividends payable to non-exempt shareholders registered on the Johannesburg Stock Exchange are subject to 20% withholding tax in accordance with the South African Income Tax Act, unless varied in accordance with any relevant Double Tax Agreement.

employee benefitsshort-term employee benefitsThe cost of all short-term employee benefits are recognised as an expense during the period in which the employee renders the related service. Employee entitlements to annual leave, bonuses, medical aid and housing benefits are recognised when they accrue to employees and an accrual is recognised for the estimated liability as a result of services rendered by employees up to the reporting date.

severance benefitsEmployees who are not members of an approved pension scheme or entitled to gratuities per their employee contracts, are entitled to severance benefits as regulated by the Botswana Labour Laws. An accrual is recognised for the estimated liability for services rendered by the employees up to reporting date.

Defined contribution plansA defined contribution plan is a post-employment benefit plan under which the group pays fixed contributions into a separate entity and has no legal or constructive obligation to pay further amounts. Obligations for contributions to approved defined contribution plans are recognised as personnel expenses in profit or loss in the periods during which the related services were rendered.

share-baseD payment transactionsequity-settled share-based optionsThe group introduced an employee share incentive scheme during the current year. The shares are held in a trust, Choppies Group Share Incentive Trust until they are granted to employees. The shares are held in and remain under the control of the trust until such shares are vested to employees.

On the grant date, fair value of the equity-settled share-based payment arrangements granted to employees is recognised as an expense, with a corresponding increase in equity over the vesting period of the awards. The amount recognised as an expense is adjusted to reflect the number of awards for which the related service conditions are expected to be met, such that the amount ultimately recognised is based on the number of awards that meet the related service conditions at the vesting date.

revenueRevenue is measured at the fair value of the consideration received or receivable and is stated net of VAT, related rebates and discounts granted. Revenue from the sale of fast moving consumer products comprises retail sales to customers. Revenue from services rendered comprises commission received on sale of airtime.

Revenue from sale of goods and services rendered is recognised in profit or loss when the following conditions have been satisfied:➔➔ the group has provided the service or transferred to the buyer the significant risks and rewards of ownership of the goods;➔➔ the group retains neither continuing managerial involvement to the degree usually associated with ownership nor effective control over the goods sold;➔➔ the amount of revenue can be measured reliably; ➔➔ it is probable that the economic benefits associated with the transaction will flow to the group; and➔➔ the costs incurred or to be incurred in respect of the transaction can be measured reliably.

The aforesaid conditions are met at point of sale.

Choppies Enterprises Limited is an investment holding entity and dividend income is classified as revenue. Dividend income is recognised in profit or loss on the date on which the company’s right to receive payment is established.

interest incomeInterest income is recognised as it accrues in profit or loss using the effective interest method.

interest costInterest cost is recognised in profit or loss in the period in which these expenses are incurred using the effective interest method.

earninGs anD heaDline earninGs per shareThe group presents basic and diluted earnings per share (“EPS”) and headline earnings per share (“HEPS”) information for its ordinary shares. Basic EPS is calculated by dividing the profit or loss after taxation attributable to ordinary shareholders of the company by the weighted average number of ordinary shares outstanding during the period. Diluted EPS is determined by adjusting the profit or loss after taxation attributable to ordinary shareholders and the weighted average number of ordinary shares outstanding for the effects of all dilutive potential ordinary shares. Headline earnings are calculated in accordance with Circular 2/2015 issued by the South African Institute of Chartered Accountants as required by the Johannesburg Stock Exchange Listings Requirements.


DiviDenDs per shareDividends per share are calculated based on the dividends declared during the year compared to the number of ordinary shares in issue at the time of declaration.

stateD capitalOrdinary shares are classified as stated capital. Incremental costs directly attributable to the issue of ordinary shares are recognised as a deduction from equity, net of any tax effects.

preference sharesPreference shares are classified as equity as they are redeemable only at the company’s option and any dividends are discretionary. Discretionary dividends thereon are recognised as distributions within equity on approval by the company’s shareholders.

treasury sharesThe group operates a share incentive scheme classified as treasury shares and are presented as a deduction from equity. Dividend income on treasury shares are eliminated on consolidation.

DiviDenD incomeDividend income is recognised when the group’s right to receive payment is established. This is on the “last day to trade” for listed shares, and on the “date of declaration” for unlisted shares.

DiviDenDs DistributeD to shareholDersDividends are recorded in the period in which they have been declared and are recognised directly in equity. Dividends declared after the reporting date are not recognised as a liability in the statements of financial position.

operatinG seGmentsThe group discloses segmental financial information which is being used internally by the entity’s chief operating decision maker (“CODM”) in order to assess performance and allocate resources. Operating segments are individual components of an entity that engage in business activities from which it may earn revenues and incur expenses, and whose operating results are regularly reviewed by the entity’s CODM and for which discrete financial information is available. Operating segments, per geographical regions, are aggregated for reporting purposes.

foreiGn currency transactionstransactions in foreign currenciesTransactions in foreign currencies are translated to Botswana Pula at the foreign exchange rate ruling at the date of the transaction. Monetary assets and liabilities designated in foreign currencies are subsequently translated to Pula at the foreign exchange rate ruling reporting date. Non-monetary assets and liabilities are consistently translated at rates of exchange ruling at acquisition dates. Foreign exchange differences arising on translation are recognised in profit or loss.

foreign operationsThe assets and liabilities of foreign operations, including goodwill and fair value adjustments arising on acquisition, are translated at foreign exchange rates ruling at the reporting date. The revenues and expenses of foreign operations are translated at the weighted average rate of exchange for the year, except to the extent that the translation differences are allocated to NCI. Profits or losses arising on the translation of assets and liabilities of foreign entities are recognised in other comprehensive income and presented within equity and shown separately in a foreign currency translation reserve.

When a foreign operation is disposed of in its entirety or partially such that control is lost, the cumulative amount in the translation reserve related to that foreign operation is reclassified to profit or loss as part of the gain or loss on disposal.

financial instrumentsrecognition and derecognitionA financial instrument is initially recognised when the group becomes party to the contractual provisions of the instrument. Financial assets and financial liabilities are initially measured at fair value, which includes directly attributable transaction costs in the case of financial assets and financial liabilities not at fair value through profit or loss. Subsequent measurement for each category is specified in the sections below.

non-derivative financial instrumentsNon-derivative financial instruments comprise investments in equity securities, trade and other receivables, cash and cash equivalents, loans and borrowings and trade and other payables.





financial instruments (continued)financial assetsThe principal financial assets comprise the following:

cash and cash equivalentsCash and cash equivalents are defined as cash on hand, demand deposits and short-term highly liquid investments readily convertible to known amounts of cash and subject to insignificant risk of changes in value. Bank overdrafts, which are repayable on demand and form an integral part of the group’s cash management, are included as a component of cash and cash equivalents for the purpose of the statements of cash flows. Cash and cash equivalents and bank overdrafts are measured at amortised cost using the effective interest method, less accumulated impairment losses.

Quoted investmentsQuoted equity securities are originally recognised at the fair value of consideration paid to acquire these securities. The equity securities are subsequently measured at their quoted price, which is derived from the securities exchange on which these securities are listed. Changes in the fair value of the investment are recognised in profit or loss at each reporting date. Quoted investments are classified as financial assets designated at fair value through profit or loss.

trade and other receivables, including amounts due from related entitiesTrade and other receivables, including amounts due from related entities, are subsequently measured at amortised cost using the effective interest method, less an impairment accrual. Trade and other receivables including amounts due from related entities are classified as loans and receivables.

advances and depositsAdvances and deposits consist of balances paid to third parties either in advance or to comply with contractual requirements. These amounts are recognised at the original amounts paid. Advances and deposits are classified as loans and receivables.

financial liabilitiesThe principal financial liabilities comprise the following:

trade and other payables, including amounts due to related entitiesLiabilities for trade and other amounts payable, including amounts due to related entities, which are normally settled on 30 to 90-day terms, are measured at amortised cost using the effective interest method. Trade and other payables, including amounts due to related entities, are classified as financial liabilities at amortised cost.

interest-bearing loans and borrowingsInterest-bearing loans and borrowings are initially recognised at cost, being the fair value of the consideration received and include acquisition charges associated with the borrowing/loan. After initial recognition, all interest-bearing loans and borrowings are subsequently measured at amortised cost.

Amortised cost is calculated by taking into account any discount or premium on settlement. Interest-bearing loans and borrowings are classified as financial liabilities at amortised cost.

For liabilities carried at amortised cost, any gain or loss is recognised in profit or loss when the liability is derecognised, as well as through the amortisation process.

Gains and losses on subsequent measurementGains and losses arising from a change in the fair value of financial instruments are included in profit or loss in the period in which the change arises.

contingent liabilitiesContingent liabilities relate to guarantees or collateral issued to financial institutions and suppliers in respect of banking facilities granted or provision of goods and services to group companies. Certain companies in the group also provide financial support to fellow subsidiary companies whose total liabilities exceed total assets at the reporting date.

Contingent liabilities are not recognised on the statement financial position until the contingency becomes probable and the amount of the liability can be reasonably estimated.


new stanDarDs anD interpretations not yet effectiveThe following are new standards, amendments to standards and interpretations which are not yet effective for the year ended 30 June 2017 and have not been applied in preparing these financial statements:

Disclosure of Interests in Other Entities (Amendments to IFRS 12) – The amendment to IFRS 12 Disclosure of Interests in Other Entities requires an entity that prepares financial statements in which all its subsidiaries are measured at fair value through profit or loss in accordance with IFRS 10 to make disclosures required by IFRS 12 relating to investment entities.

Disclosure Initiative (Amendments to IAS 7) – The amendments provide for disclosures that enable users of financial statements to evaluate changes in liabilities arising from financing activities, including both changes arising from cash flow and non-cash changes. This includes providing a reconciliation between the opening and closing balances for liabilities arising from financing activities.

The amendments apply for annual periods beginning on or after 1 January 2017 and early application is permitted. The amendments will result in additional disclosures relating to changes in liabilities arising from financing activities in the group’s financial statements. The amendments will become effective for the company’s 2018 financial statements.

Recognition of Deferred Tax Assets for Unrealised Losses (Amendments to IAS 12) – The amendments provide additional guidance on the existence of deductible temporary differences, which depend solely on a comparison of the carrying amount of an asset and its tax base at the end of the reporting period, and is not affected by possible future changes in the carrying amount or expected manner of recovery of the asset.

The amendments also provide additional guidance on the methods used to calculate future taxable profit to establish whether a deferred tax asset can be recognised.

Guidance is provided where an entity may assume that it will recover an asset for more than its carrying amount, provided that there is sufficient evidence that it is probable that the entity will achieve this.

Guidance is provided for deductible temporary differences related to unrealised losses and states that these are not assessed separately for recognition. These are assessed on a combined basis, unless a tax law restricts the use of losses to deductions against income of a specific type.

The amendments apply for annual periods beginning on or after 1 January 2017 and early application is permitted. These amendments will become effective for the company’s 2018 financial statements.

This standard will have a an impact on the group, which will include changes in the methods used to evaluate the recovery of the deferred tax assets and calculation of the future taxable profits. In addition unrealised losses will be assessed on a combined basis.

IFRS 15 Revenue from Contracts with CustomersThis standard replaces IAS 11 Construction Contracts, IAS 18 Revenue, IFRIC 13 Customer Loyalty Programmes, IFRIC 15 Agreements for the Construction of Real Estate, IFRIC 18 Transfer of Assets from Customers and SIC 31 Revenue – Barter of Transactions Involving Advertising Services.

The standard contains a single model that applies to contracts with customers and two approaches to recognising revenue: at a point in time or over time. The model features a contract-based five-step analysis of transactions to determine whether, how much and when revenue is recognised.

The standard is effective for annual periods beginning on or after 1 January 2018, with early adoption permitted. The standard is not expected to have a significant impact on the group’s financial statements, other than extensive disclosure requirements due to the nature of its revenue transactions. The impact of this standard on additional revenue streams will be considered.

IFRS 9 Financial InstrumentsOn 24 July 2014, the IASB issued the final IFRS 9 Financial Instruments, which replaces earlier versions of IFRS 9 and completes the IASB’s project to replace IAS 39 Financial Instruments: Recognition and Measurement.

This standard will include changes in the measurement bases of the group’s financial assets to amortised cost, fair value through other comprehensive income or fair value through profit or loss. Even though these measurement categories are similar to IAS 39, the criteria for classification into these categories are significantly different. In addition, the IFRS 9 impairment model has been changed from an “incurred loss” model from IAS 39 to an “expected credit loss” model, which is expected to increase the provision for bad debts recognised in the group.





new stanDarDs anD interpretations not yet effective (continued)IFRS 9 Financial Instruments (continued)The standard is effective for annual periods beginning on or after 1 January 2018 with retrospective application. Early adoption is permitted. The standard will result in a reclassification of financial instruments into the different categories and may result in an increase in the group’s provision for bad debts. The impact of the standard on the financial statements will be monitored on a continued basis.

Clarifying Share-based Payment Accounting (Amendments to IFRS 2)Currently, there is ambiguity over how a company should account for certain types of share-based payment arrangements. The IASB has responded by publishing amendments to IFRS 2 Share-based Payment.

The amendments cover the following areas:

Measurement of cash-settled share-based payments – There is currently no guidance in IFRS 2 on how to measure the fair value of the liability in a cash-settled share-based payment. The amendments clarify that a cash-settled share-based payment is measured using the same approach as for equity-settled share-based payments, i.e. the modified grant date method. Therefore, in measuring the liability market and non-vesting conditions are taken into account in measuring its fair value and the number of awards to receive cash is adjusted to reflect the best estimate of those expected to vest as a result of satisfying service and any non-market performance conditions.

The new requirements do not change the cumulative amount of expense that is ultimately recognised, because the total consideration for a cash-settled share-based payment is still equal to the cash paid on settlement.

Classification of share-based payments settled net of tax withholding – The company may be obligated to collect or withhold tax related to a share-based payment, even though the tax obligation is often a liability of the employee and not the company. Currently, it is unclear whether the portion of the share-based payment that is withheld in these instances should be accounted for as equity-settled or cash-settled. The amendments introduce an exception stating that, for classification purposes, a share-based payment transaction with employees is accounted for as equity-settled if certain criteria are met.

Accounting for a modification of a share-based payment from cash-settled to equity-settled – There is no specific guidance in IFRS 2 that addresses the accounting when a share-based payment is modified from cash-settled to equity-settled. The amendments clarify the approach that entities are to apply.

The amendments are effective for annual periods commencing on or after 1 January 2018. The amendments will become effective for the company’s 2019 financial statements.

The group introduced an equity-settled share-based payment scheme during the year. The amendments are not expected to have a significant impact on the group’s financial statements.

IFRS 16 LeasesIFRS 16 was published in January 2016. It sets out the principles for the recognition, measurement, presentation and disclosure of leases for both parties to a contract, i.e. the customer (“lessee”) and the supplier (“lessor”). IFRS 16 replaces the previous leases standard, IAS 17 Leases, and related interpretations. IFRS 16 has one model for lessees which will result in almost all leases being included on the statement of financial position. No significant changes have been included for lessors.

The standard is effective for annual periods beginning on or after 1 January 2019, with early adoption permitted only if the entity also adopts IFRS 15. The transitional requirements are different for lessees and lessors. The group is currently assessing the potential impact on the financial statements resulting from the application of IFRS 16.

The group does not have any cash-settled share-based payment schemes.


Group Company

In BWP’000 2017 2016 2017 2016

1. RevenueRevenue from sale of goods 8 820 934 6 964 098 – – Dividend income – – 33 771 58 265Income from other services 31 463 404 907 – –

8 852 397 7 369 005 33 771 58 265

2. PRofit befoRe taxationThe profit before taxation is stated after taking into account the following:Movement in deferred lease liabilities 21 013 16 183 – – Depreciation 203 209 148 104 – – Audit fees 6 080 2 724 – – – For audit services 3 872 2 724 – – – For non-audit services 2 208 – – – Rent expense – cash payments 289 344 196 935 – – Interest paid – borrowings 48 131 24 857 – – Interest paid – bank overdraft 5 758 1 807 – – Interest received – fixed deposits and advances (10 930) (5 450) – – Donations 3 146 3 422 – – Salaries and wages 612 803 485 142 – – Pension fund contributions 19 094 8 561 – – Loss/(profit) on disposal of property, plant and equipment 3 013 (20 386) – – Training levy 11 643 11 615 – –

Directors’ remuneration (refer to note 12) 16 947 18 107 – –

3. taxationBasic company taxation 39 360 53 924 – – Prior year underprovision of company taxation (2 473) 430 – – Net deferred taxation movement (15 538) (31 859) – –

Taxation per profit or loss 21 349 22 495 – –

Tax losses available for set off against future taxable income are as follows:

Unutilised tax losses 468 780 322 079 – –

Tax losses include:

Current year loss

Brought forward losses

Tax losses fall away if not utilised in

Botswana 13 492 16 199 5 years South Africa 76 710 205 886 No limit Zimbabwe – 51 476 5 years Zambia 31 635 15 101 5 years Kenya 28 587 15 783 10 years Tanzania 5 988 – No limit Mozambique 7 923 – 5 years

total 164 335 304 445



Notes to the annual financial statements


Group Company

In BWP’000 2017 2016 2017 2016

3. taxation (continued)Tax losses are analysed as follows:– 2009 5 205 5 205 – – – 2010 12 699 12 699 – – – 2011 11 719 11 719 – – – 2013 6 114 18 907 – – – 2014 32 004 33 394 – – – 2015 34 962 41 226 – 2016 181 562 198 929 – – – 2017 184 515 –

total 468 780 322 079 – –

Group Company

2017%

2017bWP’000

2016%

2016BWP’000

Reconciliation of effective tax rates: GroupProfit before taxation 95 989 127 400

Normal income tax at statutory rate 22.00 21 118 22.00 28 028 Effect of tax rates in foreign jurisdictions 8.30 7 963 (6.35) (8 093)Non-deductible expenses (2.82) (2 703) (1.40) (1 781)Prior year (over)/underprovision of company taxation (2.58) (2 473) 0.34 430 Foreign currency translation differences (1.29) (1 242) 3.24 4 129 Unrecognised deferred taxation (Mozambique) (2.32) (2 224) – – Under/(over)provision of deferred taxation 0.95 910 (0.17) (218)

Taxation per profit or loss 22.24 21 349 17.66 22 495

CompanyProfit before taxation 33 550 58 056

Normal income tax at statutory rate 22.00 7 381 22.00 12 772 Disallowed expenses 0.14 46 0.08 46 Exempt income (22.14) (7 427) (22.08) (12 818)

Taxation per profit or loss – – – –

In BWP’000 2017 2016

3.1 taxation paidGroupTaxation payable is reconciled as follows:Taxation payable at beginning of the year 20 027 16 742 Current year charge 39 360 53 924 Prior year (over)/underprovision of company taxation (2 473) 430 Taxation payments made (49 589) (51 069)

Taxation payable at year-end 7 325 20 027

Disclosed as:Taxation payable 9 370 20 027 Taxation refundable (2 045) –

Net taxation payable at year-end 7 325 20 027


In BWP’000

at beginning of

the year additions* Disposals

effects of foreign

currency fluctuations

at end of the year

4. PRoPeRty, Plant anD equiPmentGroup2017CostBuildings and leasehold improvements 32 510 28 442 – 32 60 984 Plant and machinery 788 744 168 191 (718) 10 294 966 511 Computer equipment 132 033 30 131 (317) 185 162 032 Office equipment 7 627 – – 171 7 798 Furniture and fittings 300 263 46 346 (761) 7 046 352 894 Aircraft 81 740 – – – 81 740 Motor vehicles 311 267 55 193 (25 421) 2 388 343 427

1 654 184 328 303 (27 217) 20 116 1 975 386

In BWP’000

at beginning of

the year Charge for

the year Disposals

effects offoreign


at end of the year

accumulated depreciationBuildings 1 602 982 – 1 2 585 Plant and machinery 305 043 109 847 (81) 5 290 420 099 Computer equipment 52 860 28 187 (31) 370 81 386 Office equipment 1 910 – – 6 1 916 Furniture and fittings 78 742 27 518 (34) 1 184 107 410 Aircraft 17 250 – – – 17 250 Motor vehicles 113 809 36 675 (12 880) 1 049 138 653

571 216 203 209 (13 026) 7 900 769 299

net book value 1 082 968 1 206 087



Notes to the annual financial statements (continued)


In BWP’000

At beginning of

the year Additions* Disposals

Effects of foreign


At end of the year

4. PRoPeRty, Plant anD equiPment (continued)Group2016CostBuildings and leasehold improvements 30 295 2 215 – – 32 510 Plant and machinery 578 719 225 967 (17) (15 925) 788 744 Computer equipment 80 448 53 172 (138) (1 449) 132 033 Office equipment 7 627 – – – 7 627 Furniture and fittings 178 294 127 604 – (5 635) 300 263 Aircraft 105 340 340 (23 940) – 81 740 Motor vehicles 229 220 98 963 (13 344) (3 572) 311 267

1 209 943 508 261 (37 439) (26 581) 1 654 184

In BWP’000

At beginning of

the year Charge for

the year Disposals

Effects offoreign


At end of the year

accumulated depreciationBuildings 1 141 461 – – 1 602 Plant and machinery 229 865 82 042 (6) (6 858) 305 043 Computer equipment 34 503 19 254 (95) (802) 52 860 Office equipment 1 910 – – – 1 910 Furniture and fittings 61 152 19 277 – (1 687) 78 742 Aircraft 33 296 5 500 (21 546) – 17 250 Motor vehicles 102 026 21 570 (7 818) (1 969) 113 809

463 893 148 104 (29 465) (11 316) 571 216

net book value 746 050 1 082 968

*Included in additions are amounts reclassified from investments in new projects of BWP79 902 377 (2016: BWP28 696 000). Refer to note 5.2.

Motor vehicles with a net book value of BWP44 952 020 (2016: BWP59 526 080), plant and machinery with a net book value of BWP15 801 068 (2016: BWP8 128 856) and aircraft with a net book value of BWP110 141 817 (2016: BWP122 588 722) are encumbered under finance leases with various financial institutions as per note 16.

Movable assets with a net book value of BWP430 952 311 (2016: BWP367 814 048) in respect of Choppies Supermarket SA (Pty) Limited, Motopi Holdings SA (Pty) Limited and Choppies Warehousing Services (Pty) Limited are encumbered under a term loan facility with Rand Merchant Bank per note 16.

Movable assets with a net book value of BWP1 147 688 051 (2016: BWP1 052 059 866) limited to BWP27 000 000 are encumbered under an overdraft facility with Barclays Bank of Botswana as disclosed in note 13.

Immovable assets with a net book value of BWP24 145 261 (2016: BWPnil) are encumbered under a term facility with Barclays Bank of Mozambique as disclosed in note 13.


Group

In BWP’000 2017 2016

5. investments5.1 investments in listed shares

Investment in shares – listed 3 3

The investment consists of 1 000 shares in First National Bank Botswana Limited. The quoted price at 30 June 2017 was BWP2.73 (2016: BWP3.40 per share).

5.2 investments in new projectsCapital work in progress is reconciled as follows:Balance at beginning of the year 95 560 30 165 Amounts reclassified as additions to property, plant and equipment during the year (79 902) (28 696)Capital advanced during the year 30 993 94 091

balance at end of the year 46 651 95 560

These amounts relate to capital expenditure incurred with regard to new stores to be opened in the following financial year.

6. DefeRReD taxationThe movement in deferred taxation is analysed as follows:Balance at beginning of the year 51 431 19 572 Net movement for the year recognised in profit or loss 15 538 31 859 Prior year under/(over) provision 910 (218)Current year charge 14 628 32 077

Balance at end of the year 66 969 51 431

Deferred tax comprises the following: Tax losses 133 610 87 523 Accelerated capital allowances on items of property, plant and equipment (72 317) (59 965)Unrealised foreign exchange loss (11 112) 13 591 Advances and deposits (1 487) (1 163)Finance lease liabilities (1 939) – Deferred lease liabilities 20 214 11 445

66 969 51 431

Deferred tax assets for unused tax losses are reviewed at each reporting date and reduced to the extent that it is no longer probable that the related tax benefit will be realised.

Disclosed as: Deferred tax asset 105 267 51 431 Deferred tax liabilities (38 298) –

Net deferred tax asset 66 969 51 431

The group recognised deferred tax asset in respect of certain subsidiaries at the reporting date. Group

% 2017 2016

The following key assumptions were applied in determining the recoverability of deferred tax assets:Average sales growth per year:

Botswana 5 – 8 2 – 3Kenya 5 – 8 2 – 5Mozambique 22 – 23 –South Africa 5 – 8 2 – 5Tanzania 6 – 7 –Zambia 8 – 9 5 – 8





Group

% 2017 2016

6. DefeRReD taxation (continued)Inflation rates:

Botswana 3 – 4 3 – 4Kenya 6 – 10 3 – 4Mozambique 16 – 17 –South Africa 5 – 10 3 – 4Tanzania 6 – 7 –Zambia 5 – 6 3 – 4

Gross profit margins:Botswana 13 – 23 11 – 12Kenya 18 – 20 17 – 21Mozambique 18 – 20 –South Africa 18 – 20 17 – 21Tanzania 18 – 20 –Zambia 18 – 19 17 – 21

A deferred tax asset of BWP2 223 921 relating to Choppies Supermarket Mozambique Limitada was not recognised at the reporting date. The directors do not expect that sufficient taxable profits will be generated against which the estimated tax loss will be utilised within the five-year period stipulated per Mozambican law.

Group

In BWP’000 2017 2016

7. GooDWillOpening balance 510 620 473 526 Businesses acquired (refer to note 22)– Acquisition of KwaZulu-Natal and Eastern Cape business (Jwayelani) – 6 182 – Acquisition of Kenyan business (Ukwala) 17 920 14 251 Effects of foreign currency fluctuations (11 986) 16 661

Closing balance 516 554 510 620

The valuation of goodwill at reporting date was determined by comparing the value in use of the cash- generating units (“CGUs”), that the goodwill is allocated to, the carrying amounts of the assets and liabilities within the CGUs. The value in use is determined by comparing the present value of estimated incremental future cash flows to the carrying amount. This was based on five-year cash flow projections of the most recent budgets approved by management and extrapolations of cash flows. The growth rates incorporated in the projections do not exceed the average long-term growth rates for the market.

Goodwill is allocated to the group’s CGUs as follows:Choppies Supermarkets South Africa (Pty) Limited 273 855 273 436 Mafila Holdings (Pty) Limited 3 271 3 271 Nanavac Investments (Pvt) Limited 151 744 163 011 Number of smaller entities in Botswana 19 146 19 146 Sarfrosh Holdings (Pty) Limited 14 838 14 838 SupaSave (Pty) Limited and MegaSave (Pty) Limited 22 667 22 667 Choppies Enterprises Kenya Limited 31 033 14 251

516 554 510 620


Group

% 2017 2016

7. GooDWill (continued)The following assumptions were applied in the evaluation of goodwill:Discount rate 4 – 20 14 – 16 Average sales growth rate per year:

In Botswana 3 – 5 3 – 4 In South Africa 5 – 8 4 – 5 In Zimbabwe 1 1 – 3 In Kenya 10 5 – 7

Terminal value growth rate 2 – 8 2 – 5 Five-year average inflation rate:

In Botswana 3.40 3.10 In South Africa 5.50 3.10 In Zimbabwe 0.81 0.90 In Kenya 7.22 3.00

Five-year gross profit margin:In Botswana 15 – 20 15 – 20 In South Africa 20 20 In Zimbabwe 18 17 – 19 In Kenya 17 – 19 17 – 20

sensitivity analysisThe value-in-use calculations and impairment reviews are sensitive to changes in key assumptions, particularly relating to discount rates and cash flow growth. A sensitivity analysis has been performed based on changes in key assumptions considered to be possible by management. The following key assumptions would need to change by the amounts as disclosed below, assuming all other assumptions remained constant, in order for the estimated recoverable amounts of the CGUs to equal their carrying amounts:➔➔ an increase in the discount rate between 40% and 70% depending on the CGU;➔➔ a decrease in the average sales growth rate adjusted for operating cash flows in the five-year forecast period of between 2.74% and 3.91%, depending on the CGU;➔➔ a decrease in gross profit margin between 15% and 16.85% depending on the CGU;➔➔ an increase in inflation rate between 7.5% and 13% depending on the CGU; and ➔➔ a decrease in terminal value growth rate between 99% and 111% depending on the CGU.

The sensitivity analysis shows that no impairments would result under each of the sensitivity scenarios.

Group

In BWP’000 2017 2016

8. inventoRiesFinished goods 976 953 692 643 Goods in transit 29 526 10 896

1 006 479 703 539

Due to the fast moving nature, no inventory was written down to net realisable value during the current or previous year. The average inventory turnover days for the group is 45 days (2016: 38 days). Inventories to the extent of BWP65 000 000 are encumbered under the Botswana Investment Fund Management promissory note as per note 16.

9. aDvanCes anD DePositsDeposits 19 971 14 635 Prepayments 62 036 60 169 Rent advances 2 948 3 129 Salary advances 3 113 4 554 Other advances 5 570 725

93 638 83 212





Group Company

In BWP’000 2017 2016 2017 2016

10. tRaDe anD otheR ReCeivablesTrade receivables 101 675 54 703 – – Other receivables 136 368 136 741 20 –

238 043 191 444 20 –

Other receivables includes VAT refundable of BWP21 698 055 (2016: BWP12 848 930) and rebates receivable of BWP98 219 627 (2016: BWP98 219 627). Trade receivables of BWP90 773 323 (2016: BWP98 219 627) are encumbered as per note 16.

Information about the group’s exposure to credit and market risks and impairment losses for trade and other receivables, is included in note 19.

Group Company

In BWP’000 2017 2016 2017 2016

11. RelateD-PaRty balanCesTransactions with related entities are carried out on mutually agreed terms and conditions in the normal course of business.Balances with related entities for the company and group are disclosed by nature below.

11.1 amounts due from related entitiesThe following amounts were due from entities which are considered related entities through common ownership and were excluded from being consolidated into the Choppies Enterprises Limited group:

Amounts due from related entities (refer to note 26) 19 051 4 901 422 066 489 116

These balances are trade related, unsecured, interest free and are repayable under normal trading terms.No significant credit risk is associated with amounts due from related entities.

11.2 amounts due to related entitiesThe following amounts were due to entities which are considered related entities through common ownership and were excluded from being consolidated into the Choppies Enterprises Limited group:

Amounts due to related entities (refer to note 26) 1 499 9 551 13 678 13 682

These balances are trade related, unsecured, interest free and are repayable under normal trading terms.

Refer to note 26 for the details of related party balances and transactions.


12. amounts PaiD to key PeRsonnelKey personnel comprise executive directors who are involved in the day-to-day operations of the group and non-executive directors of the board.

Directors’ remuneration was as follows:

In BWP’000Salaries

Directors’ fees salaries

bonus and

allowances total

Group2017independent non-executive directorsHis Excellency Festus Gontebanye Mogae 596 – – 596 Robert Neil Matthews 697 – – 697 Dorcas Ana Kgosietsile 631 – – 631 Sydney Alan Muller 1 117 – – 1 117 Farouk Essop Ismail (non-executive from 1 April 2017) – 1 586 – 1 586 executive directorsRamachandran Ottapathu – 10 595 – 10 595 Sanooj Pullarote – 1 059 666 1 725

total 3 041 13 240 666 16 947

2016independent non-executive directorsHis Excellency Festus Gontebanye Mogae 663 – – 663 Robert Neil Matthews 367 – – 367 Sydney Alan Muller 367 – – 367 executive directorsRamachandran Ottapathu – 10 742 – 10 742 Farouk Essop Ismail – 4 064 – 4 064 Manikandan Madakkavil – up to 10 December 2015 – 772 – 772 Sanooj Pullarote – from 10 December 2015 – 751 14 765

total 1 764 16 329 14 18 107





Group Company

In BWP’000 2017 2016 2017 2016

13. Cash anD Cash equivalentsCash on hand 20 007 17 679 – –

Cash at bank 167 739 114 778 430 559

187 746 132 457 430 559 Bank overdraft (110 977) (80 371) – –

76 769 52 086 430 559

The group has the following banking facilities:➔➔ BWP53 000 000 overdraft facility from Barclays Bank of Botswana Limited secured by a cross-company guarantee of BWP27 000 000 issued by Choppies Enterprises Limited and its subsidiaries and a deed of hypothecation in favour of Barclays Bank of Botswana Limited over movable assets limited to BWP27 000 000 issued by Choppies Enterprises Limited and its subsidiaries (refer to note 4). At the reporting date BWP46 274 019 (2016: BWP21 062 076) of this facility was utilised.➔➔ BWP40 000 000 overdraft facility from Standard Chartered Bank Botswana Limited guaranteed by Choppies Enterprises Limited. At the reporting date BWP30 355 979 (2016: BWP38 350 903) of the facility was utilised.➔➔ US$3 000 000 overdraft facility from Barclays Bank of Zimbabwe guaranteed by Choppies Enterprises Limited. As at the reporting date, BWP26 862 558 (2016: BWP20 958 491); US$2 623 129 (2016: US$1 905 144) of this facility was utilised.➔➔ MZN50 000 000 overdraft facility from FNB Mozambique guaranteed by Choppies Distribution Centre. As at the reporting date, MZN43 969 527 (BWP7 484 175) (2016: BWP nil) of this facility was utilised.

The banking facilities have been granted to Choppies Distribution Centre (Pty) Limited, a wholly owned subsidiary of Choppies Enterprises Limited, and have been allocated within the group as required. The facilities are thus reflected in both the financial statements of the individual subsidiaries and in the consolidated group financial statements.

Group Company

In BWP’000 2017 2016 2017 2016

14. stateD CaPital anD PRefeRenCe shaRes14.1 stated capital

1 303 628 341 (2016: 1 291 628 341) issued ordinary shares at no par value 906 196 875 476 906 196 875 476

the movement in stated capital is analysed as follows:Group 2017 Company 2016

In BWP’000 shares Value shares Value

Balance at beginning of the year 1 291 628 341 875 476 1 291 628 341 875 476 Issue of ordinary shares 12 000 000 30 720 – –

Balance at end of the year 1 303 628 341 906 196 1 291 628 341 875 476

The holders of ordinary shares are entitled to receive dividends as declared from time to time and are entitled to one vote per share at meetings of the company. All shares rank pari passu with regard to the company’s residual assets.

issue of ordinary sharesOn 22 May 2017 the group issued 12 000 000 shares valued at BWP30 720 000 to the Choppies Group Share Incentive Trust. The fair value on 22 May 2017 was based on the market price as on the date of issue.


Group Company

In BWP’000 2017 2016 2017 2016

14 stateD CaPital anD PRefeRenCe shaRes (continued)14.2 Preference shares

730 000 (2016: 730 000) preference shares at no par value 87 87 – –

These shares are redeemable at the sole option of the various subsidiaries. These preference shares do not carry (i) any voting rights and/or (ii) any rights to any distribution of capital or income other than limited profit participation. The profit participation is limited to 5% of profit after taxation (annually) depending on budgeted targets agreed with preference shareholders. No dividends were declared or paid to preference shareholders during the current or previous financial year.

The movement in preference shares is analysed as follows:Group 2017 Group 2016

In BWP’000 shares Value shares Value

Balance at beginning of the year 730 000 87 720 000 86 Issued during the year – – 10 000 1

Balance at end of the year 730 000 87 730 000 87

14.3 treasury sharesOn 22 May 2017, the group issued 12 000 000 ordinary shares valued at BWP30 720 000, to the Choppies Group Incentive Trust. The fair value of the shares was based on the market price at the date of issue. The shares will be issued to employees as part of an employee share incentive scheme. The vesting of the shares will be dependent on service conditions stipulated in the trust deed. Of the 12 000 000 shares, 1 475 000 shares were granted to selected employees on 30 June 2017 at the market price of the shares on that date. No shares had vested to these employees at the reporting date. The shares remain under the control of the trust, and ultimately the group, until they have vested. As such, all 12 000 000 shares issued to the trust were classified as treasury shares at the reporting date.

14.4 Capital managementThe board’s policy is to maintain a strong capital base so as to maintain investor, creditor and market confidence and to sustain future development of the business. Capital consists of ordinary shares, redeemable preference shares and retained earnings. The board monitors the return on capital as well as the level of dividends to ordinary and preference shareholders.

The board seeks to maintain a balance between the higher returns that might be possible with higher levels of borrowings and the advantages and security afforded by a sound capital position. There were no changes in the group’s approach to capital management during the year.

15. ReseRvesnature and purpose of reservesRetained earningsRetained earnings records the cumulative net profit or loss made by the group after deducting dividends to shareholders and other utilisation of the reserves.

foreign currency translation reserveThis reserve is used to record exchange differences arising from the translation of the results of foreign subsidiaries.

Group

In BWP’000 2017 2016

16. lonG-teRm boRRoWinGsfinance leases Scania Finance Southern Africa 34 942 22 761 Wesbank Botswana Limited 49 473 70 255 term loans Barclays Bank of Botswana Limited 275 117 267 042 Barclays Bank of Mozambique SA 22 038 – Botswana Investment Fund Management Capital (Bifm Capital) 85 000 85 000 Rand Merchant Bank Limited 205 067 73 298

671 637 518 356

Less: Current portion disclosed under current liabilities (114 091) (105 459)

557 546 412 897





16. lonG-teRm boRRoWinGs (continued)The terms and conditions of outstanding loans are as follows:

scania finance south africa limitedfinance lease liabilities These lease liabilities are secured over motor vehicles with a net book value of BWP44 598 646 (2016: BWP59 526 080) and plant and equipment with a net book value of BWP15 801 068 (2016: BWP8 128 856). These liabilities bear interest at the South African prime lending rate less 2% per annum and are repayable in 48 monthly instalments.

Wesbank botswana limitedfinance lease liabilities These lease liabilities are secured over an aircraft with a net book value of BWP110 495 191 (2016: BWP122 588 722). These liabilities bear interest at the Botswana prime lending rate less 2% per annum and are repayable in 36 monthly instalments.

barclays bank of botswana limitedThe facility is for US$20 000 000 for capital expenditure relating to the expansion of retail stores in Zimbabwe with the following conditions:➔➔ Interest of 350 basis points above the benchmark rate (benchmark rate being three-month US$ LIBOR).➔➔ Quarterly repayments of US$1 121 218 over five years commencing 1 April 2014.➔➔ Secured by an unlimited guarantee provided by Choppies Enterprises Limited.

A facility of BWP131 000 000 for expansion of retail stores with the following conditions:➔➔ Interest – prime lending rate at Botswana being 7% as on 30 June 2017.➔➔ Monthly repayment of BWP2 964 617 over a period over five years.➔➔ Secured by an unlimited guarantee provided by Choppies Enterprises Limited and its subsidiaries.

A bridge facility of BWP100 000 000 until the debt restructuring:➔➔ Interest – Botswana prime lending rate less 2%. Prime being 7% as on 30 June 2017.➔➔ Secured by an unlimited guarantee provided by Choppies Enterprises Limited and its subsidiaries.

barclays bank of mozambique saA facility of MZN124 000 000 for purchase of building in Maputo, Mozambique which was fully utilised as on 30 June 2017:➔➔ Interest – Barclays Bank of Mozambique SA prime lending rate less 3.5% being 23.5% as on 30 June 2017.➔➔ Quarterly repayment of MZN8 453 455 over a period over five years.➔➔ Secured by a corporate guarantee from Choppies Enterprises Limited, mortgage of the underlying property including insurance with the bank and floating charge over all assets of Choppies Supermarket Mozambique, Limitada to the extent of the outstanding balance.


16. lonG-teRm boRRoWinGs (continued)botswana investment fund management Capital (“bifm Capital”)Promissory notes Bifm subscribed to a promissory note issued by Winforever Investments (Pty) Limited (the holding company of the Choppies group of companies which legally changed its registered name to Choppies Enterprises Limited). Funds were disbursed for use by its wholly owned subsidiary, Choppies Distribution Centre (Pty) Limited (“CDC”).

The note bears interest at a fixed rate of 12% per annum commencing 12 December 2007 and is redeemable on 31 December 2017 for BWP20 million.

A term loan facility for BWP65 million with the following conditions:➔➔ Interest rate of 9.10% per anum payable bi-annually.➔➔ Repayments of BWP20 million on 31 December 2020 and 31 December 2021 and BWP25 million on 31 December 2022.

securities ➔➔ Principal shareholders’ guarantees and pledge.➔➔ Issuer deed of subordination, deed of cession and pledge.➔➔ Choppies Distribution Centre (Pty) Limited guarantee, deed of hypothecation and deed of subordination.➔➔ Insurance cover in respect of furniture and fittings.➔➔ Deed of hypothecation over trade and other receivables of Choppies Distribution Centre (Pty) Limited.➔➔ Deed of hypothecation over inventories of Choppies Distribution Centre (Pty) Limited and other subsidiaries to the extent of BWP65 000 000.➔➔ Guarantee of BWP65 000 000 by Choppies Enterprises Limited.

Rand merchant bank (“Rmb”)A facility of R150 000 000 for expansion of retail stores with the following conditions:➔➔ Interest – JIBAR + 3.4% per annum.➔➔ Quarterly repayment of R12.5 million commencing from 30 September 2018.

A facility of R100 000 000 for expansion of retail stores with the following conditions:➔➔ Interest – JIBAR + 3.6% per annum.➔➔ To be repaid in full on 9 June 2021.➔➔ Both facilities secured by:• a cession and pledge in security entered or to be entered between Choppies Enterprises Limited and its subsidiaries;• a general notary bond by Choppies Supermarket SA (Pty) Limited over all of its movable assets for R300 million;• a general notary bond by Motopi Holdings SA (Pty) Limited over all of its movable assets for R300 million; and• a general notary bond by Choppies Warehousing Services (Pty) Limited over all of its movable assets for R300 million.

finance lease commitments Group

In BWP’000 2017 2016

At the reporting date, finance lease payables were as follows:Cash flows within one year 41 452 40 853 Capital repayments 37 105 35 896 Interest 4 347 4 957 Cash flows within two to five years 47 578 62 013 Capital repayments 44 188 57 120 Interest 3 390 4 893 Total 89 030 102 866 Capital repayments 81 293 93 016 Interest 7 737 9 850





17. DefeRReD lease liabilitiesThe group has entered into various non-cancellable operating lease agreements in respect of rented premises. Leases are contracted for periods of up to 10 years, some with renewal options. Rental charges under these contracts escalate at fixed percentages of 5% to 10% per annum. Rentals comprise minimum monthly payments.

Group

In BWP’000 2017 2016

Balance at beginning of the year 59 826 43 643 Charge for the year 21 013 16 183

Balance at end of the year 80 839 59 826

The deferred operating lease liabilities reverse as follows:Within 1 year 5 988 4 651 2 – 5 years 40 650 32 084 6 – 10 years 34 201 23 091

80 839 59 826

Current portion of deferred lease liabilities 5 988 4 651 Non-current portion of deferred lease liabilities 74 851 55 175

80 839 59 826

The following future non-cancellable minimum lease rentals for premises occupied by the group are payable at the reporting date:Within 1 year 251 312 191 676 2 – 5 years 838 529 582 701 6 – 10 years 379 884 259 286

1 469 725 1 033 663

Group Company

In BWP’000 2017 2016 2017 2016

18. tRaDe anD otheR PayablesTrade payables 946 730 654 258 – – Withholding tax payable 2 965 2 302 – – Payroll accruals 16 599 18 060 – – Other payables 27 761 19 791 187 162

994 055 694 411 187 162

Trade and other payables are interest-free and have payment terms of up to 30 days.

The carrying value of trade and other payables approximates their fair values. Information of the group’s exposure to currency and liquidity risks is included in note 19.


19. Financial instrumentsOverviewThe group is exposed to credit, liquidity, interest rate and foreign currency risk due to the effects of changes in debt, exchange rates and interest rates experienced in the normal course of business. The group’s objective is to effectively manage each of the risks associated with its financial instruments in order to minimise the potential adverse effect on the financial performance and position of the group.

risk management frameworkThe group’s board of directors has overall responsibility for the establishment and oversight of the group’s risk management framework.

The group’s risk management policies are established to identify and analyse the risks faced by the group, to set appropriate risk limits and controls and to monitor risks and adherence to limits. Risk management policies and systems are reviewed regularly to reflect changes in market conditions and the group’s activities. The group, through its training and management standards and procedures, aims to maintain a disciplined and constructive control environment in which all employees understand their roles and obligations.

The group’s board of directors through the audit and risk committee oversees how management monitors compliance with the group’s risk management policies and procedures, and reviews the adequacy of the risk management framework in relation to the risks faced by the group. The board of directors is assisted in its oversight role by internal audit. Internal audit undertakes both regular and ad hoc reviews of risk management controls and procedures, the results of which are reported to the audit and risk committee.

market risk Market risk is the risk that changes in market prices, such as foreign exchange rates, interest rates and equity prices, will affect the group’s income or the value of its holdings in financial instruments. The objective of market risk management is to manage and control market risk exposures within acceptable parameters, while optimising the return on investment.

interest rate riskThe group’s interest rate risks arise from borrowings, cash and cash equivalents and loans. Fixed rate borrowings expose the group to fair value interest rate risk. Variable rate borrowings, loans and cash and cash equivalents results in cash flow interest rate risks. Other than ensuring optimum money market rates for deposits, the group does not make use of financial instruments to manage this risk.

The group invests with reputable institutions and has obtained borrowings and overdraft facilities, which are subject to normal market interest rate risk. The effective annual interest rates on the group’s call deposits, long-term borrowings and bank overdrafts at year-end were as follows:

GroupIn BWP’000 2017 2016

interest costBotswanaWesbank Botswana Limited Prime less 2% Prime less 2% Barclays Bank of Botswana Limited (overdraft) Prime less 2.5% Prime less 2.5%Standard Chartered Bank Botswana Limited (overdraft) Prime less 1% Prime less 1%Botswana Investment Fund Management Capital (Bifm Capital) 9.1 – 12% 9.1 – 12%Barclays Bank of Botswana Limited (term loan) Prime Prime Barclays Bank of Botswana Limited (bridge finance) Prime less 2% N/a south africaRand Merchant Bank – facility 1 3.4% above JiBar 3.4% above JIBAR Rand Merchant Bank – facility 2 3.6% above JiBar 3.6% above JIBAR Scania Finance Southern Africa Prime less 2% Prime less 2% Barclays Bank of Botswana Limited Prime lending rate Prime lending rate ZimbabweBarclays Bank of Botswana Limited 3.5% above 3-month liBOr 3.5% above 3-month LIBOR Barclays Bank of Zimbabwe Limited (overdraft) 3.5% above 3-month liBOr 3.5% above 3-month LIBOR interest incomeBotswanaCall accounts denominated in Pula 4.00% to 6.00% 4.00% to 6.00% Call accounts denominated in foreign currencies 1.00% to 2.00% 1.00% to 2.00% Fixed deposits with banks 5.50% to 7.00% 5.50% to 7.00%

south africaCall accounts denominated in Rand 5.00% to 7.00% 5.00% to 7.00%





19. Financial instruments (continued)interest rate risk (continued)The following are the Pula equivalent of the balances susceptible to interest rate risk:

Group

In BWP’000 2017 2016

Long-term borrowings (671 637) (518 356)Bank overdrafts (110 977) (80 371)Call accounts denominated in Pula 1 281 5 013 Call accounts denominated in foreign currencies 13 092 35 161

Fixed deposits with banks 3 853 8 341

With average interest rates as noted, an increase of 50 basis points in the interest rates during the reporting period would have decreased the group’s profit before taxation and equity as disclosed below:

impact on profit before taxGroup

impact on equityGroup

In BWP’000 2017 2016 2017 2016

Long-term borrowings (3 358) (2 592) (2 611) (2 134)Bank overdrafts (555) (402) (432) (331)Call accounts denominated in Pula 6 25 5 21 Call accounts denominated in foreign currencies 65 176 51 145 Fixed deposits with banks 19 42 15 35

net decrease in profit before taxation (3 823) (2 751) (2 972) (2 264)

A decrease of 50 basis points in the interest rates would have had an equal but opposite effect on the group’s profit before taxation and equity to the amounts disclosed above, on the basis that all other variables remain constant.

Foreign currency riskThe group is exposed to foreign currency risk for transactions which are denominated in currencies other than the Botswana Pula. These transactions mainly relate to the group’s distribution and retail trading business and its investment in foreign operations. These transactions are predominantly denominated in South African Rand, United States Dollar and British Pound Sterling.

Foreign currency risks that do not influence the group’s cash flows (i.e. the risks resulting from the translation of assets and liabilities of foreign operations in the group’s reporting currency) are not hedged.

The group’s exposure to foreign currency risk based on notional amounts is analysed as follows:

Foreign currency amount

Pula equivalent

Group 2017South African Rand denominated assets – balances with banks R’000 71 326 55 815 United States Dollar denominated assets – balances with banks US$’000 2 070 21 198 British Pound Sterling denominated assets – balances with banks GBP’000 151 2 011 South African Rand denominated liabilities R’000 (191 730) (150 035)United States Dollar denominated liabilities US$’000 (2 623) (26 861)

net statement of financial position exposure (97 872)

Group 2016South African Rand denominated assets – balances with banks R’000 49 941 36 606 United States Dollar denominated assets – balances with banks US$’000 538 5 916 British Pound Sterling denominated assets – balances with banks GBP’000 151 2 211 South African Rand denominated liabilities R’000 (181 977) (133 385)United States Dollar denominated liabilities US$’000 (8 578) (94 367)

net statement of financial position exposure (183 019)


Group

In BWP’000 2017 2016

19. Financial instruments (continued) Foreign currency risk (continued)Year-end translation rates:South African Rand 1.2779 1.3643 United States Dollar 0.0977 0.0909 British Pound Sterling 0.0751 0.0683 Average transaction rates:South African Rand 1.2905 1.3478 United States Dollar 0.0950 0.0920

British Pound Sterling 0.0751 0.0683

A 10% weakening of the Botswana Pula against the above mentioned foreign currencies at the reporting date would have decreased/increased the group’s profit before taxation and equity by the amounts disclosed below. This analysis assumes that all other variables, in particular interest rates, remain constant.

In BWP’000

impact on profit

before tax

impact on

equity

Group 2017South African Rand denominated assets – balances with banks 5 074 3 653 United States Dollar denominated assets – balances with banks 1 927 1 387 British Pound Sterling denominated assets – balances with banks 183 132 South African Rand denominated liabilities (13 640) (9 821)United States Dollar denominated liabilities (2 442) (1 758)

net decrease in profit before taxation (8 898) (6 407)

Group 2016South African Rand denominated assets – balances with banks 3 328 2 740 United States Dollar denominated assets – balances with banks 538 443 British Pound Sterling denominated assets – balances with banks 201 166 South African Rand denominated liabilities (12 126) (9 985)United States Dollar denominated liabilities (8 579) (7 064)

net increase in profit before taxation (16 638) (13 700)

A 10% strengthening of the Botswana Pula against the above mentioned currencies at the reporting date would have had an equal but opposite effect on the group’s profit before taxation and equity to the amounts disclosed above.

credit riskThe group has exposure to credit risk, which is the risk that a counterparty will be unable to pay amounts in full when due. Key areas where the group is exposed to credit risk are:➔➔ amounts due from related entities;➔➔ trade and other receivables;➔➔ cash and cash equivalents; and➔➔ advances and deposits.

The group limits the levels of credit risk it accepts by placing limits on its exposure to a single counterparty or groups of counterparties. The group has no significant concentration of credit risk, and exposure to third parties is monitored as part of the credit control process.

Reputable financial institutions are used for investing and cash handling purposes. All money market instruments and cash equivalents are placed with financial institutions registered with banks registered in the geographical areas where the group operates. Banks in Botswana are not rated, but most of the banks concerns are subsidiaries of major South African or United Kingdom registered institutions.





19. Financial instruments (continued) credit risk (continued)The carrying amount of financial assets represents the maximum credit exposure. The maximum exposure to credit risk at the reporting date is summarised as follows:

Group company

In BWP’000 2017 2016 2017 2016

Trade receivables 101 675 54 703 – – Other receivables 109 711 136 741 – – Advances and deposits 31 602 23 043 – – Amounts due from related entities 19 051 4 901 422 066 489 116 Bank balances 167 739 114 778 430 559

429 778 334 166 422 496 489 675

The ageing of trade receivables (group) not impaired at the reporting date is analysed as follows:

Group

In BWP’000 2017 2016

Not past due nor impaired 14 119 18 991 Past due 1 – 30 days nor impaired 6 545 3 056 Past due 31 – 120 days nor impaired 83 193 32 656

103 857 54 703 Impaired during the year (2 182) –

101 675 54 703

Trade receivables were evaluated for impairment at the reporting date. The majority of amounts outstanding are with reputable trading entities with no history of default. There was no concentration of credit risk at the current or previous reporting date.

liquidity riskThe group is exposed to daily operational payments and payment of trade payables and long-term borrowings. Liquidity risk is the risk that cash may not be available to pay obligations when due at a reasonable cost. The group sets limits on the minimum amounts of maturing funds available to meet such calls and unexpected levels of demand.

The following financial instruments are classified as non-derivative financial liabilities:Group company

In BWP’000 2017 2016 2017 2016

Long-term borrowings 671 637 518 356 – – Amounts due to related entities 1 499 9 551 13 678 13 682 Bank overdrafts 110 977 80 371 – – Trade payables 946 730 654 258 – – Other payables 27 761 37 851 187 164

1 758 604 1 300 387 13 865 13 846


19. Financial instruments (continued)liquidity risk (continued)The following are the contractual maturities of the non-derivative financial liabilities, including estimated interest payments and the impact of netting agreements:

In BWP’000 carrying

amount contractual

cash flows One year

two to five years

Greater than

five years

Group 2017Long-term borrowings 671 637 (829 520) (270 004) (533 379) (26 137)Amounts due to related entities 1 499 (1 499) (1 499) – – Bank overdrafts 110 977 (110 977) (110 977) – – Trade payables 946 730 (946 730) (946 730) – – Other payables 27 761 (27 761) (27 761) – –

1 758 604 (1 916 487) (1 356 971) (533 379) (26 137)

Group 2016Long-term borrowings 518 356 (589 993) (172 357) (391 643) (25 993)Amounts due to related entities 9 551 (9 551) (9 551) – – Bank overdrafts 80 371 (80 371) (80 371) – – Trade payables 654 442 (654 442) (654 442) – – Other payables 37 851 (37 851) (37 851) – –

1 300 571 (1 372 208) (954 572) (391 643) (25 993)

company 2017Amounts due to related entities 13 678 (13 678) (13 678) – – Other payables 186 (186) (186) – –

13 864 (13 864) (13 864) – –

company 2016Amounts due to related entities 13 682 (13 682) (13 682) – – Other payables 164 (164) (164) – –

13 846 (13 846) (13 846) – –

GuaranteesThe group’s policy is to provide financial guarantees for subsidiaries’ liabilities. At the reporting date the company had issued guarantees to certain financial institutions and suppliers per note 25.





20. Fair value measurements The group measures fair values using the following fair value hierarchy that reflects the significance of the inputs in determining these measurements:

level 1: Quoted market price in an active market for an identical instrument.

level 2: Valuation techniques based on observable inputs, either directly (i.e. as prices) or indirectly (i.e. derived from prices). This category includes instruments valued using quoted market prices in active markets for similar instruments; quoted prices for identical or similar instruments in markets that are considered less than active; or other valuation techniques where all significant inputs are directly or indirectly observable from market data.

level 3: Valuation techniques using significant unobservable inputs. This category includes all instruments where the valuation technique includes inputs not based on observable data and the unobservable inputs have a significant effect on the instrument’s valuation. This category includes instruments that are valued based on quoted prices for similar instruments where significant unobservable adjustments or assumptions are required to reflect differences between the instruments.

The table below shows the carrying amounts and fair values of financial assets and financial liabilities, including their levels in the fair value hierarchy:

carrying amounts Fair value

In BWP’000

Financial assets

designated at fair

value

loans and recei-

vables

Financial assets/

liabilities at amortised

costs total level 1 level 2 level 3 total

Group 2017assetsFinancial assets measured at fair valueInvestments in shares 3 – – 3 3 – – 3 Financial assets not measured at fair value*Advances and deposits – 31 602 – 31 602 – – – – Trade and other receivables – 211 386 – 211 386 – – – – Amounts due from related entities – 19 051 – 19 051 – – – – Cash and cash equivalents – 187 746 – 187 746 – – – –

total 3 449 785 – 449 788 3 – – 3

liabilitiesFinancial liabilities not measured at fair value*Long-term borrowings – – 671 637 671 637 – – – – Trade and other payables – – 974 491 974 491 – – – – Amounts due to related entities – – 1 499 1 499 – – – – Bank overdraft – – 110 977 110 977 – – – –

total – – 1 758 604 1 758 604 – – – –


20. Fair value measurements (continued)

Carrying amounts Fair value

In BWP’000

Financial assets

designated at fair value

Loans and recei-

vables

Financial assets/


costs Total Level 1 Level 2 Level 3 Total

Group 2016assetsFinancial assets measured at fair valueInvestments in shares 3 – – 3 3 – – 3 Financial assets not measured at fair value*Advances and deposits – 23 043 – 23 043 – – – – Trade and other receivables – 191 444 – 191 444 – – – – Amounts due from related entities – 4 901 – 4 901 – – – – Cash and cash equivalents – 132 457 – 132 457 – – – –

total 3 351 845 – 351 848 3 – – 3

liabilitiesFinancial liabilities not measured at fair value*Long-term borrowings – – 518 356 518 356 – – – – Trade and other payables – – 692 109 692 109 – – – – Amounts due to related entities – – 9 551 9 551 – – – – Bank overdraft – – 80 371 80 371 – – – –

total – – 1 300 387 1 300 387 – – – –

* Fair value not disclosed as carrying value is a reasonable approximation of fair value.





20. Fair value measurements (continued)

Financial assets

designated at fair value

loans and recei-

vables

Financial assets/


costs total level 1 level 2 level 3 total

company 2017assetsFinancial assets not measured at fair value*Amounts due from related entities – 422 066 – 422 066 – – – – Cash and cash equivalents – 430 – 430 – – – –

total – 422 516 – 422 516 – – – –

liabilitiesFinancial liabilities not measured at fair value*Other payables – – 187 187 – – – – Amounts due to related entities – – 13 678 13 678 – – – –

total – – 13 865 13 865 – – – –

company 2016assetsFinancial assets not measured at fair value*Amounts due from related entities – 489 116 – 489 116 – – – – Cash and cash equivalents – 559 – 559 – – – –

total – 489 675 – 489 675 – – – –

liabilitiesFinancial liabilities not measured at fair value*Other payables – – 164 164 – – – – Amounts due to related entities – – 13 682 13 682 – – – –

total – – 13 846 13 846 – – – –

* Fair value not disclosed as carrying value is a reasonable approximation of fair value.


21. cOntinGent liaBilitiesThe group has the following contingent liabilities at the reporting date:

Guarantees Choppies Enterprises Limited together with all its subsidiaries have provided a guarantee of BWP27 million in favour of Barclays Bank of Botswana Limited in respect of an overdraft facility of BWP23 million and a guarantee of BWP40 million in favour of Standard Chartered Bank Botswana Limited in respect of an overdraft facility of BWP40 million.

Choppies Enterprises Limited provided a guarantee of BWP50 000 000 in favour of Banc ABC for banking facilities provided to a related company, Solace (Pty) Limited.

Choppies Enterprises Limited has the following guarantees issued for Nanavac Investments (Pvt) Limited:

Beneficiaries Expiry date2017

us$‘0002016

US$‘0002017

BWP‘0002016

BWP‘000

Delta Corporation Limited Not applicable 800 800 8 193 8 801 National Foods Operations Limited Not applicable 700 700 7 168 7 701 Dairibord Zimbabwe (Pvt) Limited Not applicable 1 000 1 000 10 241 11 001 Unilever Zimbabwe (Pvt) Limited Not applicable 800 – 8 193 – Whirlwyn Trading (Pvt) Limited Not applicable 50 – 512 –

3 350 2 500 34 307 27 503

Choppies Enterprises Limited has the following guarantees issued for Choppies Supermarkets South Africa (Pty) Limited and Choppies Warehousing Services (Pty) Limited:


r‘0002016

R‘0002017

BWP‘0002016

BWP‘000

Amka Products (Pty) Limited Not applicable 3 000 3 000 2 348 2 199 Glocell (Pty) Limited Not applicable 1 000 1 000 783 733 Unilever South Africa (Pty) Limited Not applicable 15 000 15 000 11 738 10 995 The South African Breweries (Pty) Limited Not applicable 3 000 – 2 348 –

22 000 19 000 14 869 13 927

Choppies Enterprises Limited has the following guarantees issued for Choppies Enterprises Kenya Limited:


Kes‘0002016

KES‘0002017

BWP‘0002016

BWP‘000

Kapa Oil Refineries Limited Not applicable 20 000 20 000 1 972 2 144 Unga Limited Not applicable 27 000 – 2 662 – Del Monte Kenya Limited Not applicable 10 000 – 986 – Haco Tiger Brands (EA) Limited Not applicable 20 000 – 1 972 –

77 000 20 000 7 592 2 144





21. cOntinGent liaBilities (continued)Choppies Enterprises Limited has the following guarantees issued for Choppies Supermarkets Tanzania Limited:


tZs‘0002016

TZS‘0002017

BWP‘0002016

BWP‘000

Tanzanian Breweries Limited Not applicable 10 000 – 46 – Bonite Bottlers Limited Not applicable 7 500 – 34 –

17 500 – 80 –

Choppies Enterprises Limited has the following guarantees issued for Choppies Supermarket Mozambique Limitada:


mZn‘0002016

MZN‘0002017

BWP‘0002016

BWP‘000

Cervejas De Mozambique, SARL Not applicable 3 000 – 511 –

3 000 – 511 –

57 359 43 573

Choppies Supermarkets SA (Pty) Limited has the following guarantees with Standard Bank of South Africa Limited:


r‘0002016

R‘0002017

BWP‘0002016

BWP‘000

South African Revenue Service 1/1/2030 50 50 39 37 Parmalat SA (Pty) Limited 1/1/2030 300 300 235 220 Unilever South Africa (Pty) Limited 1/1/2030 500 500 391 366 Coca Cola Fortune (Pty) Limited 1/1/2030 750 750 587 550 Tshwane Fresh Produce Market (Pty) Limited 1/1/2030 500 500 391 366 Blinkwater Mills (Pty) Limited 1/1/2030 250 250 196 183

2 350 2 350 1 839 1 722


22. suBsidiariesChoppies Enterprises Limited held the following interests in the stated capital of subsidiaries consolidated into these financial statements. The company has 95 subsidiaries, 86 of which are considered to be material to the group.

➔➔ 89 subsidiaries are wholly owned including Choppies Group Share Incentive Trust Scheme.➔➔ In 4 subsidiaries majority shares are held.➔➔ In the Zimbabwean subsidiary, Nanavac Investments (Pvt) Limited, the group holds less than the majority shares but has a 93% economic interest as disclosed on page 80.➔➔ Non-controlling interests have a material interest in one subsidiary (refer below).

2017 2016

In BWP%

ownership

carrying value of

investment%

ownership

Carrying value of

investment

Abbas Enterprises (Pty) Limited 100 3 000 100 3 000Accrete Investments (Pty) Limited 100 100 100 100Amphora (Pty) Limited 100 100 100 100Asklite (Pty) Limited 100 100 100 100Atladis (Pty) Limited 100 100 100 100Beavers Investments (Pty) Limited 100 4 779 146 100 4 779 146Bell Garden (Pty) Limited 100 100 100 100Bestlite Investments (Pty) Limited 100 100 100 100Best Strategy (Pty) Limited 100 100 – – Bowerbird (Pty) Limited 100 2 364 913 100 2 364 913Catbird (Pty) Limited 100 100 100 100Chathley Enterprises (Pty) Limited 100 5 035 746 100 5 035 746Choppies Distribution Centre (Pty) Limited 100 100 100 100Choppies Logistics Proprietary Limited 100 733 100 733 Choppies Supermarkets Namibia (Pty) Limited 100 2 932 100 2 932 Choppies Supermarkets Tanzania Limited 75 458 047 75 368 Choppies Enterprises Kenya Limited 75 118 878 801 75 85 999 524 Choppies Distribution Centre Kenya Limited 75 10 716 75 10 716 Choppies Group Share Incentive Trust Scheme 100 30 720 000 _ _Choppies Supermarket Mozambique Limitada 90 33 613 445 – – Choppies Supermarkets Limited (Zambia) 90 11 089 90 5 490 Choppies Supermarkets SA (Pty) Limited 100 266 686 757 100 266 686 757 Choppies Warehousing Services (Pty) Limited 100 900 100 900 Crystal Shine (Pty) Limited 100 100 100 100 Daisy Gardens (Pty) Limited 100 290 273 100 290 273 Deluxe (Pty) Limited 100 5 778 525 100 5 778 525 Dhalia (Pty) Limited 100 1 000 100 1 000 Dostana Investments (Pty) Limited 100 1 000 100 1 000 Dragon Gold (Pty) Limited 100 100 100 100 Enchanted Oaks (Pty) Limited 100 100 100 100 Flowting Ideas (Pty) Limited 100 100 100 100 F & A Enterprises (Pty) Limited 100 734 973 100 734 973 Freshtake Holdings (Pty) Limited 100 4 033 916 100 4 033 916





22. suBsidiaries (continued)2017 2016

In BWP%

ownership

carrying value of

investment%

ownership

Carrying value of

investment

Ganga (Pty) Limited 100 1 000 100 1 000 Genuine Passions (Pty) Limited 100 688 755 100 688 755 Gliftwood (Pty) Limited 100 100 100 100 Gobrand Holdings (Pty) Limited 100 100 100 100 Golden Irish (Pty) Limited 100 100 100 100 Godavari (Pty) Limited 100 100 100 100 Good Track (Pty) Limited 100 100 – – Gritnit (Pty) Limited 100 100 100 100 Heaven Hill (Pty) Limited 100 100 100 100 Heritic Holdings (Pty) Limited 100 100 100 100 Highland Haven (Pty) Limited 100 100 100 100 Himalayas (Pty) Limited 100 100 100 100 Hoovernit (Pty) Limited 100 100 100 100 Jarapino Ventures (Pty) Limited 100 100 100 100 Jobfine Holdings (Pty) Limited 100 100 100 100 Kaar Distributors & Marketing Services (Pty) Limited 100 2 170 082 100 2 170 082 Kanye Friendly Grocer (Pty) Limited 100 439 264 100 439 264 Karling Investments (Pty) Limited 100 100 100 100 Kings Rifle (Pty) Limited 100 100 – – Leaf Motifs (Pty) Limited 100 100 100 100 Lisboa Trading (Pty) Limited 100 3 017 120 100 3 017 120 Macha Investments (Pty) Limited 100 2 489 757 100 2 489 757 Mafila Holdings (Pty) Limited 100 150 000 100 150 000 Maypearl (Pty) Limited 100 100 100 100 Million Touch (Pty) Limited 100 100 100 100 Monthe Vista (Pty) Limited 100 100 – – Motopi Holdings (Pty) Limited 100 3 365 538 100 3 365 538 Motopi Holdings SA (Pty) Limited 100 100 100 100 Naivasha (Pty) Limited 100 100 100 100 Nanavac Investments (Pvt) Limited** 49 855 49 855 Ndongolela Investments (Pty) Limited 100 100 100 100 New Page (Pty) Limited 100 100 100 100 Ollur Investments (Pty) Limited 100 2 005 193 100 2 005 193 Ourluck Investment (Pty) Limited 100 425 020 100 425 020 Path for Glory (Pty) Limited 100 100 100 100 Pucko Investments (Pty) Limited 100 2 849 148 100 2 849 148 Pearland (Pty) Limited 100 100 100 100 Right Time Holdings (Pty) Limited 100 100 100 100 Rigil (Pty) Limited 100 100 100 100


22. suBsidiaries (continued)2017 2016

In BWP%

ownership

carrying value of

investment%

ownership

Carrying value of

investment

S & F Enterprises (Pty) Limited 100 100 100 100 Sarfrosh Holdings (Pty) Limited 100 16 331 720 100 16 331 720 Shopper's Paradise (Pty) Limited 100 1 300 000 100 1 300 000 Smart Buy Holdings (Pty) Limited 100 100 100 100 Smoothsail Holdings (Pty) Limited 100 100 100 100 Spin and Shine (Pty) Limited 100 100 100 100 Summer Queen (Pty) Limited 100 100 100 100 Sunrise Holdings (Pty) Limited 100 239 247 100 239 247 SupaSave (Pty) Limited and MegaSave (Pty) Limited 100 14 332 511 100 14 332 511 Taffeta Roses (Pty) Limited 100 100 100 100 Tampatrail Investments (Pty) Limited 100 100 100 100 Tanglewood (Pty) Limited 100 100 100 100 To Domore Holdings (Pty) Limited 100 100 100 100 Topshape Holdings (Pty) Limited 100 1 000 100 1 000 Torinby Investments (Pty) Limited 100 100 100 100 Roadtight (Pty) Limited 100 100 100 100 Velocity (Pty) Limited 100 100 100 100 Walrus (Pty) Limited 100 100 100 100 Wayside Supermarket (Pty) Limited 100 805 936 100 805 936 White Baite (Pty) Limited 100 100 100 100 Wolf Lake (Pty) Limited 100 100 100 100 Well Done (Pty) Limited 100 100 100 100

524 023 658 426 347 258

total in thousands 524 024 426 347

non-controlling shareholders’ interests

The following subsidiaries have non-controlling interests

NamePrincipal place of

businessOwnership interests held by

non-controlling interests2017 2016

Nanavac Investments (Pvt) Limited Zimbabwe 51% 51%Choppies Supermarkets Limited (Zambia) Zambia 10% 10%Choppies Enterprises Kenya Limited Kenya 25% 25%Choppies Distribution Centre Kenya Limited Kenya 25% 25%Choppies Supermarkets Tanzania Limited Tanzania 25% – Choppies Supermarket Mozambique Limitada Mozambique 10% –

Nanavac Investments (Pvt) Limited includes the group’s operations in Zimbabwe where legislation requires an indigenous shareholding of at least 51% in all businesses. Although the group has only 49% of the shares, management has determined that the group controls Nanavac Investments (Pvt) Limited. This is on the basis that the shareholders holding the balance of the shares have agreed to allow the group to manage the company as it seems fit and the success of its operations are dependent on the investment of the group. The group is recognising an economic interest of 93% relating to its investments in the Zimbabwean operations.

The following is the summarised financial information non-controlling interests mentioned above prepared in accordance with IFRS 12.





22. suBsidiaries (continued)non-controlling interests (continued)

Zimbabwe Zambia Kenya Tanzania Mozambique

In BWP’000 2017 2016 2017 2016 2017 2016 2017 2017

Percentage of non-controlling shareholder 51% 51% 10% 10% 25% 25% 25% 10%Total assets 508 902 531 327 157 892 82 894 156 022 112 724 9 562 42 479 Total liabilities 233 234 270 262 69 775 29 257 52 978 41 080 1 733 32 250 Net assets 275 668 261 065 88 117 53 637 103 044 71 644 7 829 10 229 Carrying amount of non-controlling interests 1 385 2 309 (1 240) (110) (11 654) (3 592) (1 014) (688)Revenue 1 366 116 1 201 593 273 760 40 844 289 825 46 472 6 529 8 053 Profit/(loss) and total comprehensive income for the year 6 038 (12 384) (14 464) (4 694) (26 226) (13 140) (3 812) (7 498)Profit/(loss) and total comprehensive income allocated to non-controlling shareholder 423 (868) (1 446) (469) (6 557) (3 285) (953) (750)Other comprehensive income at holding company level allocated to non-controlling shareholder (1 346) 1 141 316 360 (1 506) (307) (61) 62 Cash flows from operating activities 74 281 105 410 42 581 60 299 13 190 (22 601) (5 300) (8 770)Cash flows from investing activities (12 082) (68 213) (34 532) (57 651) (39 135) 32 111 7 418 (45 528)Cash flows from financing activities (60 930) (33 920) 5 5 44 101 – 478 48 856 Net increases/(decrease) in cash and cash equivalents 1 269 3 277 8 054 2 653 18 156 9 510 2 596 (5 442)

No dividends were paid to non-controlling interests in the current or previous year.

increase in investments in suBsidiariesnew subsidiaries: During the year, the group acquired shares and voting rights through the forming of the following entities as a part of the expansion of its retail business in Botswana and Mozambique.

100% shares and voting rights in the following subsidiaries:➔➔ Best Strategy (Pty) Limited;➔➔ Good Track (Pty) Limited;➔➔ Kings Rifle (Pty) Limited;➔➔ Monthe Vista (Pty) Limited; and➔➔ Choppies Group Share Incentive Scheme.

Majority of shares and voting rights in the following subsidiaries:➔➔ Choppies Supermarket Mozambique, Limitada.

acquisition of business:On 10 January 2017 and 12 June 2017, the group acquired two stores in Kenya which were trading under the name “Ukwala”, hereafter referred to as “Ukwala”, through its subsidiary, Choppies Enterprises Kenya Limited, in which the group owns 75% shares and voting rights.

The acquisitions expand the group’s presence in areas previously underserviced by Choppies and are expected to increase revenue and earnings in future. As a socially responsible corporate group, the group retained all staff working in the acquired companies and also employed additional staff to enhance the management team.


22. suBsidiaries (continued)

The following table summarises the amounts recognised in respect of assets acquired and liabilities assumed at the dates of acquisition:

In BWP’000Ukwala

Property, plant and equipment 476

total identifiable net assets acquired 476

Goodwill arising from the acquisition was recognised as follows:Consideration transferred (cash) 18 396 Identifiable net assets acquired (476)

Goodwill 17 920

The valuation technique applied to measure the fair value of property, plant and equipment in respect of the Ukwala acquisition was depreciation replacement cost done by an independent valuer in accordance with The Royal Institution of Chartered Surveyors (“RICS”).

The goodwill in respect of both acquisitions is mainly attributable to skills and talent of the workforce and the synergies expected to be achieved from cross-selling Choppies expertise or Ukwala expertise.

assessment of investments in subsidiaries for impairmentThe company assesses investments in subsidiaries for potential impairment when their impairment indicators have been identified. The company assesses the current and future financial performance of these subsidiaries, taking into account the company’s business model. Future performance was assessed based on budgets and the following key assumptions:

Group

2017 2016

Revenue growth rates 5 – 23% 2 – 8%Gross profit margins 13 – 23% 11 – 21%Inflation rates 3 –17% 3 – 4%Terminal growth rates 2 – 8% 2 – 5%

No impairment losses were recognised in respect of investments in subsidiaries during the current or previous year.

Group

In BWP’000 2017 2016

23. earninGs and dividends Per share23.1 Basic and diluted earnings per share

Basic earnings per share (thebe) 6.50 8.48

Diluted earnings per share (thebe) 6.50 8.48

Group

2017‘000

2016‘000

The calculation of basic and diluted earnings per share is based on:

Profit for the year attributable to owners of the company (Pula) 83 923 109 527

The weighted average number of ordinary shares in issue during the year

Basic: 1 291 629 1 291 629 Diluted 1 291 633 1 291 629 Weighted average number of shares:Issued ordinary share at 1 July 1 291 629 1 291 629 Weighted average number of shares newly issued 4 –

Weighted average number of ordinary shares at 30 June 1 291 633 1 291 629





Group

2017 2016

23. earninGs and dividends Per share (continued)23.2 headline earnings and diluted headline earnings per share (thebe)

Basic headline earnings per share (thebe) 6.68 7.25

Diluted headline earnings per share (thebe) 6.68 7.25

The calculation of headline earnings and diluted headline earnings per share is based on

The weighted average number of ordinary shares in issue during the year ‘000 ‘000

Basic: 1 291 629 1 291 629 Diluted 1 291 633 1 291 629

The number of shares in issue at the end of the year 1 303 628 1 291 629

Profit for the year attributable to owners of the company (Pula) 83 923 109 527

Remeasurements:Loss/(profit) on disposal of plant and equipment 3 013 (20 386)Tax effect on remeasurement (669) 4 496

headline earnings 86 267 93 637

Of the 12 000 000 shares issued to the Choppies Group Share Incentive Scheme (refer to note 27), 10 525 000 were not considered for the calculation of diluted earnings as the shares were not been granted to any of the employees as on the reporting date.

Group and company2017‘000

2016‘000

23.3 dividend per share 2.83 4.88 Dividend declared and paid 36 530 62 990 Ordinary shares eligible for dividend 1 291 629 1 291 629


24. seGmental rePOrtGroup Operating segments are identified based on financial information regularly reviewed by the Choppies Enterprises Limited chief executive officer (identified as the chief operating decision maker of the group for IFRS 8 reporting purposes) for performance assessments and resource allocations. The group has four operating segments (2016: five) as described below, which are the group’s strategic divisions. Operating segments are disclosed by geographical regions.

Performance is measured based on the profit before taxation as management believes that such information is most relevant in evaluating the results of the segments against each other and other entities which operate within the retail industry. Botswana – retail of fast moving consumer goods in Botswana. The business is supported by and includes a warehouse and service companies. South Africa – retail of fast moving consumer goods in South Africa. The business is supported by and includes a warehousing company. Zimbabwe – retail of fast moving consumer goods in Zimbabwe. The business is supported by and includes two distribution centres. Other regions – retail of fast moving consumer goods in Zambia supported by a distribution centre, Kenya supported by two distribution centres, Tanzania and Mozambique. Due to increased geographical spread company has changed segmental reporting by disclosing matured business separately and other regions as “other regions”. The comparative amounts have been updated to reflect this change.

In BWP’000 Botswana south africa Zimbabwe Other regions

total per annual

financial statements

2017statement of profit or loss and other comprehensive incomeRevenue:Trading income 4 044 027 2 864 087 1 366 116 578 167 8 852 397 Other income 26 446 10 077 1 592 1 634 39 749

total segment revenue 4 070 473 2 874 164 1 367 708 579 801 8 892 146

reportable segment gross profit 967 047 582 455 241 635 82 037 1 873 174

reportable segment eBitda 321 064 33 386 39 228 (51 522) 342 156

reportable segment depreciation 92 294 72 008 20 668 18 239 203 209

reportable segment net interest cost 16 768 17 906 7 436 848 42 958

reportable segment profit/(loss) before taxation 212 002 (56 528) 11 124 (70 609) 95 989

reportable segment profit/(loss) after taxation 164 557 (43 955) 6 038 (52 000) 74 640

statement of financial positionReportable segment assets 1 478 828 1 067 879 508 902 365 955 3 421 564 Reportable segment liabilities 920 080 596 626 233 234 156 735 1 906 675





24. seGmental rePOrt (continued)

In BWP’000 Botswana south africa Zimbabwe Other regions

total per annual

financial statements

2016Statement of profit or loss and other comprehensive incomeRevenue:Trading income 4 545 097 1 534 999 1 201 593 87 316 7 369 005 Other income 45 926 4 540 1 762 37 52 265

total segment revenue 4 591 023 1 539 539 1 203 355 87 353 7 421 270

reportable segment gross profit 925 692 316 153 188 709 14 237 1 444 791

reportable segment eBitda 353 134 (43 105) 7 679 (20 991) 296 717

reportable segment depreciation 77 517 49 911 17 433 3 243 148 104

reportable segment net interest cost 13 825 614 6 472 303 21 214

reportable segment profit/(loss) before taxation 261 792 (93 630) (16 225) (24 537) 127 400

reportable segment profit/(loss) after taxation 203 202 (68 079) (12 384) (17 834) 104 905

statement of financial position – Reportable segment assets 1 384 022 745 168 531 327 195 618 2 856 135

Reportable segment liabilities 750 693 291 250 270 262 70 337 1 382 542

25. Financial suPPOrtChoppies Distribution Centre (Pty) Limited, a wholly owned subsidiary of Choppies Enterprises Limited, has pledged its continued financial and operational support to certain subsidiaries of Choppies Enterprises Limited in order for these companies to continue operating as going concerns in the foreseeable future. Each of these companies is technically insolvent with their liabilities exceeding their equity and assets.

The financial support provided by the company will continue for each individual company until such time as the equity and assets, fairly valued, exceed the liabilities for each of the respective individual companies.

Based on the ability of Choppies Distribution Centre (Pty) Limited to continue providing such support, the individual financial statements of these technically insolvent companies have been prepared on the going concern assumption. The shareholders’ deficits at the reporting date for each of the companies are summarised as follows:

In BWP’000 2017 2016

subsidiaryAmphora (Pty) Limited 900 3 839 Bell Garden (Pty) Limited 803 1 506 Best Strategy (Pty) Limited 678 – Crystal Shine (Pty) Limited 141 993 Enchanted Oaks (Pty) Limited 897 2 255 Gliftwood (Pty) Limited 795 1 190 Golden Irish (Pty) Limited 2 501 3 063 Heaven Hill (Pty) Limited 670 1 794 Heritic Holdings (Pty) Limited 680 1 845 Highland Haven (Pty) Limited 2 021 4 191 Kings Rifle (Pty) Limited 99 – Leaf Motifs (Pty) Limited 610 844 Mafila Holdings (Pty) Limited – 1 620 Maypearl (Pty) Limited 2 478

MegaSave (Pty) Limited 6 877 6 651


In BWP’000 2017 2016

25. Financial suPPOrt (continued)subsidiary (continued)Monthe Vista (Pty) Limited 1493 – Million Touch (Pty) Limited 774 693 Ollur Investments (Pty) Limited 392 24 Path For Glory (Pty) Limited 907 940 Pearland (Pty) Limited 379 1 132 Smart Buy Holdings (Pty) Limited – 2 370 Summer Queen (Pty) Limited 1 758 1 603 SupaSave (Pty) Limited – 3 701 Walrus (Pty) Limited 550 211 Wolf Lake (Pty) Limited – 388

Foreign subsidiaries ’000 ’000Choppies Supermarkets SA (Pty) Limited – ZAR 224 798 139 470 Choppies Logistics Services (Pty) Limited – ZAR – 211 Choppies Warehousing Services Proprietary Limited – ZAR 9 488 7 802 Choppies Supermarkets Limited – Zambian Kwacha 11 062 999 Choppies Supermarkets Tanzania Limited – Tanzanian Shilling 785 318 – Choppies Enterprises Kenya Limited – Kenyan Shilling – 6 644 Choppies Distribution Centre Kenya Limited – Kenyan Shilling 12 516 8 536 Motopi Holdings SA (Pty) Limited – ZAR 1 054 1 665

Group

In BWP’000 2017 2016

26. details OF related Party Balances and transactiOns26.1 amounts due from related entities*

nameBagpiper (Pty) Limited – 390 Cottonvale (Pty) Limited – 20 Electrometric Enterprises (Pty) Limited 1 832 – Feasible Investments (Pty) Limited 4 757 – Montrose Investments (Pty) Limited – 2 414 Navy Blue (Pty) Limited 117 117 Nestral Systems (Pty) Limited 2 870 – Ovais Investments (Pty) Limited 15 43 Peardale (Pty) Limited – 739 Princieton (Pty) Limited 896 1 156 Solace (Pty) Limited 1 590 – Strides of Success (Pty) Limited – 22 The FAR Property Company (Pty) Limited 56 – Vet Agric Supplies (Pty) Limited 6 918 –

total 19 051 4 901

* The entities are considered related entities through common ownership.

The balances are unsecured, interest-free and repayable on demand. No impairment losses have been recognised in respect of these balances during the current or previous year.





Group

In BWP’000 2017 2016

26. details OF related Party Balances and transactiOns (continued)26.2 amounts due to related entities*

nameThe FAR Property Company (Pty) Limited – 2 667 Electrometric Enterprises (Pty) Limited – 187 Feasible Investments (Pty) Limited – 3 341 I Qube SA Proprietary Limited 1 499 1 175 Solace (Pty) Limited – 717 Vet Agric Supplies (Pty) Limited – 1 152 Weal (Pty) Limited – 312

total 1 499 9 551

* These entities are considered related entities through common ownership.

These balances are trading related, on mutually agreed terms and conditions, unsecured and interest free and are payable under normal trading terms.

company

In BWP’000 2017 2016

26.3 amounts due from related entities**Beavers Investments (Pty) Limited 397 397 Choppies Distribution Centre (Pty) Limited 328 180 395 229 Choppies Supermarkets SA (Pty) Limited 47 645 47 645 Daisy Gardens (Pty) Limited 17 879 17 879 Kanye Friendly Grocer (Pty) Limited 197 197 Nanavac Investments (Pvt) Limited 203 203 SupaSave (Pty) Limited 21 422 21 422 MegaSave (Pty) Limited 6 144 6 144

422 067 489 116

26.4 amounts due to related entities**Chathley Enterprises (Pty) Limited 5 036 5 036 Choppies Logistics Proprietary Limited – 1 Choppies Supermarkets Namibia (Pty) Limited – 3 Choppies Supermarket Tanzania Limited – F & A Enterprises (Pty) Limited 3 576 3 576 Kaar Distributors & Marketing Services (Pty) Limited 2 170 2 170 Macha Investments (Pty) Limited 2 490 2 490 Mafila Holdings (Pty) Limited 150 150 Walrus (Pty) Limited 256 256

13 678 13 682

** The entities are considered related entities through common ownership.

These balances are trading related, are based on mutually agreed terms and conditions, unsecured and interest-free and are payable under normal trading terms.


Group

In BWP’000 nature of transaction 2017 2016

26. details OF related Party Balances and transactiOns (continued)

26.5 related party transactions Bagpiper (Pty) Limited Purchase of goods 612 393 Cottonvale (Pty) Limited Purchase of goods 22 Electrometric Enterprises (Pty) Limited Purchase of goods/services 3 971 2 761 Feasible Investments (Pty) Limited Purchase of goods/services 26 062 23 476 I Qube SA Proprietary Limited Purchase of goods/services 18 262 – Montrose Investments (Pty) Limited Purchase of goods – 125 Nestral Systems (Pvt) Limited Purchase of goods 169 Ovais Investments (Pty) Limited Purchase of goods 80 17 Princieton (Pty) Limited Purchase of goods 476 112 Peardale (Pty) Limited Purchase of goods – 15 Solace (Pty) Limited Purchase of goods 28 088 22 344 The FAR Property Company (Pty) Limited Rental paid 51 782 40 756 Vet Agric Supplies (Pty) Limited Purchase of goods 65 778 61 626 Bagpiper (Pty) Limited Sale of stock 23 28 Callao (Pty) Limited Sale of stock – 9 Cottonvale (Pty) Limited Sale of stock 40 83 Electrometic Enterprises (Pty) Limited Sale of stock – 17 Feasible Investments (Pty) Limited Sale of stock 695 648 Montrose Investments (Pty) Limited Sale of stock – 35 Ovais Investments (Pty) Limited Sale of stock 223 9 Peardale (Pty) Limited Sale of stock – 446 Princieton (Pty) Limited Sale of stock 161 51 Solace (Pty) Limited Sale of stock 763 1 321 Strides of Success (Pty) Limited Sale of stock 109 13 The FAR Property Company (Pty) Limited Sale of stock 260 105 Vet Agric Supplies (Pty) Limited Sale of stock 2 452 2 756 Weal (Pty) Limited Sale of stock 39 63

company

nature of transaction2017P’000

2016P’000

Choppies Distribution Centre (Pty) Limited Dividend income 33 771 58 265





27. share-Based PaymentsThe group operates an employee share incentive scheme. The scheme is operated through a trust known as “Choppies Group Share Incentive Trust”. The trust was established to provide an incentive to the beneficiaries to encourage and commit them to the future interest of the Choppies group, and subscribe and hold for and the benefit of the beneficiaries, as directed by the directors from time to time, until such time that the shares vest in the beneficiaries.

On 22 May 2017, the group issued 12 000 000 ordinary shares valued at BWP30 720 000, to the Choppies Group Incentive Trust. The fair value of the shares was based on the market price at the date of issue. The shares will be issued to employees as part of an employee share incentive scheme. The vesting of the shares will be dependent on service conditions stipulated in the trust deed. Of the 12 000 000 shares, 1 475 000 shares were granted to selected employees on 30 June 2017 at the market price of the shares on that date. No shares had vested to these employees at the reporting date. The shares remain under the control of the trust, and ultimately the Group, until they have vested. As such, all the 12 000 000 shares issued to the trust were classified as treasury shares at the reporting date.

Shares granted in terms of the scheme meet the definition of an equity-settled share-based payments.

In BWP’000 2017 2016

Total number of shares issued to the trust by issuing new share capital 12 000 000 – Total number of shares granted by the trust to beneficiaries 1 475 000 – Key management personnel 100 000 – Senior employees 1 375 000 – Total number of shares vested – – Total number of shares held by the trust 12 000 000 – Value of shares held by the trust 30 720 000 –

No expenses were recognised in the current financial year as the shares were granted on 30 June 2017.

28. events aFter the rePOrtinG dateThe directors are not aware of any matters or circumstances arising since the close of the financial year to the date of this report, not dealt with in the annual financial statements, which would have a material effect on the financial results or operations of the group or company.


Analysis of ordinary shareholders as at 30 June 2017

Shareholder spreadNumber of

shareholders% of total

shareholdingsNumber of

shares% of issued

capital1 – 1 000 4 627 56.00 1 993 723 0.151 001 – 10 000 2 617 31.68 10 136 162 0.7810 001 – 100 000 748 9.05 21 532 188 1.65100 001 – 1 000 000 193 2.34 65 343 771 5.01Over 1 000 000 77 0.93 1 204 622 497 92.41

Total 8 262 100.00 1 303 628 341 100.00

Distribution of shareholdersNumber of



shares% of issued

capitalCompanies 228 2.76 9 621 660 0.74Share schemes 1 0.01 12 000 000 0.92Individuals 7 714 93.37 39 847 710 3.06Institutional investors 311 3.76 774 443 994 59.41Directors 8 0.10 467 714 977 35.88

Total 8 262 100.00 1 303 628 341 100.00

Shareholder typeNumber of



shares% of issued

capitalNon-public shareholders 129 1.56 899 375 644 68.99Directors 8 0.10 467 714 977 35.88Share schemes 1 0.01 12 000 000 0.92Shareholders > 5% (excluding directors) 120 1.45 419 660 667 32.19Public shareholders 8 133 98.44 404 252 697 31.01

Total 8 262 100.00 1 303 628 341 100.00

Top 10 shareholdersNumber of

shares% of issued

capitalRamachandran Ottapathu 254 174 469 19.50Farouk Ismail 192 329 304 14.75Allan Gray 154 753 735 11.87African Alliance Asset Management 133 614 947 10.25Marina IV LP 131 291 985 10.07Kgori Capital (Afena Capital) 63 764 191 4.89Botswana Insurance Fund Management 52 825 371 4.05Standard Chartered Private Equity 42 608 015 3.27Stanlib Asset Management 35 465 717 2.72Investec Asset Management 26 964 008 2.07

Total 1 087 791 742 83.44

Total number of shareholdings 8 262Total number of shares in issue 1 303 628 341


as at 30 June 2017

Shareholders’ analysis

Financial year-end June

Preliminary annual results announcement 6 October 2017

Dividend payment 21 November 2017

Integrated annual report posted October 2017

2017 annual general meeting 30 November 2017

Next interim results announcement March 2018


as at 30 June 2017

Shareholders’ diary

GEOGRAPHIC CLASSIFICATION OF SHAREHOLDERS

72,31%

12.53%

10.75%3.38%

0.66% 0.09%0.13%

2017

● Botswana● South Africa● United States● Mauritius● United Kingdom● Namibia● Lesotho

● Swaziland● Cayman Islands● Switzerland● Gibraltar● Germany● Luxembourg● Canada

● Denmark● France● Australia● Jersey● Zimbabwe● Saudi Arabia● Uganda● Ethiopia

Notice is hereby given that the 2017 annual general meeting of shareholders of Choppies Enterprises Limited will be held at Choppies Innovation Centre, Plot 196, Gaborone International Commerce Park (“GICP”), Gaborone, Botswana at 15:30 on Thursday, 30 November 2017 for the purpose of transacting the following business:

AGENDA Ordinary business1. To read the notice convening the meeting.

2. To receive, consider and adopt the group audited financial statements for the year ended 30 June 2017 together with the directors and auditor’s reports thereon.

3. To consider and ratify following distribution of dividend declared for the year ended 30 June 2017:➔➔ dividend number 6: declared: 21 October 2017; ➔➔ net dividend of 1.9850 Thebe per share to shareholders registered on the BSE register; and➔➔ gross final dividend of 2.84976 cents per share to shareholders registered on the JSE register. The relevant withholding tax has been deducted in

accordance with South African tax legislation.

4. To re-elect below retiring directors of the company in terms of Clause 20.9.1 of the Constitution of the company: 4.1 Mr Farouk Ismail who retires by rotation in terms of Clause 20.9.1 of the Constitution of the company, being eligible, offers himself for

re-election. 4.2 HE Festus Mogae who retires by rotation in terms of Clause 20.9.1 of the Constitution of the company, being eligible, offers himself for

re-election.

5. To consider and ratify remuneration paid to independent directors for the year ended 30 June 2017 as set out on page 32 of the integrated annual report.

6. To approve the remuneration paid to auditors, KPMG for the year ended 30 June 2017 and reappoint KPMG as auditors for the ensuing financial year.

7. To consider and if thought fit, pass with or without amendment the following resolution, as a special resolution: To specially resolve in terms of section 128 of the Companies Act Cap 42:01 and ratify the donations made by the company for the year ended 30 June

2017 as set out on page 54 of the integrated annual report.

8. The answering by the directors and management of questions put by shareholders in respect of the affairs and the business of the company.

9. To close the meeting.

PROXIESA member entitled to attend and vote may appoint a proxy to attend and vote for him on his behalf and such a proxy need not also be a member of the company. The instrument appointing such a proxy must be deposited at the registered office of the company C/o Corporate Services, Unit 5, Kgale Mews PO Box 406, Gaborone, Botswana, not less than 48 hours before the meeting.

NOTE TO SHAREHOLDERSShareholders to note that a copy of the minutes of annual general meeting held on Friday, 2nd December 2016 will be available for inspection at the registered office of the company and a copy of the same can be made available within five days from date of receipt of written request from a shareholder. By order of the board

Corporate Services

Company Secretaries Unit 5, Kgale MewsPO Box 406Gaborone, Botswana

30 October 2017



Notice of annual general meeting

SHAREHOLDERS’ INFORMATION

CHOPPIES ENTERPRISES LImITED(Incorporated in Botswana on 19 January 2004)

(Registration number 2004/1861)Corporate Services (Pty) Limited

Plot 115, Unit 5, Kgale Mews, Kgale Hill, Gaborone, BotswanaPO Box 406, Gaborone, Botswana

For completion by holders of ordinary shares

Please read the notes overleaf before completing this form.

For use at the annual general meeting of shareholders of the company to be held at Choppies Innovation Centre, Plot 196, Gaborone International Commerce Park (GICP), Gaborone, Botswana on Thursday, 30 November 2017 at 15:30.

I/We (name in block letters)

of (Address)

1. Hereby appoint or failing him/her,

2. or failing him/her,

3. the chairman of the meeting

as my/our proxy to act for me/us at the 2017 annual general meeting, to vote for or against the resolutions and/or abstain from voting in respect of the Ordinary Shares registered in my/our name in accordance with the following instruction

Number of ordinary shares

For Against AbstainOrdinary resolution 1 Agenda no 2Ordinary resolution 2 Agenda no 3Ordinary resolution 3 Agenda no 4.1Ordinary resolution 4 Agenda no 4.2Ordinary resolution 5 Agenda no 5Ordinary resolution 6 Agenda no 6Special resolution 1 Agenda no 7

Signed at

Date

Signature

Assisted by (where applicable)

Each shareholder who is entitled to attend and vote at a general meeting is entitled to appoint one or more persons as proxy to attend speak and vote in place of the shareholder at the annual general meeting and the proxy so appointed need not be a member of the company.

Please read notes 1 – 7 on the reverse side hereof


Form of proxy

1. A shareholder must insert the names of two alternative proxies of the shareholder’s choice in the space provided with or without deleting “chairman of the annual general meeting”. The person whose name appears first on the form of proxy and whose name has not been deleted shall be entitled to act as proxy to the exclusion of those whose names follow.

2. A shareholder’s instruction to the proxy must be indicated by the insertion of the relevant number of votes exercisable by the shareholder in the appropriate space provided. Failure to comply herewith will be deemed to authorise the proxy to vote at the general meeting as he/she deems fit in respect of the shareholder’s votes exercisable thereat, but where the proxy is the chairman, failure to comply will be deemed to authorise the proxy to vote in favour of the resolution. A shareholder or his/her proxy is obliged to use all the votes exercisable by the shareholder or by his/her proxy.

3. The completion and lodging of this form will not preclude the relevant shareholder from attending the general meeting.

4. The chairman of the annual general meeting may reject or accept any form of proxy not completed and/or received other than in accordance with these notes provided that he/she is satisfied as to the manner in which the shareholder concerned wishes to vote.

5. An instrument of proxy shall be valid for the annual general meeting as well as for any adjournment thereof, unless the contrary is stated thereon.

6. The authority of a person signing the form of proxy under power of attorney or on behalf of a company must be attached to the form of proxy.

7. Where ordinary shares are held jointly, all shareholders must sign. A minor must be assisted by his/her guardian.


SHAREHOLDERS’ INFORMATION

Notes to form of proxy

“the board” The board of directors of Choppies Enterprises Limited, as set out on pages 96 and 97

“BSE” Botswana Stock Exchange Limited

“BWP” Botswana Pula, the functional currency of Botswana

“CEO” Chief executive officer of Choppies Enterprises Limited, Ramachandran (“Ram”) Ottapathu

“Choppies” or “the company” Choppies Enterprises Limited, listed on the BSE and JSE

“the current year” The year ending 30 June 2016

“ESG” Environmental, social, governance

“FmCG” Fast moving consumer goods

“the group” Choppies Enterprises Limited and its subsidiaries

“JSE” The JSE Limited, the securities exchange of South Africa

“KVI” Known value item

“R, Rand, ZAR” South African Rand, the currency of South Africa

“same-store sales” Same-store sales compare revenues earned by a retail chains’ outlets that have been open for at least one year.

“SKU” Stock keeping unit, a unique identifier for each distinct product and service that can be purchased in business

“SupaSave and megaSave” SupaSave (Proprietary) Limited and MegaSave (Proprietary) Limited, acquired by Choppies in 2014

“the previous year” The year ended 30 June 2015

“the year” or “the year under review” The year ended 30 June 2016

“US$” United States Dollar

Financial terms

“CAGR” Compound annual growth rate

“EBITDA” Earnings before interest, taxation, depreciation and amortisation

“FY” Financial year, for Choppies ending 30 June

“IFRS” International Financial Reporting Standards

“HEPS” Headline earnings per share


ANNEXURES

Definitions

Choppies has a strong, experienced and diverse board with a good balance of skills. Each director makes a valuable contribution relevant to their individual field of expertise, whether retail, finance, law, strategy or information technology.

Executive directors Independent non-executive directors

CEORamachandran (“Ram”) Ottapathu

(53) (Motswana)BCom, CA (ICAI), FBICA

Appointed: 2004

Joined in 1992, has been heading operations since 2000. Been instrumental in growth in Botswana and into South Africa. Over 25 years’ in the retail industry in finance and operations, and in other industries i.e.: manufacturing, packaging, milling, real estate development and medical distribution. A fellow of the Institute of Chartered Accountants of India and fellow member of the Botswana Institute of Chartered Accountants.

CFOSanooj Pullarote

(41) (Indian)BCom, CA (ICAI), FBICA

Appointed: 2015

Joined in 2006 as finance manager. A qualified chartered accountant from the Institute of Chartered Accountants of India with 18 years’ experience, including over nine years in the retail sector. Prior to joining he worked as credit manager for Kotak Mahindra Prime Limited in Kerala, India and as an auditor for various organisations. A fellow of the Botswana Institute of Chartered Accountants.

ChairmanHis Excellency FG mogae

(78) (Motswana)MA (Development Economics), BA (Hons) (Econ)

Appointed: 2008

Elected as the President of the Republic of Botswana in 1998, he served until his tenure ended in 2008. Held several portfolios including Minister in Ministry of Finance and Development Planning, alternate Governor for Botswana at the International Monetary Fund, African Development Bank and International Bank for Reconstruction and Development. Was the Governor of the Bank of Botswana, Permanent Secretary to the President, Secretary to the Cabinet and Supervisor of Elections and the Vice President of the Republic of Botswana. He served on various parastatal boards as a director and as chairman. Currently the special envoy of the United Nations for HIV/Aids and good governance in Africa, awarded the 2008 Mo Ibrahim prize for achievement in African leadership for ensuring stability and prosperity.

Robert Neil matthews

(74) (British)FICAEW, FBICA

Appointed:2012

A fellow of the Institute of Chartered Accountants in England & Wales and the Botswana Institute of Chartered Accountants. Chairman on several audit committees of private and public companies, acts as an independent non-executive board member. A retired partner of PricewaterhouseCoopers Gaborone, in charge of audit and business advisory services, gained extensive professional and commercial experience in audit, taxation, and business services. Currently offers consulting and advisory services to various organisations.


Annexure 1 Directorate

ANNEXURES

Non-executive directors

Dorcas Ana Kgosietsile

(58) (Motswana)MSc (Management), BA (Acc, Stats, Econ)

Appointed: 2011

An independent and non-executive director of First National Bank of Botswana, a non-executive director of Botho University and a non-executive director of six wholly owned subsidiaries of FSG Limited. Served as first resident High Commissioner of Botswana to India until 2011 after a short stint as Consul General based in Cape Town, South Africa. Prior to joining the Diplomatic Corp in 2005, she was managing and lead consultant of Business Clinic (Pty) Limited.

Served on various and diverse entities as a director including the Public Procurement and Asset Disposal Board (“PPADB”), the National Development Bank (“NDB”), regarding development operations and government initiatives such as BIDPA, UNCTAD (Geneva), ADF (USA) and foreign aid funded projects such as IDEAA Redesign Process and the Corporate Council on Africa (USA). She is a founder trustee of Dinaletsana that serves autistic and Down’s-syndrome children in Botswana.

Sydney Alan muller

(68) (South African)BCom (Hons), MBA (UCT), CA(SA), AMP (Harvard)

Appointed: 2014

Formerly the executive chairman of Woolworths Holdings Limited and a director of other companies in the Wooltru Group. A director of MMI Holdings Limited, and sits on a number of board subcommittees of that group. Chairman of Holdsport Limited, as well as of the sub-Saharan review board of Air Liquide S.A. Chairman of a number of private operating companies.

Brett Sean Stewart

(40) (American/South African)BBA, MBA, CPA

Appointed: 2016

Executive Director at Standard Chartered Private Equity. Over 15 years of experience in private equity, investment banking and public accounting. Prior to joining Standard Chartered Private Equity, he was an investment banker at Moelis & Company and Goldman Sachs in London and New York. Obtained an MBA from Columbia Business School, and earlier in his career, worked for Deloitte in Los Angeles.

Farouk Essop Ismail

(64) (Motswana)

Appointed: 2004

Co-founder of Choppies. Opened the first store in Lobatse in 1986 under the name of Wayside Supermarket, has been instrumental in the group’s growth since.

● Executive ● Non-executive● Independant non -executive

Director classi�cation

2

2

4

● Male ● Female

Gender diversity

1

7

• Executive• Non-executive• Independent non-executive

24

3838



CHOPPIES ENTERPRISES LImITED(Incorporated in Botswana on 19 January 2004)(Registration number 2004/1861)Corporate Services (Pty) LimitedPlot 115, Unit 5, Kgale Mews, Kgale Hill, Gaborone, BotswanaPO Box 406, Gaborone, Botswana

PHYSICAL ADDRESSChoppies Enterprises LimitedPlot 169, Gaborone InternationalCommerce Park, GaboronePrivate Bag 00278, Gaborone, BotswanaTel: +267 318 6657/58Fax: +267 318 6656

LEGAL ADVISERSCollins Newman & CoDinatla Court Plot 4863, Gaborone, BotswanaPO Box 882, Gaborone, Botswana

GROUP AUDITORKPMG(Partnership number BN1977/236)Plot 67977, off Tlokweng Road, FairgroundsGaborone, BotswanaPO Box 1519, Gaborone, Botswana

TRANSFER SECRETARIESGrant Thornton Business Services (Pty) Limited(Registration number 1923)Plot 50370, Acumen Park, FairgroundsGaborone, BotswanaPO Box 1157, Gaborone, Botswana

SPONSORING BROKERMotswedi Securities (Pty) Limited(Registration number Co. 97/2262)Plot 113, Unit 30 Kgale Mews, Gaborone, BotswanaPrivate Bag 00223, Gaborone, Botswana

JSE SPONSORRand Merchant Bank a division of FirstRand Bank Limited (Registration number 1929/001225/06) 1 Merchant PlaceCorner Fredman Drive and Rivonia Road Sandton, Johannesburg, 2196 South AfricaPO Box 786273, Sandton, 2146, South Africa

COmPANY SECRETARYCorporate Services (Pty) Limited(Registration number Co. 85/822)Plot 115, Unit 5, Kgale Mews, Kgale Hill, Gaborone, BotswanaPO Box 406, Gaborone, Botswana

BANKERSStandard Chartered Bank Botswana Limited6th Floor, Queens Road, Standard Chartered HouseGaborone, BotswanaTel: +267 360 1535Fonenet: 2267 1535Fax: +267 397 5289Website: www.standardchartered.com

Capital Bank Botswana LimitedHead Office: Capital House, Plot 17954, Old Lobatse RoadTel: +267 3907801Fax: +267 3922818

Stanbic Bank Botswana LimitedStanbic House, Plot 50672, Off Machel Drive,FairgroundsPrivate Bag 00168, Gaborone, BotswanaTel: +267 3618110Fax: +267 3618158Website: www.stanbicbank.co.bw

Barclays Bank of Zimbabwe LimitedCorner JMN Nkomo Street and 8th Avenue Bulawayo, ZimbabweTel: +263 9 74915/881122-7

Standard Chartered Bank Zimbabwe Limited51 Plumtree Road, Belmont Bulawayo, ZimbabweTel: +263 9 461582/+263 9 461583Fonenet: 2631 5702Website: www.sc.com

Nedbank LimitedGround Floor, Cornerstone House, 300 Acacia RoadDarrenwood, 2194, South AfricaPrivate Bag X13, Randburg 2125Tel: +27 11 214 3735Fax: +27 11 500 8067Website: www.nedbank.co.za

Barclays Bank of Botswana LimitedPlot 74358, Building 4 Prime Plaza, Central BusinessDistrict, GaboroneTel: +267 395 2041/+267 363 3900Fax: +267 397 1373.

Bank of Baroda (Botswana) LimitedPlot 1108, AKD House, Queens Road,The Mall, Gaborone, BotswanaPO Box 21559, Bontleng, Gaborone, BotswanaTel: +267 3933773/3188878Fax: +267 3188879Website: www.bankofbaroda.co.bw

First National Bank Botswana LimitedFirst Place, Plot 54362 CBD, Gaborone, BotswanaTel: +267 3706000

ABSA Bank South Africa Limited151 Katherine Street, Vunani Office Park,Block A, Ground Floor, Sandton, South AfricaTel: +27 11 226 8037Website: absa.co.za

Standard Bank South Africa LimitedPlatinum Regional Business Centre, North West Province,PBB South AfricaTel: +27 14 591 6052

First National Bank (South Africa) LimitedPO Box 34, Zeerust, 2865, South AfricaTel: +27 18 642 1091

Contact details

CONTACT DETAILS

Registered office: Choppies Enterprises Limited(Incorporated in Botswana on 19 January 2004)(Registration number 2004/1681)Plot 115, Unit 5, Kgale Mews, Kgale Hill, GaboronePO Box 406, Gaborone, Botswana

Physical and postal address: Choppies Enterprises LimitedPlot 169, Gaborone International Commerce Park, GaboronePrivate Bag 00278, Gaborone, BotswanaTel: +267 318 6657/58Fax: +267 318 6656

www.choppies.co.bw

Choppies Integrated annual report 2017

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