Operating Results - Group

Group revenue increased 4% to $189 million with EBIT from the Group's two operating divisions improving 1.1% to $18 million. The Groups net profit after tax increased 1% to $10.039 million, with operating cash flow generated of $7.887 million. This was a satisfactory result given the very difficult trading conditions in Australia, due to the negative impact on retailing associated with the introduction of GST and the Olympic games.

A number of projects were also undertaken during the financial year to position the Company for the future. These included the completion and fit out of the new administra-tion, distribution, and manufacturing facility in Brisbane, the specification and development of a new
central inventory management computer system, which will be rolled out across the
Group over the next eighteen months, and the development of a totally new and
improved store design. In December, the Company also appointed a new advertising
agency to manage the Groups' advertising and brand strategy moving forward. The year
also saw the Company open its first store in Western Australia, establishing a base from
which to expand from in future years. The large format store concept introduced in
New Zealand was also adapted and introduced into the Australian market.

Operating Results - New Zealand

The New Zealand Company had a very pleasing result for the year. Sales improved 8.3% to $68.3 million, up from $63.1 million the year before. EBIT improved 7.3% to $7.6 million, up from $7.1 million. As a percentage of revenue, EBIT was steady at 11.2%. Same store sales increased 2.9% for the full year. The four large format stores performed well, with the four stores achieving an average 24% return on the assets employed in those stores prior to Head Office allocations. In total, the four large format stores contributed a total of $1,260,00 of EBIT for the New Zealand Company. This is a very good result and we expect this to improve over the coming years. This may provide additional opportunities to open new stores under this format or expand the capacity of existing stores. The full New Zealand EBIT return on total average assets employed increased from 24.5% to 25.6%.

Operating Results - Australia (in NZ$)

In Australia, revenue increased 1.7% to NZ$120.854 million and EBIT decreased by 3%
to NZ$13.354 million. In Australian dollars, sales were up 11.6% to A$95.5 million (GST adjusted)
and EBIT down 4.3% on the previous year to A$8.179 million. Same store sales (adjusted for
the effect of GST) improved by 3.5% for the year.

This was a difficult year for the Australian Company. The introduction of GST resulted in July's EBIT finishing well down on the prior year. This was a result of low consumer demand in
July along with the associated implementation costs. As an example of these costs, the
Company closed its doors for two full trading days to reprice and retag every item of stock. This was undertaken due to the stringent repricing guidelines imposed by the Australian
Consumer and Competition Commission and the high level of monitoring undertaken during this period. Our result was further affected by poor consumer demand in September
during the Olympic games. This deficit was difficult to make up over the remainder of the year. Additional overhead costs were also incurred during the year. These included the
appointment of additional support staff and two new Regional managers to support additional growth in New South Wales, and the establishment of our Western Australian region.
These costs will be spread as additional stores open in these markets. The EBIT return on assets on average assets employed reduced from 21.9% to 18.3%.

Brand Image and Store Design

In December 2000, McCann Erickson was appointed to manage our Australasian advertising account. This process involved a strategic review of the Company's image and brand perception in both markets. Market research indicated that although our brand has an extremely loyal following, there were some consumers who wouldn't shop with us due to brand perceptions created by our advertising in earlier years. In order to position the Company with a long-term competitive advantage,the Company had to address the issue of creating a stronger brand image for Michael Hill Jeweller.

A new brand strategy was developed,which moving forward aims to increase sales by attracting more consumers to our brand,and to assist us in building our average transaction value per customer. Currently this averages around A$150 in Australia and NZ$160 in New Zealand. Our goal is to lift this by 20% over the next 5 years. Our goal also includes lifting gross margins over time as we aim to position Michael Hill Jeweller as the dominant brand and destination for fine jewellery and diamond rings in Australasia.

To support the fine-tuning of our brand perception,a new store design has also been introduced. This design is much more aligned with our target market and features softer and more feminine colours and textures. The storefronts are very distinctively finished in limestone and timber coloured materials. The store design retains the successful elements of our previous concepts,while delivering a new and appealing look. At balance date ten stores had been completed under the new livery.

Store Openings

In New Zealand one new store opened during the financial year. This was in the new Botany Downs shopping centre,in Auckland,which opened on the 3rd May 2001.

In Australia eight new stores opened in the financial year. These included Burwood,Sydney,which opened on the 4th August 2000;Chatswood,Sydney,on the 4th of September 2000;Morley,Perth,on the 19th of October 2000;Dandenong, Melbourne,on the 15th of November 2000;Forrest Hill, Melbourne,on the 15th of December;Wollongong,NSW,on the 15th of March 2001;Albury,NSW,on the 4th of April 2001;and Hornsby,Sydney,on the 31st of May 2001.

All of these were conventional sized stores with the exception of Dandenong and Albury,the first large format stores to open in Australia. These large format stores have been opened in shopping centres and the Company will fine-tune this concept before any further large format stores are opened.

In Australia,the Company currently has the potential to open 106 stores. We believe that this number will increase to 130 stores over the next five years with planned shopping centre refurbishments,extensions,and new shopping centre construction. This means the Company potentially has a further 56 stores available in Australia. In New Zealand there are a further four opportunities identified,which may open over the next three years.

The Company has strict criteria,which we strive to meet in the selection of new stores. The major performance hurdle is a 30% EBIT return on assets employed in new stores or initiatives. Including overheads,the Group achieved a total EBIT return of 19% on total assets employed this year.

There were 115 stores trading at the 30th of June,74 in Australia and 41 in New Zealand. Capital expenditure on new stores totalled NZ$2,769,000 for the financial year. This includes $293,000 relating to the Rotorua large format store which replaced a conventional store.

Store Refurbishments

During the year two stores were refurbished in Australia. These included Erina Fair in NSW,where the existing store was relocated,and Mackay,in Northern Queensland where more retail space was acquired adjacent to the existing store and refitted.

In New Zealand we refurbished the Newmarket store in Auckland. Store refurbishments are a vital part of our strategy to improve the performance of our existing store base. As the Company continues to evolve and respond to our customers requirements we must innovate to ensure we stay at the leading edge of our industry. As our leases fall due,we take the opportunity to evaluate each store. The capital expenditure invested in refurbishing stores during the financial year totalled NZ$373,000 for both countries.

Michael Hill Manufacturing

Michael Hill Manufacturing has two operations based in Brisbane and Whangarei. With these operations we have achieved vertical integration in one of the most critical areas of our business. Diamond and coloured stone and diamond rings account for over 30% of our total revenues. We introduce new designs in response to the latest trends, control and maximise quality,and lower costs. This gives the Company a tremendous competitive advantage.

This year the Australian division extended its vertical integration capabilities further with the introduction of a casting facility. This includes the very latest technology from around the world. This initiative was under taken with the goal of generating cost savings and efficiencies in excess of the required investment hurdle,to enhance our ability to respond to trends and requirements for new designs,and to improve our quality control over raw components and castings. We are pleased to report we expect a full payback on the investment through cost savings within a two-year period.

E-Commerce

The Company is currently in the process of upgrading our Web sites. From a retail perspective,we primarily view the Internet as another distribution medium for Company information,product information,catalogues and general promotions. Our sites will be capable of online shopping, however we do not see this as a potential contributor to profit in the short or medium term. They are more designed to enhance our overall communication and brand strategy.
The Company is actively investigating the appropriate direction to take with other e-commerce initiatives,especially with internal communications and supply chain management.

Our People

Our team remains the critical factor behind our success in both countries. Recently the company recognised our top sales performers from around Australia in a Gala awards evening held at Movie World on the Gold Coast,and earlier in the year their New Zealand counterparts celebrated their success in Queenstown. In September we also hosted our International Managers Conference in Rotorua,where the Managers of the Company shared in the Company vision, values and strategic direction for the future. The enthusiasm evident in the teams at these events was inspiring. The Company continues to develop our extensive training and development programs and insists that all new sales staff are fully inducted to ensure our high levels of customer service continue. Each new permanent staff member who joins the Company undergoes ninety hours of off the floor training in sales,customer service,product knowledge,and operations, as well as on the floor practical application of this training in the first four months of employment. Our aim is to ensure every customer enjoys the ultimate jewellery shopping experience.

The Future

The future of Michael Hill Jeweller in both countries continues to look exciting over the coming years. However, the major challenges facing retailing over the coming financial year will be the Federal election in Australia,which may occur in November or December,and the outcome of the terrorist attacks in the United States of America. Both incidents have the potential to affect consumer confidence.

Regardless,our focus is to continue our expansion program in both countries with an emphasis on controlled, profitable growth. Six to ten new stores are planned for the current financial year. As we grow,we are mindful of our existing store performance and will continue to work hard on improving the performance of our comparable store base each year.

The two large format stores in Australia also present an additional opportunity for growth,providing the concept can reach the required rate of return over the next year or so.

Overall,the Company has substantial growth prospects ahead in the future. Our future success rests with the team, their commitment and enthusiasm to achieve our goals. I would like to thank each and every member of the team across the Group for their support,and for the effort and commitment they have contributed in achieving a record result for 2000/2001.

M.R. Parsell
Chief Executive Officer