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Ready to eat meals delivered to your door! BLOG; Become a Stockist; Shipping & Delivery; Hit enter to search or ESC to close. Free Shipping: We offer free Australia-wide for orders over $ and a flat rate of $ for orders under $ International delivery available. Brands: Sea Jewels, Viva Swim, Sunskins. Why Buy Swimwear Made From Chlorine Resistant Fabric by Sea Jewels. Jun 16, · % of total units available for resale. % care occupancy. 16 sites under construction. $m underlying profit* %. $m invested in . Personal Collection Statement. We will collect and use your personal information (which may include cookies we collect through your use of replace.me and our other websites) to give you a personalised user experience (e.g. recommending properties you may be interested in or receiving saved searches by email) and to promote the services of replace.me and . Move my Freight pty ltd specialises in freight shipping and courier services company in all cities in Australia Inc Melbourne, Sydney, Darwin, Perth & Brisbane.
Jun 16, · % of total units available for resale. % care occupancy. 16 sites under construction. $m underlying profit* %. $m invested in . Free Shipping: We offer free Australia-wide for orders over $ and a flat rate of $ for orders under $ International delivery available. Brands: Sea Jewels, Viva Swim, Sunskins. Why Buy Swimwear Made From Chlorine Resistant Fabric by Sea Jewels. Personal Collection Statement. We will collect and use your personal information (which may include cookies we collect through your use of replace.me and our other websites) to give you a personalised user experience (e.g. recommending properties you may be interested in or receiving saved searches by email) and to promote the services of replace.me and . Move my Freight pty ltd specialises in freight shipping and courier services company in all cities in Australia Inc Melbourne, Sydney, Darwin, Perth & Brisbane. A platform of websites and secure portals for real estate communities that integrate to Strataware.

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Woolworths Windsor Windsor Town Shop. Woolworths Penrith South Southlands Shop. Woolworths Emu Plains Lennox Shop. Woolworths Liverpool Westfield Shop. Woolworths Moorebank Moorebank Shop.

Woolworths Campbelltown Macarthur Sq Shop. Woolworths Corrimal Stockland Corrimal Shop. Woolworths Kiama Kiama View Shop. Foodworks East Ballina 02 Woolworths Morwell Mid Vally Shop. Woolworths Frankston Bayside Shop. End Karingal, VIC Woolworths Patterson Lakes Lakeview Shop. Our villages are places where residents can relax knowing that if their needs change, we can continue to care for them.

Families know their loved ones have the comfort, security and dignity that comes with the highest standards in clinical care. Our people Our most precious resource is our team. Ensuring we understand, value and celebrate what each individual contributes is very important to us.

So is their health, safety and wellbeing. We want them to love the experience of working at Ryman, and we want to do everything we can to help them develop and build long-term careers with us. We are committed to nurturing and protecting this culture, and that starts with developing our own people. We have incredibly talented people within our team. It is these people who drive our innovation and allow us to deliver exceptional care, an unparalleled resident experience and strong financial returns.

We strive to create an environment where people feel included and empowered. In doing so, we see improvements to overall wellbeing, enabling our people to continue to thrive. Over the past 38 years, we have built a wealth of knowledge in how to build, sell and operate communities where people thrive in retirement and receive exceptional care. The collective wisdom and experience of our team and the systems we have developed over this time are huge assets that are difficult to replicate. We are well positioned to rapidly respond to any changes in the operating and regulatory environment, and we use our voice to educate and lobby on behalf of the sector.

The communities we serve have a common social issue — the growing demand for the care of older people and a scarcity of supply and skill. Each of our 45 retirement villages provides critical healthcare infrastructure.

Our new villages are built in areas where there is unmet need, and they quickly become an important asset to the wider community. They also become a social hub for the communities they serve. Our villages are unique. The communities we build provide our residents with security, companionship, social connectedness and environments that challenge the conventions of ageing.

Our in-house expertise in identifying sites, designing, consenting, building, selling and operating world-class retirement villages has grown tremendously over our 38 years of operation.

It plays a critical role in our ability to build high-quality villages that meet the needs of our residents and the provision of industry-leading care and the associated clinical outcomes. Our villages help to meet the demands of a rapidly ageing population, take pressure off the public health system, provide employment for local communities and become an economic driver for local businesses.

We listen to our residents, their families and our team. This improved understanding means we can continue to support our team to deliver exceptional care and an unparalleled resident experience while rapidly growing the number of Ryman villages to meet demand.

Each village we build represents a long-term investment in care for the communities we operate in, and each village creates a new economic engine to support our future growth. We value strong relationships across all areas of our business — between residents, their families, our teams, our suppliers and contractors and our local communities.

We enjoy and invest in these relationships, many of which are long term and are a key part of our success. We want to make sure all decisions are made with sustainability in mind so that we leave the environment in a better condition for generations to come.

We are committed to a zero-carbon future, we are actively pursuing ways to cut our greenhouse gas emissions and we are driven to ensure the growth of our villages is sustainable within the broader local, national and global contexts in which we operate. Our aim is to lead by example, so we encourage all our team and the people who supply us to think the same way. Trust is the foundation of any great relationship, and we are deeply aware of the many people and organisations that put their trust in us.

Residents trust us to care for them into old age. Their families trust us to care for their loved ones. Our team trusts us to provide them with a meaningful, reliable and safe place to work. Our suppliers trust us to pay on time and our shareholders trust us to continue providing strong commercial returns on their investment.

Sustainable growth means looking after the environmental capital we use, including reducing our carbon footprint and minimising the impact of our operations on the environment.

We remediate and improve carefully selected sites so they can be developed into integrated retirement villages. Our villages are an efficient way of providing high-quality homes with minimum impact on the environment. This is a huge responsibility and one we never take for granted.

Trust begins with getting the basics right — treating everyone with respect and kindness and communicating in simple and clear language. The villages we build become homes for thousands of residents, freeing up homes in existing communities for new families to move into.

The homes vacated will be close to local amenities including bus stops, libraries and schools. They are immediately available, reducing the need for further urban spread. The trust we have developed has contributed to our achieving market-leading brand awareness of 92 percent in New Zealand and our continued growth of brand awareness in Australia.

This has led to strong waitlists, low levels of stock available for resale and the ability to pre-sell independent units off plan. Our view is always long term. Building our financial strength Our financial success underpins our ability to invest in future villages, in innovation, in lifting the experience of our residents and in the development of our people. We create value by building our own operating assets and generating cash to invest in new villages.

The value of these advances has doubled over the last 5 years and reflects the development of new villages, many of which have been built in higher-value areas and generate significant value for the company.

These gross occupancy advances or interest-free capital sums are a key value creator for the business. They fund the development of new villages, and as units resell, these occupancy advances are repriced and the deferred management fee that we collect increases, creating significant value for our shareholders.

The interest-free source of funds we receive from occupancy advances and refundable accommodation deposits is a tremendous value creator for the business. Our residents, many of whom are shareholders, are some of our key stakeholders. We are responsible to thousands of stakeholders, from our residents and their families, our teams and our shareholders through to our contracting partners, providers of debt and suppliers in the communities we operate in.

Our influence goes beyond our village gates into the healthcare community, research organisations, the arts and hundreds of community groups. We are constantly engaging with our stakeholders. Through regular survey activities, our dedicated resident relations team keeps abreast of what matters to residents, what we are doing well and where we can improve.

We connect with our teams through multiple forums, including annual staff and contractor surveys, weekly team huddles, one-on-one catchups and focus groups, to ensure we stay on top of what matters most to our team members and contractors. Our community relations managers proactively engage with members of the local community involving them in important conversations from the start, including village naming and blessing ceremonies.

Our dedicated investor relations and corporate affairs teams proactively engage with other stakeholders in New Zealand, Australia and overseas, including investors, banking partners, regulators and government. These interactions help strengthen our relationships and identify what matters most to our stakeholders. We review and collate the information received and assess its effect on our ability to create value in the short, medium and long term. From our discussions, we have identified and grouped the most-material issues into four areas.

The location of this village is a prime example of a high-value site that will generate strong returns. Government restrictions introduced during peak periods of the pandemic hampered our ability to transact and led to a reduced workforce on construction sites.

This meant our build rate was slower, delaying our cash collection and pushing out our debt profile. Like the rest of the world, we were not immune to the challenges of the last 2 years and the headwinds still faced by the sector.

We have come through this period in a strong position. Joeben moved into the village twice during the pandemic to help reduce the risk of transmission. A good business adapts itself to ride the wave of the challenges it faces. This change means we are able to match new sale prices to the latest market demand, improving our ability to offset construction costs.

While these gains are unrealised, they are based on the pricing we have been able to achieve over the last 12 months, and it shows the growth in the value of our portfolio. The affordability of our units is something we monitor closely and our residents are freeing up more capital than ever when they move into a Ryman village.

We are in a strong position to withstand any market correction with property prices in Auckland needing to fall 27 percent before residents stop freeing up capital. For residents in Melbourne, property prices would need to fall 47 percent to have the same impact. This shows the scale of the momentum we have been building over recent years, which is well timed with the demographic boom on our doorstep. While it has been a disrupted period, the underlying demand for our model, and our ability to deliver and meet that demand, is very much there.

Demand for our continuum of care model is unprecedented Demand for what we do is underpinned by a rapidly ageing population.

In Australia, it is a similar situation. The 75 and over age group is projected to increase from 1. Along with an ageing population, people are also living longer.

However, with increasing longevity comes a sharp increase in the occurrence of age-related diseases. This could see many individuals lose their ability to live independently due to a decline in physical or cognitive functioning.

Our investment in providing exceptional care and support across a full range of retirement living and aged-care options is an important differentiator in both the New Zealand and Australian markets.

As a market leader in the retirement sector with a true continuum of care offering, we are uniquely positioned to benefit from this changing demographic. We are already seeing evidence that the enhancements made to our processes are resulting in tighter capital management. Combined with strong demand, we are well positioned to achieve our corporate ambition of growing underlying profit by 15 percent per annum per share.

True underlying value creation is a co-equal fundamental goal of Ryman. This takes vision, commitment, financial discipline and excellent execution. That is what our founders were seeking. Using debt to fund our growth ambitions Over the year, our debt to debt-plus-equity gearing has improved to 43 percent reflecting the benefit of our investment in higher-value villages over recent years. Debt remains a function of our growth plans. We use debt to fund the purchase of land and the development of a village.

This debt is repaid via the occupancy advances we receive for independent and serviced units and refundable accommodation deposits for aged-care rooms. This is a significant value creator for the business. The occupancy advances and refundable accommodation deposits are effectively interest-free loans that are repaid with the funds received from the next incoming resident less management fees. Any difference in value between the outgoing and incoming resident is retained by Ryman.

This interest-free source of funds is what has enabled us to create significant value for our shareholders since listing in We aim to recycle capital by the time a village is completed, fully occupied and sold down.

This means that the majority of our debt is productive debt. The increase we have seen in our debt over the past 4 years reflects the investments we have been making, including lifting the number of sites we are building across from four to The remainder of our debt constitutes undeveloped land, work in progress and new sale debtors.

Our new organisational structure generates additional capacity to deliver strong growth while enabling the business to respond to local market conditions. New Zealand and Australian CEOs lead the regional executive teams, supported by the shared group structure. Since , we have been on a journey to improve the resilience of our balance sheet through the diversification of our debt in terms of its tenor, geographic origins and counterparties.

While the New Zealand and Australian markets are similar in some respects, understanding the nuances of each market — different legislation, funding sources, competitor landscape, resident needs and local councils — is essential to our ability to grow and deliver great care and profit.

Following the closure of our second USPP, 30 percent of our total debt is now fixed with an average cost of debt of 3. We are already seeing the benefits of the new structure. Being able to quickly respond to changing resident needs while building out long-term projects means we stay relevant and generate growing returns.

This work saw us named as a finalist in the Bloomberg Excellence in Treasury Award for demonstrating excellence in adaption and execution of treasury financial management. The proactive changes we have made to our capital structure position us well to withstand future challenges, whether related to the pandemic, rising geopolitical tensions or an increasingly volatile capital environment. Our governance committees have been established at board and management level, according to key areas of focus and potential risks to the business.

These committees have evolved over the years in response to an ever-changing environment in which we operate. Each of our committees made invaluable contributions which helped us shape and navigate our response to COVID.

During the year, the board also approved a move to a flexible dividend policy. The new policy provides the flexibility to pay out 30 to 50 percent of underlying profit as a dividend previously fixed at 50 percent of underlying profit. The change in policy provides us the option to retain more cash in the business to meet the extraordinary growth ahead.

The structure and support of our committees ensures we are well positioned to manage future challenges. The work we have done has been greatly valued by our residents and their families, and we are very proud of the resilience our team has shown through this challenging period. Taking control of our COVID vaccination rollout Key to ensuring the long-term safety of our residents, teams and communities was the swift rollout of vaccinations. In preparation for the arrival of the vaccines, we trained our own in-house vaccination team of 50 nurses.

This preparedness meant we were one of only a few aged-care providers in Victoria to win a tender to self-vaccinate our team members. In New Zealand, our strong engagement with district health boards DHBs and the Ministry of Health meant we could help on a broader scale. When Canterbury DHB asked us to support them to rapidly vaccinate other aged-care providers in the region, our vaccination teams and efficiently-run clinics enabled us to offer assistance.

Through our vaccination programme, we have administered more than 36, vaccination doses to Ryman residents and 17, doses to our team across Australia and New Zealand. Initiating a vaccination programme of this scale and implementing the rollout in the shortest timeframe possible was an extraordinary feat.

Our teams demonstrated incredible dedication and commitment and operated like a well-oiled machine throughout. The learnings we have garnered through the pandemic have been well mined and will assist us greatly going forward.

Our response included Ryman team members moving into villages to reduce the risk of transmission, the development of a COVID GO kit that provided our village teams with the immediate actions they needed to take as soon as a positive case was detected, the early introduction of rapid antigen testing for all visitors and contractors, and the development of our own COVID digital contact tracing tool, which recorded all team member and resident interactions.

This award was in recognition of the innovative and industry-leading steps taken to encourage COVIDSafe practices, describing Ryman as an expert in how to execute such a response. We shared learnings gathered from our Australian operations with the aged-care sector in New Zealand to ensure everyone was well prepared for the arrival of Omicron. A fabulous response that was ahead of the curve in preparedness.

There was a clear level of care, compassion and selflessness in the actions taken and their efforts and commitment helped save lives. Residents inspired by Ryman team COVID efforts While Ryman team members put their home and family lives on hold to keep residents safe, residents also rallied around to do their bit to reduce transmission. Resident and former nurse Dawn marvelled at village team members putting residents before themselves.

She was only too happy to help with essential jobs such as folding laundry and sanitising high-touch points like lift buttons, banisters and door handles. Fellow resident Hazel also helped out by cooking meals for the team.

At the peak of the pandemic, some villages faced considerable staff shortages, with team members either unwell or isolating at home. Ryman villages provided the option for team members to live on site. For those workers living in large households, often alongside other healthcare workers, it created a unique opportunity to reduce transmission even further.

Activities Coordinators Gerlie Navaja and Keefe Martinez were among the team members who moved into the village. Along with going above and beyond to maintain exceptional quality of care for their residents, they also enjoyed participating in activities with residents. The collective effort of team members and residents has served to enhance the already strong sense of family that exists at Ryman villages.

We provide a safe environment for residents to enjoy, with a focus on experiences rather than processes. The driving force behind our COVID response was to keep everyone safe, and in doing so, it shone a spotlight on the exceptional standard of care that we simply call day-to-day operations.

We have researched and developed our own model of dementia care, myRyman Life. The model aims to challenge perspectives on dementia and supports people to live in the moment and to feel kindness, love and security.

It promotes spontaneity, laughter and happiness. Despite the ongoing pressures of COVID, our villages have not only maintained their standards in aged care, they have continued to exceed them. We have continued to enhance our innovative approach to dementia care through the successful trial of our Moove and Groove music therapy programme and our new care companion model.

This model aims to reduce distressed behaviour through individualised and more-purposeful engagement and sees team members regularly partnered with the same residents.

These initiatives will be rolled out to all Ryman dementia care centres from July Our custom-built technology proved to be invaluable Our custom-built myRyman Care app provides nurses and carers access to clinical data and detailed care tasks required for each care resident. This award-winning technology ensures all information is securely recorded — from critical medical alerts to personal preferences.

The efficiency in which this information is recorded enables our nurses and carers to spend more quality time with residents and it makes the transfer of care between team members seamless.

The app has proven to be an invaluable tool, enabling us to be agile in responding to the ever-changing demands of the pandemic. It enhanced the efficiency of our vaccination rollout and the management of isolation quarantines. Refining our care offering With 3, aged-care beds in New Zealand and a further in Australia, we are an integral part of the healthcare system, providing a protective moat around our public hospitals — there are only 12, public hospital beds in New Zealand.

We are committed to continuing to meet the demands of an ageing population while ensuring sustainable returns for the care that we provide. In , we introduced refundable accommodation deposits in New Zealand. This offers our care residents the choice around how they pay their weekly room premium. With resthome care also available in our serviced apartments, we have been refining the number of care beds in new villages over recent years to better align with the number of residents who transition through to care.

Feeling connected to a community that genuinely cares is one of the highlights of living in a Ryman village. Amidst the extraordinary challenges that COVID presented, we found ways to maintain that feeling of connectedness. With the Tokyo Olympics on the horizon, we dreamt up an ambitious initiative to enhance the social connection and wellbeing of our residents: the Olympics RYMAN.

We invested in innovative technology to make this a hybrid physical and virtual tournament. Residents gathered to compete using technology to link events across stadium venues, bowling greens and village lounges across our villages in New Zealand and Australia.

The Olympics RYMAN provided a great opportunity to test some very innovative and emerging technologies with our residents and helped us better understand its potential going forward.

We appreciated the opportunity to partner with the Olympic Committees and create a truly unique experience for our residents. Robust systems and processes to enhance our dining experience When it comes to lasting impressions, enjoyable dining is an experience that deserves continued enhancement.

Like any good restaurant, we are constantly refining recipes and improving systems and processes. Poem by Murray S. During the year, we introduced an end-to-end food management system, Saffron. Saffron gives us better access to nutritional, allergen and cost data. We use this data to inform our recipe and menu creation and have seen significant improvements in resident experience through the ability to select meals from a device as well as track allergen information.

The introduction of this system has also led to cost reductions and better procurement and contract management. That spirit we took up in our own Ryman way, As residents walked and biked and bowled While swimmers swam, and quizzers played And none were left out in the cold. Technology not seen before Created a community across the land While happy bags and food galore Brought weeks of graft to the final grand!

This system improves our ability to efficiently capture all food safety records, including refrigeration and cooking temperatures as well as food storage temperatures. We admire your strength and fortitude, And you all deserve a golden gong!

Developing meaningful partnerships in our communities Partnering with the Melbourne International Flower and Garden Show enabled us to be part of a high-profile event with a wide appeal. Through our partnership with the show, we offered a range of experiences for attendees to enjoy.

This included our Ryman stand where we offered refreshing iced tea on tap, our fully booked workshops with Australian landscaping expert Matt Leacy and our inaugural Ryman Healthcare Balcony Garden Competition which.

Through our support of over clubs and organisations, we have established strong relationships with the communities outside of our village gates. Every day we see the positive impact of the arts within our vibrant village communities, where residents can connect through their shared appreciation of music, dance and creative hobbies. Our partnerships with organisations such as the Melba Opera Trust, the Melbourne Symphony Orchestra, the Royal New Zealand Ballet and The Court Theatre mean our residents and friends of our villages benefit from access to wonderful cultural experiences.

Each year, our residents and team members vote to select an annual charity partner to support. All money raised by them is matched by Ryman, dollar for dollar. Our support extends beyond our local communities to causes that also affect our team and their families abroad. We are so grateful to Ryman for its extraordinarily generous support. The impact the van is already having in the community has been significant. Supporting the wellbeing of older people globally Professor Rockwood was selected for his truly unique contribution to the understanding of ageing.

As a business that set out to improve the standards in aged care, our implementation and sponsorship of the prize has enormous potential to bring awareness to an often-overlooked sector.

It will give momentum and recognition to do a whole lot more research and work for a greater good. Our villages are designed, built, sold and operated by Rymanians.

It influences all of our conversations and drives the decisions we make. Ryman is a major player in the construction industry in both New Zealand and Victoria, Australia. We delivered new independent units and serviced apartments, and care rooms.

We also opened three new village centres during the year. Design, development and construction under one roof The process of building a successful village is more than just buying a piece of land and constructing buildings on it. Bringing design, development and construction under one roof enables us to unify the life cycle of a village. It means our teams work cohesively throughout each step of the process. This collaboration creates a better environment for success, with improvements and efficiencies achieved at each stage.

Led by our chief construction officer, our team has the skills, breadth of knowledge and capability to deliver at the complexity, scale and pace required for our portfolio of villages. With expansive experience in the construction industry and the introduction of new technologies, systems and processes, we have lifted our approach in this area and will continue to see the benefits of the changes and additional rigour put in place.

Facing in to the construction headwinds We have been using our scale and long-standing relationships with suppliers to manage the headwinds currently facing the construction sector, including supply chain constraints, material availability and cost inflation. As a company that provides exceptionally high standards in care, our drive for continuous improvement never sleeps. As we navigate our way through the next 12 to 24 months, it is critically important that we remain committed to forward planning.

We will continue driving efficiencies in the way we approach our work for the delivery of each stage of development. We will continue making the most of our scale and position in the market and we will make sure we have the right people and resources in place at the right time. This enhances our capabilities now and in the future.

This year, we will introduce the construction management platform Procore. This will help streamline our processes at the project level, leading to improved communication, documentation, accountability and efficiencies. The adoption of Salesforce over the coming year will enable us to harness the advanced capabilities of this world-leading platform to improve sales analysis and productivity. We will apply workflow modifications across the business, from sales through to how we modify and refurbish our units.

We have proven that our strategy and culture is transportable to another jurisdiction. The population of people aged over 75 in Australia is over five times larger than in New Zealand and provides an enormous growth opportunity for our business.

Having successfully launched in Victoria, we have proven that our strategy and culture is transportable to another jurisdiction. The purchase of three new sites in Victoria over the year has lifted our Australian land bank to nearly twice that of our current asset base.

With an aim of maintaining the land bank at around 2, beds and units, we continue to seek out sites around the Melbourne metropolitan area. Having the right mix of sites in the land bank means we are well positioned to lift both our build rate and the value we create from this portfolio over the next 5 years. With the adoption of a new organisational structure, the appointment of our first chief executive of the Australian business, the opening of our seventh operational village and a further eight villages either under way or in the land bank, many of the challenges we faced entering a new market are now behind us.

Ryman is a major player in the construction industry As a developer of retirement living and aged-care facilities, we are a significant employer across the construction sector. We have a large in-house team of designers, quantity surveyors, project managers, health and safety advisors, quality advisors and support staff. Construction of our villages sees small communities formed with upwards of staff and subcontractors on site during the peak development of any one village.

The benefit of higher-value locations As we have grown, so too has our balance sheet and our aspirations. This has seen us tilt our portfolio towards higher-value areas, including Auckland and Melbourne, over recent years. We believe that our focus on higher-value locations will support the delivery of superior long-term returns for investors through greater upfront selling prices, which result in a higher recurring earnings stream through management fees collected and resale earnings.

While development in these areas can have higher upfront costs associated with the purchase of land and the style of village, this is more than offset by the considerable future value created. This increase in profitability also allows us to continue to invest in our people and our systems and technologies, enabling us to enhance the resident experience and ultimately bring Ryman to more communities.

This value can be seen in the resale bank we have accumulated. A land bank with a great mix of sites We are focused on ensuring we have the right mix of sites in our land bank, including the style of villages we are building. This is important as it allows us to more effectively manage our working capital requirements, the consenting process, the needs of our communities, our build and the speed at which we recycle capital.

We now have a land bank of sites that stretches over half a decade in front of us. Even though our build rate has remained relatively stable over the last 5 years, by focusing on building villages in higher-value locations, we have created significant value, and over the long term the benefits of this will continue to accrue to shareholders.

The value creation that comes from what we are currently building and what we are primed to build with our land bank is also significant. While COVID has seen construction on some of our sites halted at times during the year, it has also presented opportunities. We have been able to drive forward on the consenting process, and 57 percent of our pipeline is currently consented.

Targeted village completion is a calendar year date. It is based on current estimates and may vary from the final completion date. A great team that values diversity Having lived and breathed construction her whole life, Senior Quantity Surveyor Liz De Villiers was looking for an exciting new challenge — and Ryman fit the bill. The safety and welfare of our customers is very important to us and we will endeavour to provide you with any further updates.

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Woolworths Parramatta Westfield Shop. Woolworths Fairfield Neeta City Shop. Woolworths Blacktown Westpoint Shop. We use this data to inform our recipe and menu creation and have seen significant improvements in resident experience through the ability to select meals from a device as well as track allergen information. The introduction of this system has also led to cost reductions and better procurement and contract management. That spirit we took up in our own Ryman way, As residents walked and biked and bowled While swimmers swam, and quizzers played And none were left out in the cold.

Residents and friends of our villages enjoyed access to exclusive ticketing benefits, and with , people in attendance, we were able to introduce Ryman to a broader audience and lift our profile in the Australian market. The benefits to wellbeing and quality of life are huge. Engaging with our communities As a care business, building meaningful partnerships and supporting our communities enables us to make a positive impact on a larger scale.

Through our support of over clubs and organisations, we have established strong relationships with the communities outside of our village gates.

Every day we see the positive impact of the arts within our vibrant village communities, where residents can connect through their shared appreciation of music, dance and creative hobbies. Our partnerships with organisations such as the Melba Opera Trust, the Melbourne Symphony Orchestra, the Royal New Zealand Ballet and The Court Theatre mean our residents and friends of our villages benefit from access to wonderful cultural experiences.

We are so grateful to Ryman for its extraordinarily generous support. The impact the van is already having in the community has been significant. Supporting the wellbeing of older people globally Professor Rockwood was selected for his truly unique contribution to the understanding of ageing. As a business that set out to improve the standards in aged care, our implementation and sponsorship of the prize has enormous potential to bring awareness to an often-overlooked sector. It will give momentum and recognition to do a whole lot more research and work for a greater good.

Our villages are designed, built, sold and operated by Rymanians. It influences all of our conversations and drives the decisions we make. Ryman is a major player in the construction industry in both New Zealand and Victoria, Australia. We delivered new independent units and serviced apartments, and care rooms.

As we navigate our way through the next 12 to 24 months, it is critically important that we remain committed to forward planning.

This will help streamline our processes at the project level, leading to improved communication, documentation, accountability and efficiencies. The adoption of Salesforce over the coming year will enable us to harness the advanced capabilities of this world-leading platform to improve sales analysis and productivity.

We will apply workflow modifications across the business, from sales through to how we modify and refurbish our units. We have proven that our strategy and culture is transportable to another jurisdiction. The population of people aged over 75 in Australia is over five times larger than in New Zealand and provides an enormous growth opportunity for our business.

Construction of our villages sees small communities formed with upwards of staff and subcontractors on site during the peak development of any one village.

During the year, this mix was enhanced by the purchase of four new sites — Rolleston in Canterbury and Mulgrave, Kealba and Coburg North in Victoria. We also purchased additional land adjacent to our Deborah Cheetham Village in Ocean Grove and a small operating retirement village next to our Essendon site. We now have a land bank of sites that stretches over half a decade in front of us. Even though our build rate has remained relatively stable over the last 5 years, by focusing on building villages in higher-value locations, we have created significant value, and over the long term the benefits of this will continue to accrue to shareholders.

We have been able to drive forward on the consenting process, and 57 percent of our pipeline is currently consented. Targeted village completion is a calendar year date. It is based on current estimates and may vary from the final completion date. A great team that values diversity Having lived and breathed construction her whole life, Senior Quantity Surveyor Liz De Villiers was looking for an exciting new challenge — and Ryman fit the bill. Flexible options such as the ability to work from home or vary her working schedule make a big difference to Liz and her family.

The opportunity to work within a company where the developer, contractor and operator were all under one roof is what initially attracted Liz to Ryman. Working both on site and in the office, Liz enjoys the diverse and resilient teams she works with and has noticed the number of women in construction has grown.

As the science around understanding climate change and climate risk has developed globally, we have elevated our activity on sustainability.

Our principles of sustainable design Our 11 principles of sustainable design guide our approach to designing villages. Each village is treated as unique, and homes are designed utilising modern technologies that consider environmental and social impacts and harness natural resources where possible — all with the goal of improving the health and happiness of our residents.

Despite our absolute emissions for the year to 31 March rising by 1. We are focused on meeting our 30 percent reduction target by The unprecedented operating environment under COVID resulted in a 74 percent decline in our air travel-related emissions when compared to This offset a large proportion of emissions related to the opening of a new village. As we explore further opportunities to reduce our impact on the environment, we have turned our attention to the embodied carbon in our buildings.

Like all businesses, we have adapted to a new approach in developing new ways of doing business, and we expect to see a continuation of the behaviours that enabled a reduction in air travel-related emissions in the years ahead. The work we have been doing over the past 2 years will see us embark on our first development using a cross-laminated timber structure at our new Kevin Hickman Village in Christchurch.

The expected reduction in embodied carbon in the cross-laminated structure is approximately 80 percent. This year, we have extended our scope 3 emissions inventory to include additional emissions related to the disposal of waste and recycling, including glass and composting. In the coming year, we will carry out a materiality assessment of the emissions associated with our supply chain.

Where supply chain emissions are material relative to the total of our direct and indirect emissions, we will look to report on these and publish associated reduction plans.

Reducing our embodied carbon We have committed to constructing our first mass timber structure at our new Kevin Hickman Village using cross-laminated timber in place of some structural elements previously made from steel and concrete. Detailed design is under way, with the construction of the apartments due to commence in September Cross-laminated timber CLT is one of the products produced through mass timber construction. This is where multiple layers of timber are glued together to form structural panels that can be used for the floors and walls of buildings.

By substituting concrete and steel for cross-laminated timber, we have also addressed some high-risk health and safety considerations, including reducing heavy vehicle movement for on-site deliveries by 65 percent. Cross-laminated timber has two significant advantages over steel and concrete.

Being a natural product, its carbon content is extremely low. We are now looking at future opportunities for its use in other new builds as well as additional ways to reduce the embodied carbon in our buildings such as low-carbon concrete. We are also pursuing ways in which we can continue to improve our waste and recycling from construction sites. Step by step we can make a difference Our residents have partnered with charity Doubtless Conservation and have been busy building predator traps to protect some of our most precious species in the South Island high country.

The food scraps are composted on local farms and used to transform heavy, infertile clay into rich soil that can support food production, in this case, banana palms. The recycling and diverting of construction waste from landfill at our Auckland and Melbourne sites continued to improve over the year. We are currently recycling 87 percent of construction waste from these sites. We have seen a consistent improvement in this trend since we began collecting data in The building of predator traps by our residents for the Department of Conservation and Predator Free New Zealand has gathered a huge amount of momentum over the past year.

Strengthening our expertise Along with a lift in individual initiatives happening around the group, we are maturing our understanding around sustainability. This is reflected in the additional internal and external expertise we have incorporated into our structure. During the year, we appointed a dedicated sustainability manager. In addressing our climate-related risks, we have begun a programme of work that will ensure we are taking the necessary steps to address climate change risks while taking advantage of any opportunities that will arise.

Our board has acknowledged its responsibility for identifying and managing our climate-related risks and opportunities, and our disclosure responsibilities have been assigned to a member of the senior executive team with extensive expertise in sustainability. We want to leave our planet in good shape for generations to come. Our residents, our team and our investors all share this goal.

The next step in our journey As part of this programme of work, we have completed a climate change maturity assessment of our structures, policies and processes against international standards. We have developed a roadmap of priority actions to improve our climate-related risk management policies and processes across the areas of governance, strategy, risk management, and metrics and targets.

This comprehensive roadmap will be actioned over the next 3 years as we work to build organisational resilience and capture value associated with the net-zero transition. We have engaged the expertise of KPMG to identify the impact of a range of climate scenarios on our operations, now and in the future, and to develop adaptive measures to manage the identified risks and opportunities. A 3-year action plan has been developed to ensure we meet our climate-related disclosure requirements, which are expected to be confirmed by the External Reporting Board in late This body of work positions us well to meet these disclosure requirements, which will be included in our 31 March annual report.

Establish governance processes and update policies to incorporate climate change risks. Assign climate change responsibilities to key oversight groups at both senior executive team and board level. Provide climate risk training to our senior leaders. Consider the appropriateness of establishing a technical advisory committee. Assess climate change skills gap across board and senior executive team on an ongoing basis.

Document the extent to which our climate-related targets have been informed by external parameters such as science-based targets. Establish an action plan to address our material climate-related risks and opportunities. Carry out a capacity assessment for effective climate-related decision making. Document target setting objectives and establish targets for capital deployment and climate-related opportunities.

Broaden metrics to include our other climate-related impacts and risks including supply chain. Enhance measurement processes of our overall climate-change risk management progress by establishing targets to encompass the delivery of our climate-related strategies, plans and policies. Clinical Manager Madelyn Premacio far right with her care team at our Charles Upham Village in Canterbury, whose outstanding daily efforts demonstrate what it means to be a Rymanian.

Our greatest asset is the people who work here, and our culture remains one of our most unique differentiators. Our team is the backbone of our business, and they have been outstanding throughout the past 2 years in what can only be described as a very challenging period for the business. Our people have worked tirelessly to keep themselves and our residents safe through the extended lockdowns in New Zealand and Australia. This has included wearing N95 masks and face shields through the hot summer period, moving to hour shifts during the height of the Omicron outbreak, undergoing regular testing and, in some cases, moving out of their homes and into villages to reduce their potential exposure to COVID.

Our teams are incredibly supportive of each other, and our culture of kindness and excellence has been invaluable through the pandemic. Like many other businesses, our workforce was impacted by the need for people to self-isolate, and our office and sales teams stepped up to help on site at our villages. Their support meant that we were able to cover over shifts during this period and maintain the quality of our resident care at critical times. We continued to support our people behind the scenes.

Culture is not invented. It is constantly evolving, which is why it must be nurtured. Andrew Roberts, Regional Facilities Manager in Victoria, was one of hundreds of team members who chipped in at villages to lend a hand during the pandemic and keep operations running smoothly.

I have complete admiration for our team. Many had to wear full PPE for hours on end. Investing in the health and wellbeing of our people We have been very conscious of not only the physical stress that COVID has had on our teams but also the impact on their overall wellbeing.

Given the wide range of roles our teams perform every day, they have faced vastly different experiences. Some of our people have been working from home for extended periods of time, some have moved out of home and into our villages, many are working long hours in face masks and face shields and everyone has had to deal with the stress of keeping themselves and our residents safe from an invisible disease.

Strengthening the health and wellbeing of our people is a priority. With input from the New Zealand Institute of Wellbeing and Resilience, we have continued to develop our health and wellbeing plan and have conducted a series of resilience workshops facilitated by renowned expert Dr Lucy Hone. The response to these workshops was overwhelming, and as a result, we commenced a programme of online masterclasses designed to promote and support wellbeing, resilience and mental health across our broader team.

As part of our mental health awareness campaign to help destigmatise mental illness and encourage conversations, we shared video stories from members of the wider Ryman team. These videos were viewed over 1, times, and our teams were provided access to health and wellbeing resources through our dedicated wellbeing channel, accessible by all 6, team members.

To date, we have provided over , hours of this special leave to our team members. The annual Ryman Awards is a time for our teams to come together and celebrate their achievements over the year. COVID restrictions meant that for the second year running our awards night was hosted virtually with Rymanians and their families beaming in from around the world. Throughout the night, team members took to their keyboards to send messages of congratulations to their fellow team winners with over messages posted.

In Australia, we made an application on behalf of all village team members for the essential worker retention bonus, which was subsequently granted and paid to our teams. We also provided our village teams with meals during these periods, which saw us serving an additional 3, meals a day. We established hydration stations with electrolyte drinks and nibbles to ensure our team members working in face shields and masks were taking micro breaks every hour and staying hydrated.

To date, more than 1, Ryman team members have tested positive for Omicron. Our People and Culture team continue to make wellness calls to check on how those team members are feeling and whether they need any assistance, and to encourage them to rest and take the time they need to recover. As a gesture from their Ryman family, we are also sending recovery packs to their homes that include treats and essentials such as paracetamol, throat lozenges, tissues, soup and other goodies as well as a useful guide on how to aid their recovery.

Recruitment, development and happiness We say it a lot, but for good reason — our people are our most precious resource. We spend quality time recruiting our team members. Qualifications, experience and intelligence are of course very important. However, as a care business, we hold care, kindness, integrity and the ability to be a team player in very high regard. These are the defining qualities of a Rymanian.

Our Ryman characteristics empower our people to act with kindness and excellence, and we have developed our own bespoke training and leadership development programmes to reinforce these values across the organisation. These learning activities equip our teams with the tools and skills necessary to meet our high standards. Journeying into care Our nurses, care team and wider village teams are the front line of our organisation.

Every interaction with a resident or family member, no matter how small, contributes to our purpose of caring. It takes a special kind of person to demonstrate this level of care each and every day. Our nurses perform a very special role in our villages and we have invested in ways to nurture their careers with us. We visit nursing students and attend career fairs accompanied by a Ryman nurse to tell our story, providing an open and supportive forum where nursing students can ask questions and learn more about nursing in aged care.

Each NETP graduate is assigned an experienced clinician who mentors them throughout the year. They are also supported by the clinical leadership team at their dedicated Ryman village and our NETP support team. As an Australian manufacturer, we fit our styles to suit real plus size people,. Plus size swimwear does not have to be frumpy, SeaJewels has a broad range of fabulous pieces to suit all plus sizes.

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As a vertically-integrated retirement village and aged-care operator, our purpose-driven care model is woven into every stage of a Ryman village. From the construction site to welcoming residents in to their beautiful new homes, care is what drives us every step of the way. Pictured on the front cover is Joyce, a year-old resident at our Logan Campbell Village in Auckland. Joyce is well known in the village for enjoying daily walks around the beautiful gardens, often seeking out the support of Caregiver Ramon Martir.

Once complete, the village will provide residents with exceptional independent and serviced apartment living, plus resthome, hospital and specialist dementia care. At a glance Chair and Group Chief Executive report Our story Who we are and how we create value Listening and responding to our stakeholders Providing sustainable returns to our shareholders An unwavering commitment to care Raising the bar on our resident experience Building a solid platform to grow Caring for our environment Investing in our people.

Kia ora koutou As a business that cares for older people, the last 2 years have certainly presented us with challenges, testing all aspects of our operation as never before. We are pleased to report a strong result delivered during this period of considerable disruption. The resilience, commitment and professionalism of our Ryman team played a key role in helping us adapt quickly and respond decisively to the changing circumstances.

Quite simply, their efforts have been magnificent. Our vertically-integrated business model proved particularly advantageous in maintaining the momentum of the business, allowing us to reallocate resources to the areas of most need. As a result, we have been able to keep our residents and team safe as well as build for the future, acquiring land, constructing new villages, selling completed and refurbished units and setting new benchmarks in clinical care.

These outcomes have served to enhance our reputation in the market and cement our position as a market leader in the retirement sector. We remain committed to maintaining our leadership position, as well as generating increased returns to our shareholders and positioning Ryman for further growth in the years ahead.

This ethos captures something truly unique in the spirit of Ryman and is what motivates our people every day. Our low resale stock, combined with mature care occupancy of 96 percent, demonstrates that our villages continue to be in strong demand.

In a year when we faced increased operating costs and could not trade or build for a significant amount of time, we are pleased with what the team has achieved. Strong demand for our continuum of care model, which delivers both peace of mind and security, helped to underpin our strong result this year. The We have continued to diversify our debt and have executed four separate debt capital market transactions since December Underlying profit for the year rose This positions us well to continue to invest wisely in the business to meet the demands of our rapidly ageing population.

The full-year dividend of This is within the new flexible dividend policy range adopted by the board of 30 to 50 percent of underlying profit. Over the year, our debt to debt-plus-equity gearing has improved to 43 percent reflecting the benefit of our investment in higher-value villages. The benefit of this is also evident in the value of our new sales, the resale bank we have accumulated and the strong lift in our cash receipts and total assets during the year.

Total booked sales rose 8. The value of our new sales lifted The realisation of this embedded value, and potential after-tax earnings, over the next 6 to7 years will support our growth aspirations as the baby-boomer generation start entering our villages. In Victoria, the sales uptick in the wake of the Omicron peak has been strong. The number of transacted sales in the last quarter of our financial year were double what we achieved in the first half.

This is an outstanding turnaround off the back of a pandemic and further highlights the strong demand for what we do. Despite the challenging conditions, cash receipts from residents rose Across New Zealand and Australia, this saw us end the year with only units or 1. In Victoria, we were recognised for the many ways we used innovation and industry-leading initiatives to encourage COVID-safe practices.

Our overall COVID response has been a marathon effort, and we are incredibly proud of the extraordinary dedication demonstrated by the Ryman team. A particular highlight was our vaccination programme, which reached over 13, residents and 6, team members throughout the course of the year.

Our commitment to providing exceptional care never wavered. In Australia, our villages continue to achieve excellent results and meet the Aged Care Quality Standards. We will continue to advocate strongly for improved residential care resourcing for the sector. However, our emphasis remains on business improvement and innovation to strengthen care earnings and ensure the ongoing quality of our care offering.

Looking forward, we expect the rapidly developing critical shortage of care beds to drive decision making about retirement options. Demand for our continuum of care model continues to increase, and we remain focused on exceeding the ever-changing expectations of our residents. As a care business, we are steadfast in enhancing our resident experience. Our growth opportunity is driven by a rapidly ageing population.

Although COVID halted or slowed construction across several of our villages for periods of time during the year, we were still able to welcome residents into their new homes at three new villages — Raelene Boyle in Melbourne, Kevin Hickman in Christchurch and Keith Park in Auckland.

During lockdowns, we adapted our activity and entertainment line-up into a digital format, ensuring that our residents could remain connected. We created a speaker series featuring various celebrities as well as wellness workshops on sleep, meditation, exercise and movement to name just a few.

These villages will be home to more than 1, residents when completed. The use of advanced technology enabled residents at all of our villages in New Zealand and Australia to compete against one another for prized gold medals.

The tournament created the perfect opportunity for connection, camaraderie and fun. It also encouraged residents to venture out again after numerous lockdowns and to incorporate physical activity back into their daily routines. Within our growth plan, we have included a stronger focus on building more energy-efficient homes and reducing the embodied carbon in our villages.

We are already seeing this focus come to life at our Kevin Hickman Village in Christchurch. Here, we are replacing some structural elements previously made from steel and concrete with cross-laminated timber.

In doing so, we will be able to significantly reduce the embodied carbon of the structure. Our persistent drive for improvement would not be possible without the commitment and dedication of our teams. Making great strides in our high-value expansion plans Our focus on acquiring and developing sites for new communities in premium locations has made great strides this year with the purchase of four new sites.

The sites at Rolleston in Canterbury and Mulgrave and Kealba in Melbourne are well suited to townhouse-style developments. The fourth site in Coburg North, Melbourne, will be an apartment-style village. We also purchased additional land adjacent to our fast-selling Deborah Cheetham Village in Ocean Grove as well as a small retirement village next to our Essendon site in Melbourne.

The value creation that will come from what we are currently building and what we are primed to build with our land bank is significant. We have been very focused on how we face in to these challenges. We enjoy strong partnerships with our supplier base, many of whom have grown alongside us over the years. As one of the largest builders in our sector, we have strong purchasing power, and our ability to purchase cross-Tasman helps to offset shortages or delays in either market.

We continue to invest in growing and developing our team of committed Rymanians who safeguard our culture of kindness and excellence but also deliver strong commercial outcomes.

David has also formed deep connections with many residents and has been a sounding board for leaders across Ryman. We will continue to make Ryman a fulfilling place to work, recognising talent that can be further developed and encouraging our people to grow their careers with us. We are delighted that he has agreed to take up a role as an advisor to our Clinical Governance Committee.

On behalf of everyone, we offer both David and Gordon a sincere vote of thanks for everything they have done. To our Ryman teams, your actions personify what it means to be a Rymanian, and we extend our sincere thanks to each and every one of you. A strong focus on the future Our vertically-integrated model and continuum of care offering have proven to be robust through the global pandemic and will underpin our success as we continue to face in to the challenges ahead. We are committed to achieving our corporate ambition of 15 percent per annum per share growth in underlying profit.

The work our development and construction teams undertake ensures that we have a good blend of village styles in our land bank and a strong pipeline of consented sites.

To our Ryman teams, your incredible efforts have kept residents safe, connected, entertained, informed, cherished and loved. The flow-on effects of these actions have been felt well beyond the boundary of our village gates. Your actions personify what it means to be a Rymanian, and we extend our sincere thanks to each and every one of you.

Greg Campbell joined the board as director in March and was appointed deputy chair in July the same year. Greg brings a wealth of experience to the table through his many years as chief executive and board director across a number of leading organisations.

Greg is a firm believer in striking a balance between care and commerciality and is passionate that success in both can be achieved simultaneously and in a sustainable way.

Richard Umbers is an internationally experienced chief executive with a background leading large organisations in many industry sectors. He joined us as group chief executive in October and lives in Christchurch. Richard is a strong believer in fostering a strong sense of purpose within the team and investing in people to drive a culture of high performance.

What Richard admires most about Ryman is the unique culture of genuine care that exists within the business, and his strong commercial background makes him a natural fit to lead us through this next period of growth.

Our story Former police officer Kevin Hickman and accountant John Ryder began working together in the early s. The pair were on the look-out for a business opportunity. That experience got Kevin thinking about what the standard should be. It would be a business that would improve the way older people lived and how they were cared for. A business they could feel good about, believe in completely, and one that would inspire teams who worked there for generations to come.

With that, Ryman — formed from combining Ryder and Hickman — was born. Right from the start, purpose and commerciality shone A motel complex became their next development.

However, Kevin and John were also acutely aware that they needed to be commercially successful to maintain that standard and to bring their model to a wider audience. They believed in reinvesting to grow the company. After almost 4 decades and 45 villages in total, that model has become the benchmark in the retirement industry.

Named in honour of our Co-founder, Kevin Hickman, we welcomed our first residents to this village during the year. We are a vertically-integrated retirement living and aged-care developer, owner and operator.

We create beautiful homes and supportive communities and provide exceptional care for older people. Who we are Nearly 40 years ago, our founders looked at the industry and knew instantly that it could and should be better. This became the purpose that would drive them to create the Ryman model that is now seen as the benchmark in retirement living and aged care today.

Jun 16, · % of total units available for resale. % care occupancy. 16 sites under construction. $m underlying profit* %. $m invested in . Move my Freight pty ltd specialises in freight shipping and courier services company in all cities in Australia Inc Melbourne, Sydney, Darwin, Perth & Brisbane. Personal Collection Statement. We will collect and use your personal information (which may include cookies we collect through your use of replace.me and our other websites) to give you a personalised user experience (e.g. recommending properties you may be interested in or receiving saved searches by email) and to promote the services of replace.me and . Ready to eat meals delivered to your door! BLOG; Become a Stockist; Shipping & Delivery; Hit enter to search or ESC to close.

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It enhanced the efficiency of our vaccination rollout and the management of isolation quarantines. Refining our care offering With 3, aged-care beds in New Zealand and a further in Australia, we are an integral part of the healthcare system, providing a protective moat around our public hospitals — there are only 12, public hospital beds in New Zealand.

With the Tokyo Olympics on the horizon, we dreamt up an ambitious initiative to enhance the social connection and wellbeing of our residents: the Olympics RYMAN. We invested in innovative technology to make this a hybrid physical and virtual tournament. Residents gathered to compete using technology to link events across stadium venues, bowling greens and village lounges across our villages in New Zealand and Australia.

The Olympics RYMAN provided a great opportunity to test some very innovative and emerging technologies with our residents and helped us better understand its potential going forward.

We appreciated the opportunity to partner with the Olympic Committees and create a truly unique experience for our residents.

Robust systems and processes to enhance our dining experience When it comes to lasting impressions, enjoyable dining is an experience that deserves continued enhancement. Like any good restaurant, we are constantly refining recipes and improving systems and processes. Poem by Murray S. During the year, we introduced an end-to-end food management system, Saffron. Saffron gives us better access to nutritional, allergen and cost data.

We use this data to inform our recipe and menu creation and have seen significant improvements in resident experience through the ability to select meals from a device as well as track allergen information. The introduction of this system has also led to cost reductions and better procurement and contract management. That spirit we took up in our own Ryman way, As residents walked and biked and bowled While swimmers swam, and quizzers played And none were left out in the cold.

Technology not seen before Created a community across the land While happy bags and food galore Brought weeks of graft to the final grand! This system improves our ability to efficiently capture all food safety records, including refrigeration and cooking temperatures as well as food storage temperatures. We admire your strength and fortitude, And you all deserve a golden gong! Developing meaningful partnerships in our communities Partnering with the Melbourne International Flower and Garden Show enabled us to be part of a high-profile event with a wide appeal.

Through our partnership with the show, we offered a range of experiences for attendees to enjoy. This included our Ryman stand where we offered refreshing iced tea on tap, our fully booked workshops with Australian landscaping expert Matt Leacy and our inaugural Ryman Healthcare Balcony Garden Competition which. Residents and friends of our villages enjoyed access to exclusive ticketing benefits, and with , people in attendance, we were able to introduce Ryman to a broader audience and lift our profile in the Australian market.

The benefits to wellbeing and quality of life are huge. Engaging with our communities As a care business, building meaningful partnerships and supporting our communities enables us to make a positive impact on a larger scale. Through our support of over clubs and organisations, we have established strong relationships with the communities outside of our village gates.

All money raised by them is matched by Ryman, dollar for dollar. Our support extends beyond our local communities to causes that also affect our team and their families abroad.

It will give momentum and recognition to do a whole lot more research and work for a greater good. Our villages are designed, built, sold and operated by Rymanians. It influences all of our conversations and drives the decisions we make. Ryman is a major player in the construction industry in both New Zealand and Victoria, Australia.

We delivered new independent units and serviced apartments, and care rooms. We also opened three new village centres during the year. Design, development and construction under one roof The process of building a successful village is more than just buying a piece of land and constructing buildings on it.

Bringing design, development and construction under one roof enables us to unify the life cycle of a village. It means our teams work cohesively throughout each step of the process. This collaboration creates a better environment for success, with improvements and efficiencies achieved at each stage. Led by our chief construction officer, our team has the skills, breadth of knowledge and capability to deliver at the complexity, scale and pace required for our portfolio of villages.

With expansive experience in the construction industry and the introduction of new technologies, systems and processes, we have lifted our approach in this area and will continue to see the benefits of the changes and additional rigour put in place.

As a company that provides exceptionally high standards in care, our drive for continuous improvement never sleeps. As we navigate our way through the next 12 to 24 months, it is critically important that we remain committed to forward planning. We will continue driving efficiencies in the way we approach our work for the delivery of each stage of development.

We will continue making the most of our scale and position in the market and we will make sure we have the right people and resources in place at the right time. This enhances our capabilities now and in the future. This year, we will introduce the construction management platform Procore. This will help streamline our processes at the project level, leading to improved communication, documentation, accountability and efficiencies.

The adoption of Salesforce over the coming year will enable us to harness the advanced capabilities of this world-leading platform to improve sales analysis and productivity. We will apply workflow modifications across the business, from sales through to how we modify and refurbish our units. We have proven that our strategy and culture is transportable to another jurisdiction.

The population of people aged over 75 in Australia is over five times larger than in New Zealand and provides an enormous growth opportunity for our business. Having successfully launched in Victoria, we have proven that our strategy and culture is transportable to another jurisdiction.

The purchase of three new sites in Victoria over the year has lifted our Australian land bank to nearly twice that of our current asset base. With an aim of maintaining the land bank at around 2, beds and units, we continue to seek out sites around the Melbourne metropolitan area. Having the right mix of sites in the land bank means we are well positioned to lift both our build rate and the value we create from this portfolio over the next 5 years.

With the adoption of a new organisational structure, the appointment of our first chief executive of the Australian business, the opening of our seventh operational village and a further eight villages either under way or in the land bank, many of the challenges we faced entering a new market are now behind us. Ryman is a major player in the construction industry As a developer of retirement living and aged-care facilities, we are a significant employer across the construction sector.

We have a large in-house team of designers, quantity surveyors, project managers, health and safety advisors, quality advisors and support staff. Construction of our villages sees small communities formed with upwards of staff and subcontractors on site during the peak development of any one village. The benefit of higher-value locations As we have grown, so too has our balance sheet and our aspirations. This has seen us tilt our portfolio towards higher-value areas, including Auckland and Melbourne, over recent years.

We believe that our focus on higher-value locations will support the delivery of superior long-term returns for investors through greater upfront selling prices, which result in a higher recurring earnings stream through management fees collected and resale earnings.

This is up more than percent over the last 5 years and in part reflects our push into these higher-value markets along with wider property market movements. Our resale bank underpins our future resale gains, and we expect to realise this amount over the next 6 to 7 years as the portfolio turns over. During the year, this mix was enhanced by the purchase of four new sites — Rolleston in Canterbury and Mulgrave, Kealba and Coburg North in Victoria.

We also purchased additional land adjacent to our Deborah Cheetham Village in Ocean Grove and a small operating retirement village next to our Essendon site. We now have a land bank of sites that stretches over half a decade in front of us. Even though our build rate has remained relatively stable over the last 5 years, by focusing on building villages in higher-value locations, we have created significant value, and over the long term the benefits of this will continue to accrue to shareholders.

We have been able to drive forward on the consenting process, and 57 percent of our pipeline is currently consented.

Targeted village completion is a calendar year date. It is based on current estimates and may vary from the final completion date. A great team that values diversity Having lived and breathed construction her whole life, Senior Quantity Surveyor Liz De Villiers was looking for an exciting new challenge — and Ryman fit the bill. Flexible options such as the ability to work from home or vary her working schedule make a big difference to Liz and her family.

A big drawcard was the ability to regularly brainstorm and problem solve with different areas of the business. Construction is about teamwork. Having a diverse team with different life experiences and construction backgrounds across residential, commercial and civil projects has been brilliant. As the science around understanding climate change and climate risk has developed globally, we have elevated our activity on sustainability.

Our principles of sustainable design Our 11 principles of sustainable design guide our approach to designing villages.

Each village is treated as unique, and homes are designed utilising modern technologies that consider environmental and social impacts and harness natural resources where possible — all with the goal of improving the health and happiness of our residents.

Measuring our emissions The care of our residents is our number one priority. We use a large amount of electricity to keep our residents comfortable and to ensure our safety systems are continuously operating. This means electricity is the largest contributor to our operational emissions footprint. Despite our absolute emissions for the year to 31 March rising by 1. We are focused on meeting our 30 percent reduction target by The unprecedented operating environment under COVID resulted in a 74 percent decline in our air travel-related emissions when compared to This offset a large proportion of emissions related to the opening of a new village.

As we explore further opportunities to reduce our impact on the environment, we have turned our attention to the embodied carbon in our buildings. Like all businesses, we have adapted to a new approach in developing new ways of doing business, and we expect to see a continuation of the behaviours that enabled a reduction in air travel-related emissions in the years ahead.

The work we have been doing over the past 2 years will see us embark on our first development using a cross-laminated timber structure at our new Kevin Hickman Village in Christchurch. The expected reduction in embodied carbon in the cross-laminated structure is approximately 80 percent. This year, we have extended our scope 3 emissions inventory to include additional emissions related to the disposal of waste and recycling, including glass and composting.

In the coming year, we will carry out a materiality assessment of the emissions associated with our supply chain. Where supply chain emissions are material relative to the total of our direct and indirect emissions, we will look to report on these and publish associated reduction plans. Reducing our embodied carbon We have committed to constructing our first mass timber structure at our new Kevin Hickman Village using cross-laminated timber in place of some structural elements previously made from steel and concrete.

Detailed design is under way, with the construction of the apartments due to commence in September Cross-laminated timber CLT is one of the products produced through mass timber construction. This is where multiple layers of timber are glued together to form structural panels that can be used for the floors and walls of buildings. By substituting concrete and steel for cross-laminated timber, we have also addressed some high-risk health and safety considerations, including reducing heavy vehicle movement for on-site deliveries by 65 percent.

Cross-laminated timber has two significant advantages over steel and concrete. Being a natural product, its carbon content is extremely low.

We are now looking at future opportunities for its use in other new builds as well as additional ways to reduce the embodied carbon in our buildings such as low-carbon concrete. We are also pursuing ways in which we can continue to improve our waste and recycling from construction sites. Step by step we can make a difference Our residents have partnered with charity Doubtless Conservation and have been busy building predator traps to protect some of our most precious species in the South Island high country.

All materials are supplied by Ryman, and our fantastic residents provide the muscle and know-how. One of many sustainability initiatives being undertaken across the business is our partnership with City to Farm. Since , in partnership with City to Farm, our Evelyn Page Village in Auckland has been diverting food scraps away from landfill. The food scraps are composted on local farms and used to transform heavy, infertile clay into rich soil that can support food production, in this case, banana palms.

The recycling and diverting of construction waste from landfill at our Auckland and Melbourne sites continued to improve over the year. We are currently recycling 87 percent of construction waste from these sites. We have seen a consistent improvement in this trend since we began collecting data in The building of predator traps by our residents for the Department of Conservation and Predator Free New Zealand has gathered a huge amount of momentum over the past year.

In addressing our climate-related risks, we have begun a programme of work that will ensure we are taking the necessary steps to address climate change risks while taking advantage of any opportunities that will arise. Our board has acknowledged its responsibility for identifying and managing our climate-related risks and opportunities, and our disclosure responsibilities have been assigned to a member of the senior executive team with extensive expertise in sustainability.

We want to leave our planet in good shape for generations to come. Our residents, our team and our investors all share this goal. The next step in our journey As part of this programme of work, we have completed a climate change maturity assessment of our structures, policies and processes against international standards. We have developed a roadmap of priority actions to improve our climate-related risk management policies and processes across the areas of governance, strategy, risk management, and metrics and targets.

This comprehensive roadmap will be actioned over the next 3 years as we work to build organisational resilience and capture value associated with the net-zero transition.

We have engaged the expertise of KPMG to identify the impact of a range of climate scenarios on our operations, now and in the future, and to develop adaptive measures to manage the identified risks and opportunities. A 3-year action plan has been developed to ensure we meet our climate-related disclosure requirements, which are expected to be confirmed by the External Reporting Board in late This body of work positions us well to meet these disclosure requirements, which will be included in our 31 March annual report.

Assess climate change skills gap across board and senior executive team on an ongoing basis. Document the extent to which our climate-related targets have been informed by external parameters such as science-based targets. Establish an action plan to address our material climate-related risks and opportunities. Carry out a capacity assessment for effective climate-related decision making. Document target setting objectives and establish targets for capital deployment and climate-related opportunities.

Clinical Manager Madelyn Premacio far right with her care team at our Charles Upham Village in Canterbury, whose outstanding daily efforts demonstrate what it means to be a Rymanian. Our greatest asset is the people who work here, and our culture remains one of our most unique differentiators. Our team is the backbone of our business, and they have been outstanding throughout the past 2 years in what can only be described as a very challenging period for the business. Our people have worked tirelessly to keep themselves and our residents safe through the extended lockdowns in New Zealand and Australia.

This has included wearing N95 masks and face shields through the hot summer period, moving to hour shifts during the height of the Omicron outbreak, undergoing regular testing and, in some cases, moving out of their homes and into villages to reduce their potential exposure to COVID.

We continued to support our people behind the scenes. Culture is not invented. It is constantly evolving, which is why it must be nurtured. Andrew Roberts, Regional Facilities Manager in Victoria, was one of hundreds of team members who chipped in at villages to lend a hand during the pandemic and keep operations running smoothly. I have complete admiration for our team. Many had to wear full PPE for hours on end. Investing in the health and wellbeing of our people We have been very conscious of not only the physical stress that COVID has had on our teams but also the impact on their overall wellbeing.

Maintaining our villages as safe havens meant asking our team members to stay home if they or anyone in their household was feeling unwell. It was important to us that our teams were not financially impacted when needing to stay away so we put in place uncapped special leave through this period. To date, we have provided over , hours of this special leave to our team members. The annual Ryman Awards is a time for our teams to come together and celebrate their achievements over the year. COVID restrictions meant that for the second year running our awards night was hosted virtually with Rymanians and their families beaming in from around the world.

Throughout the night, team members took to their keyboards to send messages of congratulations to their fellow team winners with over messages posted. In Australia, we made an application on behalf of all village team members for the essential worker retention bonus, which was subsequently granted and paid to our teams.

We also provided our village teams with meals during these periods, which saw us serving an additional 3, meals a day. We established hydration stations with electrolyte drinks and nibbles to ensure our team members working in face shields and masks were taking micro breaks every hour and staying hydrated.

As a gesture from their Ryman family, we are also sending recovery packs to their homes that include treats and essentials such as paracetamol, throat lozenges, tissues, soup and other goodies as well as a useful guide on how to aid their recovery. Recruitment, development and happiness We say it a lot, but for good reason — our people are our most precious resource. We spend quality time recruiting our team members. Qualifications, experience and intelligence are of course very important.

However, as a care business, we hold care, kindness, integrity and the ability to be a team player in very high regard. These are the defining qualities of a Rymanian. Our Ryman characteristics empower our people to act with kindness and excellence, and we have developed our own bespoke training and leadership development programmes to reinforce these values across the organisation.

These learning activities equip our teams with the tools and skills necessary to meet our high standards. Journeying into care Our nurses, care team and wider village teams are the front line of our organisation.

Each NETP graduate is assigned an experienced clinician who mentors them throughout the year. They are also supported by the clinical leadership team at their dedicated Ryman village and our NETP support team. The majority of our NETP graduate nurse applications are a result of our presentations to nursing students and attendance at career fairs.

The programme began with two graduates in and has grown to nine graduates in Our aim is to grow this number each year. Helping our teams pursue their dreams We are huge believers in the power of education to change lives, and we offer several scholarships each year. The Cashin Scholarship, set up in memory of former Ryman Director Mike Cashin, is open to all Ryman team members and their immediate family, including spouses, children and grandchildren.

Each year, members of the Cashin family help to select the winner. The Graeme Rabbits scholarship is open to all of our team members, contractors and suppliers.

We also offer scholarships to nursing students as a way of supporting graduates during their final year of study. Since , we have awarded four nursing scholarships — three in New Zealand and one in Australia. We have nine graduates in our nursing programme. From Ryman scholarship to unit coordinator After becoming the inaugural recipient of the Ryman Nursing Scholarship, Shanlee Barnes-Webber has become a real Ryman success story. During this time, she made a point of grabbing every opportunity that came her way.

Image: Shanlee enjoying a regular visit with serviced-apartment residents June and Jack — the trio share a special bond.

Our history of strong financial performance and development pipeline of 29 new villages sets us up for sustainable future growth. Underlying profit does not have a standardised meaning prescribed by GAAP and so may not be comparable to similar financial information presented by other entities. The Group uses underlying profit, with other measures, to measure performance.

Underlying profit is a measure that the Group uses consistently across reporting periods. Underlying profit includes realised movement on investment property for units in which a right to occupy has been sold during the period and for which a legally binding contract is in place at the reporting date. The occupancy advance for these units may have been received or be included within the trade receivables balance at reporting date. Underlying profit excludes deferred taxation, taxation expense, unrealised movement on investment properties, and impairment losses on non-trading assets because these items do not reflect the trading performance of the Company.

Underlying profit determines the dividend payout to shareholders. Consolidated income statement Consolidated statement of comprehensive income Consolidated statement of changes in equity Consolidated balance sheet Consolidated statement of cash flows.

Statement of compliance Basis of preparation Measurement base Critical judgements in applying accounting policies Adopting new and amended standards and interpretations Standards and Interpretations on issue but not yet adopted COVID Summary of significant accounting policies Other notes Operating expenses Depreciation and amortisation expense Finance costs Income tax Trade and other receivables Property, plant and equipment Investment properties Intangible assets Cash and cash equivalents Trade and other payables Employee entitlements Interest-bearing loans and borrowings Lease liabilities Occupancy advances non-interest bearing Share capital Reserves Dividends Related-party transactions Key management personnel compensation Financial instruments Commitments Contingent liabilities Reconciliation of net profit after tax with net cash flow from operating activities Subsidiary companies Segment information Employee share schemes Subsequent events Authorisation.

Care fees Management fees Interest received Other income Total revenue Fair-value movement of investment properties. Items that will not be later reclassified to profit or loss Revaluation of property, plant and equipment unrealised. Items that may be later reclassified to profit or loss Fair-value movement and reclassification of cash-flow hedge reserve. All profit and total comprehensive income is attributable to parent company shareholders and is derived from continuing operations.

The accompanying notes form part of these financial statements. Total equity Liabilities Trade and other payables Employee entitlements Revenue in advance Derivative financial instruments Refundable accommodation deposits. Total liabilities Total equity and liabilities Net tangible assets Basic and diluted cents per share.

Interest received Payments to suppliers and employees Payments to residents Interest paid Net operating cash flows. Investing activities Purchase of property, plant and equipment Purchase of intangible assets Purchase of investment properties. The financial statements presented are those of Ryman Healthcare Limited the Company , and its subsidiaries the Group. Ryman Healthcare Limited is a profit-oriented entity incorporated in New Zealand that develops, owns, and operates integrated retirement villages, resthomes, and hospitals for the elderly within New Zealand and Australia.

Its financial statements comply with these Acts. Accounting policies are selected and applied in a way that ensures the resulting financial information satisfies the concepts of relevance and reliability, and the substance of the underlying transactions or other events is reported.

The accounting policies set out below have been consistently applied in preparing the financial statements for the year ended 31 March These policies have also been applied to the comparative information presented for the year ended 31 March All reference to AUD refers to Australian dollars. The estimates and associated assumptions are based on historical experience and various other factors that are reasonable under the circumstances.

The results form the basis of making the judgements. Actual results may differ from these estimates. Location Details. Pickup Location. Delivery Location. Select Type. Package Details all items must be on a pallet if the item is more than 30kilos. Container Type. Item Description. Do you have your own Container?

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Move my Freight pty ltd specialises in freight shipping and courier services company in all cities in Australia Inc Melbourne, Sydney, Darwin, Perth & Brisbane. Personal Collection Statement. We will collect and use your personal information (which may include cookies we collect through your use of replace.me and our other websites) to give you a personalised user experience (e.g. recommending properties you may be interested in or receiving saved searches by email) and to promote the services of replace.me and . Jun 16, · % of total units available for resale. % care occupancy. 16 sites under construction. $m underlying profit* %. $m invested in . A platform of websites and secure portals for real estate communities that integrate to Strataware. Free Shipping: We offer free Australia-wide for orders over $ and a flat rate of $ for orders under $ International delivery available. Brands: Sea Jewels, Viva Swim, Sunskins. Why Buy Swimwear Made From Chlorine Resistant Fabric by Sea Jewels.
Move my Freight pty ltd specialises in freight shipping and courier services company in all cities in Australia Inc Melbourne, Sydney, Darwin, Perth & Brisbane. Jun 16, · % of total units available for resale. % care occupancy. 16 sites under construction. $m underlying profit* %. $m invested in . A platform of websites and secure portals for real estate communities that integrate to Strataware. Personal Collection Statement. We will collect and use your personal information (which may include cookies we collect through your use of replace.me and our other websites) to give you a personalised user experience (e.g. recommending properties you may be interested in or receiving saved searches by email) and to promote the services of replace.me and . Free Shipping: We offer free Australia-wide for orders over $ and a flat rate of $ for orders under $ International delivery available. Brands: Sea Jewels, Viva Swim, Sunskins. Why Buy Swimwear Made From Chlorine Resistant Fabric by Sea Jewels.

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