Woolworths Group's net profit is up to $2.45 billion this year. That amounts to about a 6.1 per cent increase on last year.
Revenue is up, the promised dividend is up, but not every part of the retail powerhouse posted a profit.
Woolworths is made up of several business divisions, from food and liquor to petrol and hardware stores.
So how big are these divisions and what impact did each have on the bottom line?
Analysts who watch the company closely are crediting the food and liquor divisions as performing well and contributing to the bulk of the year's profit growth.
That area, which includes the supermarkets, actually exceeded expectations in the second half of this year which is interesting given all the talk about consumer spending and the budget from other retailers.
Woolworths' food and liquor sales in Australia grew by 4.7 per cent in the last year.
The chain measures how many customers it has both through its doors and online. That number also grew 3.7 per cent to an average of 21.1 million a week.
The growth in shopper numbers enabled Woolworths to engage in competitive discounting that saw prices fall by an average of 3.1 per cent.
Woolworths owns Dan Murphy's and BWS and both opened more stores across the country. Dan Murphy's launched 11 more stores, bringing the total to 186. BWS now has a total of 1216 stores after opening 36 new stores this year.
Online sales across the whole food and liquor business flourished, almost doubling in the last year.
The uptick in online customers translated to an average three million items delivered to homes each week.
The company also expanded its online order butinstore pick-up services to 202 stores and 17 drive-throughs.
Another burgeoning campaign is the Everyday Rewards loyalty program Its membership grew by 10 per cent, to almost eight million.
Revenue from Woolworths' petrol division was up 6 per cent as the company wound back its fuel subsidies and built out the non-fuel offerings at its service stations with food and merchandise.
The dollars reaped from petrol sales also went up, largely due to rising fuel prices.
Petrol together with food and liquor divisions grew by 7.2 per cent ($169 million). This strong performance offset the underperforming general merchandise division made up of EziBuy and Big W.
In a soft spot, sales were down for the general merchandise division, which includes clothing stores and the Big W department chain, this year.
The two items of good news from this division were a better gross margin and cost of doing business savings, both due to the acquisition of women's clothing business EziBuy.
Woolworths is so concerned about flagging sales at Big W, which dropped by 3.1 per cent, it has already started a review of supply chain capabilities and brought in a new senior leadership team.
New managing director Alistair McGeorge, along with new heads of merchandise and buying, marketing, finance and HR, have been given the job of overhauling the performance of the network of 133 stores.
The home improvement division continues to drain millions from the business, despite a 23.2 per cent growth in sales for Masters and Home Timber and Hardware stores.
The appliance and outdoor furniture company Masters lost $20 million this year despite a 42.2 per cent growth in sales. Woolworths said the stores were still in a development stage with most opened 17 months ago.
Home Timber and Hardware sales experienced less growth, of just under 10 per cent, and made a modest pre-tax profit of just $7 million this year.
Woolworths also opened 34 new supermarkets across the ditch in New Zealand.
The New Zealand supermarkets operation experienced a fairly flat year with comparable sales growth of 0.3 per cent.
Its pre-tax profit increased by 6.2 per cent but the cost of doing business also grew, despite the company sourcing 76 per cent of its home-brand products locally.
So overall, while many of these numbers look good, investors appear to be after more. In early trading the Woolworths share price was down slightly.
