19 May 2004
Roger CarrRoger Carr
Chairman
19 May 2004
Karim NaffahKarim Naffah
Finance Director
3
Financial Highlights
Turnover £823m up 4%
EBITDA £197m up 3%
Operating profit £140m up 2%
Profit before tax £88m down 5%
Adjusted EPS* 10.0p up 16%
Interim dividend per share 2.85p
* Adjusted to exclude exceptional items. 2003 comparative, proforma figures
4
Interim Results - Summary
Note: All numbers are stated pre-exceptional items* Proforma
HY 04 HY 03*£m £m
EBITDA 197 191 + 3.1%
Operating Profit 140 137 + 2.2%
Interest (52) (44)
PBT 88 93 - 5.4%
Tax (29) (30)
Earnings 59 63 - 6.3%
EPS 10.0p 8.6p + 16.3%
Average no. of shares 591m 734m
5
Presentational Points to Note
FRS 5Turnover recorded net of coupons and staff discounts
Sales comparative reduced by £4m – no profit impact
Treatment of EasterStraddles period end vs. entirely in H2 last year
Like for likes quoted for 32 weeks
Reporting to Debt InvestorsFirst public reporting
Covers securitised estate from 13 November 2003
6
Operating Performance
HY 04 HY 03£m £m
Turnover Pubs & Bars 485 464 + 4.5 %Restaurants 333 321 + 3.7 %SCPD 5 4 + 25 %
823 789 + 4.3 %
Operating Profit*Pubs & Bars 92 91 + 1.1 %Restaurants 47 45 + 4.4 % SCPD 1 1 -
140 137 + 2.2 %
Note: 2003 turnover restated on the adoption of the Amendment to FRS 5* Before exceptional items
7
Key Operating Statistics*
Net retail operating margin 17%
Food sales : up 6%
Food mix 29.5% sales : up 0.4% points
Outlet staff costs : constant at 24% of sales
Retail staff productivity
Contribution per staff hour – held constant
Support cost savings of £5m
*All figures MAB Retail; 2003 restated for FRS5
8
Operating Profit Movement
*Includes £1m EBIT from SCPD in both years
H12003
H12004
£137m*
+5+1 £140m*
+5-8
Trading SupportCosts External
Costs
Easter
9
Retail Sales Growth
Same outlet = uninvested + invested All comparatives restated for the amendment to FRS 5* 32 weeks
84% of pubs +10% = 94% of pubs +6% = 100% of pubs
+ 3.4%*
+ 5.3%*
+ 4.4%
0%
1%
2%
3%
4%
5%
6%
H1 2004 H1 2004 H1 2004
UNINVESTED SAME OUTLET TOTAL SALES
10
Like-for-Like Sales
H1 04 H2 03
Same Outlet (i.e. Invested + Uninvested)
Residential + 6.4% + 3.3%
High Street + 3.1% - 0.6%
Total + 5.3% + 1.8%Uninvested
Residential + 4.4% + 0.8%
High Street + 1.3% - 3.0%
Total + 3.4% - 0.1%
H1 like for likes reflect wks 1-32 to include Easter in both periods. H2 like for likes reflect wks 33-52.All figures restated for the amendment to FRS 5
11
Balancing Sales Growth & Margin
H1 2004
Uninvested LFL Sales + 3.4%
Average Selling Price* c.- 3%
Movement in Gross Margin (%) -ve
Movement in LFL Gross Profit (£) +ve
*Food & Drink
12
H1 2004 Expansionary Capital
High Street
Pub Restaurants
Restaurants
Locals
City Centre
Foodled
Drinksled
Residential
Note: UK only and excludes Hollywood Bowl at £2m
£8m £16m
£3m £0m
13
High Street
Pub Restaurants
Restaurants
Locals
City Centre
Foodled
Drinksled
Residential
Inc. ROI 16% Inc. ROI 14%
Inc. ROI 9%Inc. ROI 14%
Performance by Segment
Note: UK only – excludes Hollywood BowlCumulative £1bn expansionary investment over the last 10 years
14
Net Cashflow (a)
HY 04£m
EBITDA 197
Working capital movement 44
Maintenance Capital Expenditure (48)
Expansionary Capital Expenditure (29)
Disposals 29
Additional pension contributions (40)
Other items 2
Net Operating Cashflow 155
15
Net Cashflow (b)
HY 04£m
Net Operating Cashflow 155
Net interest paid (45)
Tax paid (9)
Normal Dividends Paid (29)
Special Dividend (501)
Securitisation Costs* (26)
Other Items 1
Net cash flow ** (454)
* Includes £4m operating exceptionals** Before £11m of bond repayments
16
Financing
* Based on EBITDA for FY 2003**Net Debt / (Net Assets + Net Debt)
Closing Net Debt £1.7bn
Net Debt : EBITDA* 4.5x
Book Gearing** 51%
Interest Cover 2.7x
Securitisation FCF/Debt Service 2.0x
17*Unleveraged tax rate (estimated at c. 26% for FY 2004)
Strong Cash Returns
£m
278
(61)
217
3,450
(735)
50
2,765
10%10%
12 months to 10 April 2004 £m
EBIT 278
Depreciation/Amortisation 102
EBITDA 380
Cash Tax (at 22% of EBIT)* (61)
Cash Return 319
Average Net Operating Assets 3,450
Accumulated Depreciation 273
Revaluations (735)
Goodwill written off 50
Cash Capital Employed 3,038
CROCCE
8%8%
NOPAT
18
Interim 2.85p
Final 6.65p
Dividends
Progressive policy to deliver real dividend growth
Total 9.5p
19
Summary
Good performance in first half
Refinancing successfully completed
Emphasis on organic growth is bearing fruit
Tougher sales comparatives in second half
Focus on cash and high investment returns
Progressive dividend policy
Commitment to most value creative use of cash
19 May 2004
Tim ClarkeTim Clarke
Chief Executive
21
Operational Delivery of Strategy
Profitable Sales Growth
Focus on best value experience
Growing food sales and capturing drinks market share
Efficiency gains from growing volumes
Strategy on course and building momentum
22
Five Key Levers
Consumer value proposition
Optimal combination of price, volume and mix
Cost efficiencies from unit and corporate scale
Evolving consumer appeal of brands and formats
Proactive estate development
Drive earnings growth, cash returns and property appreciation
23
Estate Repositioning to Growth Segments
Integrated, informal food and drink offers* Managed pub sales
Sales = £1.5bn
Beer69%
Machines 7%
Accommodation& Other
2%
Soft Drinks and
Wines & Spirits11%
Food11%
Beer35%
Food29%
Sales = £0.9bn*
H1’04
MAT1994
Accommodation & Other6%
Soft Drinks and
Wines & Spirits25%
Machines 5%
24
Strong Sales Performance
Adjusted for FRS 5Uninvested LFL Same Outlet LFL Total Sales
0%
1%
2%
3%
4%
5%
6%
First 16 weeks wks 17-32 First 16 weeks wks 17-32 First 16 weeks wks 17-32
5.8%
3.9%
4.8%
2.8%
4.0%
4.8%
25
Gaining Share Among Managed Pubs
0.0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
Weeks 10 - 31** Weeks 25 - 31**
MAB % Drink Share of Managed Market*
Movement in Volume % Share Movement in Value % Share*Beer, cider, soft drinks, FABs and spirits** Period to 1 May 2004
% points
Source: AC Neilsen Pubtrack
26
Focus on Profitable Sales Growth
Unit scale economies of high take managed houses
Average Weekly Takes + 7% to £14.7k per week
Regulatory cost inflation exceeding consumer price inflation
Volume growth from recruiting customers and increasing frequency
Pursuing best combination of volume, price and mix enhancement
Total food and drink volumes up 8%
Average prices down 3%
Profits growth best delivered by cash generative volume growth
Volume Growth key to driving higher asset productivity
27
Draught Beer
Good, better, best pricing architecture
PremiumisationConsumers trading up to Stella ( 0 to 100k barrels p.a.)
Driving value on standard products14% price reduction, 32% volume increase in Carlsberg
Widening RangeIntroduction of Scot Co beers
£1.75 £1.95 £2.20 £2.50
28
Wines
Proprietary brands in each main grape variety
“Own label” sourced direct from the growers
Silverland (own label) from 0% to 10% of wine volume
Improving Consumer Choice
29
Soft Drinks
Range extensions to meet changing customer tastes
Fresh fruit juices available alongside packaged products
Offer better value for money
Harvester fresh juice servings doubled
Product innovation to capture
new market trends
30
Revenue and Product Yield Management
Targeting market growth segments for volume gains
Food volumes up 9%
Soft drinks volumes up 10%
Wines & spirits volumes up 13%
Managing product range and pricing for mix margin benefits
Beer volumes up 5%, Draught lager volumes up 10%
PPL’s : volume flat, PPS’s : volume down 9%
Increasing purchasing power
4% reduction on 60% of COGS re-negotiated
To Maximise Gross Profits
PPL = Premium Package Lager PPS = Premium Packaged Spirits
31
Cost Efficiencies: Staff Productivity
Improvements in scheduling and base rosters
Minimising hours required to service incremental volumes
Kitchen work methods
Sales training and product knowledge
Trialling incentives link to sales performance
32
Residential Areas: 70% of Estate
Integrated Food and Drink Offers
Same outlet like for likes + 6.4%
Un-invested like for likes + 4.4%
Drinks Volume + 7.0%
Drinks Price - 2.0%
Food Volume + 9.0%
Food Price Flat
Growth driven by 5 key brands
*
*
* 32 weeks
33
Residential Areas: Customer Demand Factors
Real growth in eating out market
Fast growing ancillary sales
Wine
Soft drinks
Coffee
Widening competitive gap driving beer market share
Estate and brand strategy focused on opportunity
34
Pub RestaurantsToby Carvery, Washington
Harvester,Barnet
Vintage Inns,Cunning Man, Reading
35
Pub Restaurants: Evolving the Offers
36
Residential Pubs: Conversion
Royal Oak, HalesowenEmber Inns
White Hart, NottinghamSizzling Pub Co
Prince of Wales, Notting HillMetropolitan Professionals
Mid-Market Suburbs
Urban Residential Areas
Affluent London Villages
37
Residential Pubs: Sales Development
38
High Street/City Centre Market: 30% of Estate
Same outlet like for likes + 3.1%Univested like for likes + 1.3%Drinks volumes +10.0%Drinks prices -6.0%
Pubs for office staff, shoppers, tourists.
Day time / early evening
Circuit VenuesLate evening
Central London
Rebasing price to generate volume gains
**
* 32 weeks
39
High Street/City Centre Markets
Draught Beer Range in London estate
Goose pubs
40
Estate Development:Site by Site Approach
Development of pipeline
Tactical use of maintenance capex to evolve/refurb
New build site acquisitions
Expansion of Business Franchise model
Extract value from non trading property
Disposal
41
Acquisitions and Conversions
Garden Gate, HampsteadMetropolitan Professionals
Golden Retriever, BracknellVintage Inn
42
Evolution through Maintenance Capex
Routine annual spend
Regular, small investment to maintain fabric of building and offer
Brand / format refresh
To keep offer current & ensure pub trades to full potential
Every 4 – 7 years, in line with maintenance cycle
All within depreciationSnuff Mill, Bristol
Harvester
Royal Oak, Halesowen
Ember
43
Business Franchises
A partnership to maximise the trading potential of mid-sized pubs
52 properties at end of H1
Franchisee benefit:
Accesses managed systems & infrastructure
Favourable supply terms
MAB benefit:
share in trading upside through turnover fee
Retain property appreciation
Plans for c. 50 more over the next 6 months
44
Social and Regulatory Issues
Licensing Act and the Guidelines
Alcohol Harm Reduction Strategy
Smoking in Public Places
Gaming Regulation
Select Committee Inquiry
Well positioned to meet the changes
45
Market Growth TrendsMarket Growth Trends
Lifestyles driving structural acceleration of market growth
Source: Office for National Statistics
Beer
Spirits
Wine & Cider
Eating Out*
*including soft drinks
Consumer expenditure £m
0
10000
20000
30000
40000
50000
60000
70000
1982 1985 1988 1991 1994 1997 2000 2003
Total(Nominal)
7.4%*
CAGR (Actual)1982 to 2003
9.4%
5.8%Drinking
Out
Total(Real)1.8%
3.8%
0.2%
46
Differentiated Strategy for Growth
Quality estate targeting growth segments
Integrated food and drink formats
Scale advantages enable customer value proposition
Power of retail marketing
Focus on sustainable sales growth
Driving earnings, cash returns and freehold appreciation
Operating and financing strategy to reward shareholders
19 May 2004
Questions & AnswersQuestions & Answers