Whitbread Preliminary Results

DOUBLE DIGIT GROWTH IN REVENUE, PROFIT AND DIVIDEND

 

Whitbread PLC results for the financial year to 27 February 2014

 

Financial Highlights

 

·     Total revenue up 13.0% to £2,294.3 million (2012/13: £2,030.0 million)

·     Group like for like sales¹ up 4.2% 

·     Underlying profit² before tax up 16.5% to £411.8 million (2012/13: £353.4 million³)

·     Underlying basic EPS² up 20.1% to 179.02p (2012/13: 149.10p³)

·     Full year dividend up 19.9% to 68.80p (2012/13: 57.40p)

·     Whitbread Hotels and Restaurants profits⁴ up 11.2% to £348.1 million, Costa profits⁴ up 21.9% to £109.8 million

·     Premier Inn total sales up 13.4% and like for like sales¹ up 5.0%

·     Costa total sales up 20.1% and like for like sales¹ up 5.7%

·     Group return on capital⁵ up 1.4% pts to 15.3%

·     Strong cash flow from operations⁶ of £601.3 million funded capital investment of £306.2 million and 19.9% dividend growth

·     Year end net debt down by £79.5 million to £391.6 million

 

 

Statutory Highlights

 

·     Profit after tax and exceptional items up 10.7% to £323.4 million (2012/13: £292.1 million³)

·     Total basic EPS up 10.4% to 182.98p (2012/13: 165.71p³)

 

 

On track for 2016 and 2018 growth milestones

 

·     Premier Inn now has 55,035 UK⁷ rooms, up 6.5% in the year with a committed pipeline of c.11,500 rooms

·     Costa system sales increased by 19.4% to £1.2 billion

·     Around 3,000 net new UK jobs created in 2013/14

 

Anthony Habgood, Chairman, said:

 

"This is another set of good results. Once again strong cash flow funded the necessary capital investment for our growth engines, Premier Inn and Costa, to increase their share of the market. We have recommended an increase in the full year dividend of 19.9% while maintaining a prudent balance sheet structure. I am confident that the brand strength of Premier Inn and Costa will continue to fuel the Company's growth into the future."

 

Andy Harrison, Chief Executive, said:

 

"Whitbread has delivered another year of strong double digit growth, with total sales up 13.0%, underlying pre tax profits up 16.5% and EPS up 20.1%. This, combined with our good cash flow, has led the Board to recommend a full year dividend increase of 19.9%. This extends our track record of double digit growth, with sales growing by 11.4% over the last five years and EPS and dividends per share growing by 14.7% and 13.5% respectively. This success is built on our two strong brands Premier Inn, the UK's favourite hotel chain and Costa, the UK's favourite coffee shop and our 43,000 team members who work so hard to deliver a consistently good customer experience.

 

We continue to invest in improving our customer propositions and international expansion. This includes the rollout of our "best ever bed" in Premier Inn, the launch of "hub by Premier Inn" and rejuvenating our restaurant brands. In Costa we are focussed on international growth in China and France and our rebranding in Poland, together with the continuing growth of Costa Express.

 

We had a strong finish to last year, with all our brands performing well, boosted by good Christmas and New Year campaigns and helpful weather comparatives. The first two months of the new financial year have started positively, with good trading again helped by relatively soft comparatives which will become tougher as we move into the second half of this year.

 

We remain on track to deliver our 2016 and 2018 growth milestones for both Premier Inn and Costa which, combined with our clear focus on returns, will create substantial shareholder value."

 

For further information contact:
Whitbread
Nicholas Cadbury, Group Finance Director	+ 44 (0) 20 7806 5491
Anna Glover, Director of Communications Joanne Russell, Director of Investor Relations	+44 (0) 1582 844 244  +44 (0) 1582 888 633
Tulchan
David Allchurch/Will Smith	+ 44 (0) 20 7353 4200

 

¹     Like for like sales stated pre-IFRIC 13 adjustment for Premier Inn - UK and Ireland, Costa and Restaurants - UK

 

²     Underlying profit and underlying EPS

Underlying profit excluding amortisation of acquired intangibles, exceptional items and the impact of the pension finance cost as accounted for under IAS 19. Underlying EPS represents the earnings per share based on the above underlying profit definition and the tax thereon.

 

³     Restated for the impact of IAS 19 (revised 2011), see note 3 of the financial statements

 

⁴     Underlying operating profit before exceptional items

 

⁵      Return on capital

Return on capital is the return on invested capital which is calculated by dividing the underlying profit before interest and tax for the year by net assets at the balance sheet date adding back debt, taxation liabilities and the pension deficit.

 

⁶     Cash flow from operations

Cash generated from operations in the financial statements excluding the pension payments

 

⁷    Premier Inn UK includes one hotel in Ireland with 155 rooms

 

⁸    Allegra Strategies Project Cafe 2013 report, published December 2013

Favourite coffee shop, based on a sample of 4,650 consumers from an independent coffee shop visitor panel

 

⁹    YouGov - Hotel BrandIndex

Hotel BrandIndex index measure when compared against our direct competitors, based on data for 2013/14 using a 52 week rolling average

 

¹⁰    STR Global - UK Midscale and Economy sector

Further information

 

For photographs and videos, please visit the corporate media library:

www.whitbreadimages.co.uk

 

A presentation for analysts will be held at Nomura, 1 Angel Lane, Upper Thames Street, London, EC4R 3AB. The presentation is at 9.30 am and a live webcast of the presentation will be available on the investors' section of the website at: http://www.whitbread.co.uk/investors

 

 

CHIEF EXECUTIVE'S REVIEW

Whitbread is a people intensive business with 43,000 employees serving some 22 million customers every month, through 2,800 UK outlets. Last year we sold 15 million Premier Inn rooms, 47 million restaurant meals and 400 million cups of Costa coffee. Employee training and motivation are key factors for our success and prime contributors to providing outstanding service to our guests and in turn driving like for like sales growth. We are committed to providing development and career opportunities for our teams through industry leading training programmes and apprenticeship schemes, with over 20,000 team members undergoing training in the past year and 557 people achieving an apprenticeship. Our fast-paced growth has enabled us to create around 3,000 net new UK jobs in the year.

 

We are building strong brands by putting customers at the heart of everything we do and we are proud to own the UK's No. 1 coffee shop brand⁸ and No.1 hotel brand⁹. Once again, we have achieved record customer scores for all our brands in the UK. Great customer service needs to be backed up with great products and we have invested over £300 million in the year opening, maintaining and upgrading our hotels, restaurants and coffee shops to ensure they remain the best in the market. 

 

In 2013/14 Whitbread delivered another strong financial performance, with double digit organic growth in revenue, profit and dividends together with good cash flow. Network expansion, combined with good like for like sales growth of 4.2%, increased Group total sales by 13.0% to £2,294.3 million. Group underlying profit before tax rose 16.5% to £411.8 million (2012/13: £353.4 million), with underlying basic EPS increasing by 20.1% to 179.02p.

 

The Group's cash generation remains good, with cash flow from operations up 14.3% to £601.3 million. Group return on capital increased by 1.4% pts to 15.3% and we maintained our strong balance sheet, ending the year with net debt of £391.6 million (£471.1 million as at 28 February 2013).

  

The Board recommends a final dividend payment of 47.00p per share, making a total dividend for the year of 68.80p per share, an increase of 19.9%. The final dividend will be paid on 4 July 2014 to shareholders on the register at the close of business on 30 May 2014. 

 

 

Whitbread Hotels and Restaurants

 

During 2013/14 our Hotels and Restaurants business delivered a good performance with revenue increasing by 9.8% to £1,494.0 million and like for like sales growing by 3.7%. Underlying operating profit⁴ rose by 11.2% to £348.1 million and return on capital increased by 0.9% pts to 13.3%.

 

Premier Inn grew total sales by 13.4% to £967.9 million with the opening of 3,955 rooms worldwide and like for like sales growth of 5.0%. Restaurants grew total sales by 3.9% to £526.1 million, with like for like sales growth of 1.6% and the opening of eight new restaurants.

 

Premier Inn

 

Premier Inn is the UK's leading hotel chain and continues to win market share through organic growth. In 2013/14 we opened 23 net new hotels taking our total number of hotels to 672, which is 172 more than our nearest competitor. Our network of hotels already offers customers the widest choice of locations and the delivery of our growth milestones will increase this choice as we grow to c.750 locations in 2016 and c.830 locations in 2018.

 

We are investing in our brands to further reinforce our competitive position and we spent around £80 million this year on refurbishment and maintenance of our Premier Inn estate. This is part of a systematic refurbishment programme across the estate, with a light refurbishment every three and nine years and a more comprehensive refurbishment every six and twelve years. In 2014/15 we plan to increase the number of rooms we refurbish in the year from 5,433 in 2013/14 to c.12,700 and we will also roll out a further 20,000 new beds, up from 10,000 last year. In addition we will upgrade the wi-fi capability in our hotels and install air conditioning in a further c.2,500 rooms which is in c.55% of the estate. 

 

Our focus on delivering great customer satisfaction through the quality and consistency of our product and service, together with the best choice of locations and excellent value for money have resulted in 70% of guests in our 'Guest Recommend Survey' rating their stay 9 or 10 out of 10. Furthermore Premier Inn continues to come top in the YouGov 'best value for money' survey.

 

We aim to deliver an efficient pricing model through dynamic pricing for each individual hotel to drive higher occupancy and great value for money. We are continually developing our dynamic pricing systems to support our goal of achieving just over 80% occupancy.

 

We continued to win market share in both London and the UK regions, increasing our total room stock by 6.5% while delivering total revpar growth of 5.4% and occupancy growth of 1.7% pts to 78.1%. Total revpar for the Midscale and Economy sector¹⁰ grew by 8.3% against weak comparatives, and it grew by 5.1% for the total UK hotel market.

 

Over the last four years we have substantially upgraded our online capability, growing our online reservations as a proportion of total bookings from 67% to 85%. Our website, premierinn.com, is our customers' preferred booking channel, representing 85% of transactions with 77% of bookings direct to premierinn.com. We are investing in our technology and have recently launched a new mobile website for Premier Inn as well as a new iPhone app to improve customer conversion.

 

In April 2013 we announced a new growth milestone of c.75,000 UK rooms by 2018. Last year we opened 3,364 net UK rooms taking the total to 55,035 which, combined with our committed pipeline of c.11,500, will take us towards our 2016 milestone of c.65,000 rooms. This will put us on track to achieve our 2018 milestone of c.75,000 rooms.  

 

The London hotel market is a key focus. We plan to grow our total number of London rooms from 8,729 to c.20,000 by 2018 and have made good progress towards this goal, with a committed pipeline in London of c.5,500 rooms. In 2014/15 we plan to open around 4,500 new UK rooms and expect around a third of these to be in London.

 

In late autumn we will open our first "hub by Premier Inn" hotel in St Martin's Lane, London. Our committed "hub by Premier Inn" pipeline has grown to nine hotels and 1,700 rooms of which c.1,400 are in central London.

 

Premier Inn International

 

Our strategy is to build Premier Inn in selected international markets with a small number of owned hotels and then through an 'asset light' model. During 2013/14 Premier Inn International continued to make progress with like for like occupancy up 10.9% pts to 77.5% and like for like revpar up 20.0%. Our five hotels in the Middle East showed good profit growth whilst our three hotels in India faced a challenging market. Investment in developing Premier Inn overseas and building our infrastructure, including establishing our development team in South East Asia, contributed to a total loss of £6.0 million. Our committed pipeline has grown to 22 hotels of which 18 are 'asset light' management contracts. We also signed 16 memoranda of understanding in our target territories of the Middle East, India and South East Asia.   

 

Restaurants

 

Restaurants delivered a much better second half performance, which increased sales growth for the full year to 3.9% and like for like sales growth to 1.6%, outperforming the Coffer Peach industry benchmark outside the M25. Contribution margin was flat as a result of the stronger second half performance. This was aided by very favourable weather comparatives and less promotional discounting.

 

We are rejuvenating our Brewers Fayre and Beefeater brands. This includes investing in our food development, revitalising our menu offer, improving our branding and signage and delivering a more consistent guest experience. We have updated 33 of our Brewers Fayre restaurants and we plan to complete the rest of the estate in 2014/15, at an average investment of around £50,000 per restaurant. In Beefeater we have converted eight restaurants to our new format, with a further 20 conversions planned in 2014/15 at an average investment of around £200,000 per restaurant. The goal in our Restaurants business is to "serve up great memories" for the 47 million guests who visit us each year and it is pleasing to see our guest scores improve by 3.2% pts to 66.1%.

 

Costa

 

Costa produced another excellent performance during the year with underlying operating profit up 21.9% to £109.8 million and return on capital growing by 5.8% pts to 40.5%. Total sales increased by 20.1% driven by good like for like growth and a strong store opening programme. Total worldwide system sales grew by 19.4% to £1.2 billion and are on track to deliver our 2018 milestone which is to reach around £2.0 billion of system sales.

 

UK Retail

 

Costa is the UK's favourite coffee shop and has delivered another outstanding performance, with total UK retail sales growing by 16.5% and like for like sales in UK equity stores up 5.7%, mainly as a result of a 5.0% growth in transactions per store.

 

Our strong organic growth is continuing and we extended our lead in the UK with an additional 177 net new stores in the year, taking the total to 1,755. We expect our number of UK stores to increase to over 2,200 by 2018. The YouGov coffee shop brand preference survey shows Costa's brand preference score strengthening again, ahead of its competition, and rising by a further 5% pts since last year.

 

Investment in our people, our products and our stores are the keys to our success. Product innovation underpins our like for like growth. Our successful Christmas campaign along with the introduction of a new breakfast range and hot chocolate drinks helped to drive a strong performance in the year. Some 2,000 baristas have completed our Maestro training course and our team engagement score is 82.4%. Investment in our stores is also a key element of our strategy with some 139 equity stores refurbished in 2013/14.

 

Costa Enterprises

 

Costa Enterprises had a very successful year growing system sales by 22.0% and adding 955 net new Costa Express machines, giving a total of 3,515 units at the year end. We are testing our new generation Costa Express machine which will help us to enter new market segments, including universities and hospitals, as well as spearheading our international expansion. During the year we also saw strong growth in our corporate partnerships and made progress with "Costa at Home" following its successful launch in 2012.

 

Costa EMEI

 

Costa EMEI had a mixed performance with total system sales growing by 10.6% and like for like system sales by 1.4%. Our franchise business performed well with a strong performance in the Middle East and Ireland. In our equity business in Poland, the market was challenging and we are implementing a recovery plan. We have closed 15 unprofitable stores, continued the re-branding of our Coffeeheaven stores to Costa and concentrated on product development. In France we now have two franchise stores and four recently opened equity stores. Although it is early days we are pleased with the performance of our trial stores and have a pipeline for a further five stores which we expect to open during 2014/15.

 

Costa Asia

 

China remains an exciting opportunity where we operate two joint ventures. During the year we opened 73 net new stores taking our total number of stores to 326 in 30 cities. We made good progress on the profitability of our like for like estate in China. This gives us the confidence to continue to invest in new store openings and to build the critical infrastructure, management capabilities and resources to construct a profitable platform for the future. Outside of China we have 16 franchise stores in South East Asia.

 

Good Together

 

During the year we committed to raise £7.5 million for Great Ormond Street Hospital Children's Charity by 2019 to fund the building of the new Premier Inn Clinical Building at the hospital. We have already raised over £2.2 million towards this target. The Costa Foundation has raised over £1.5 million during the year and opened eight new school projects in coffee growing communities in six countries.

 

Whitbread created around 3,000 net new UK jobs during the year, with nearly 700 apprentices in learning and 557 new apprenticeships awarded in 2013/14.

 

Significant progress has been made in implementing our Sustainable Supply Policies which put real vigour behind our responsible sourcing activities. We have overhauled our beef and processed meat supply chain and increased our ability to track, audit and quality control our food supply chain.

 

We are reviewing our carbon emission and water usage targets, having exceeded them. The new carbon emission target will be based on the new mandatory reporting regime. Our reduction in waste to landfill continues on track.

 

Current trading

 

We had a strong finish to last year, with all our brands performing well, boosted by good Christmas and New Year campaigns and helpful weather comparatives. The first two months of the new financial year have started positively, with good trading again helped by relatively soft comparatives, which will become tougher as we move into the second half of this year.

 

Whitbread Hotels and Restaurants

 

	2013/14 £m	2012/13 £m	% Change
Premier Inn revenue	967.9	853.8	13.4
Restaurants revenue	526.1	506.3	3.9
Total revenue	1,494.0	1,360.1	9.8
Premier Inn like for like sales %*	5.0	3.1
Premier Inn rooms UK (no.)	55,035	51,671	6.5
Premier Inn like for like revpar growth % **	4.3	1.7
Premier Inn occupancy (total) %**	78.1	76.4
Restaurants like for like sales %*	1.6	2.3
Restaurants like for like covers growth %	(0.1)	3.0
Underlying profit	348.1	313.1	11.2
Operating profit, post exceptional	332.2	328.7	1.1
WHR Return on capital %	13.3	12.4

* UK & Ireland only and pre-IFRIC 13

** UK & Ireland only

 

Costa

 

	2013/14 £m	2012/13 £m	% Change
System sales *	1,199.2	1,004.7	19.4
Revenue	807.7	672.4	20.1
Like for like sales % (UK)*	5.7	6.8
UK stores (no.)	1,755	1,578	11.2
International stores (no.)	1,106	949	16.5
Underlying profit	109.8	90.1	21.9
Operating profit, post exceptional	93.3	81.4	14.6
Return on capital %	40.5	34.7

*System sales and like for like sales excludes inter-segment and pre-IFRIC 13.

 

 

FINANCE DIRECTOR'S REVIEW

 

Whitbread has continued its strong financial performance, with revenue up 13.0% to £2.3 billion, underlying profit before tax up 16.5% to £411.8 million, operating cash flow (before pension payments) of £601.3 million up 14.3% and underlying basic earnings per share up 20.1%.

 

Revenue

 

Revenue by business segment (£m)	2013/14	2012/13	Change
Hotels and Restaurants	1,494.0	1,360.1	9.8%
Costa	807.7	672.4	20.1%
Less: inter-segment	(2.8)	(2.5)
Revenue before exceptional	2,298.9	2,030.0	13.2%
Exceptional Revenue	(4.6)	-
Revenue	2,294.3	2,030.0	13.0%

 

Whitbread Hotels and Restaurants

 

Revenue rose to £1,494.0 million, up 9.8%, with Premier Inn growing by 13.4% and Restaurants by 3.9%.

 

Premier Inn UK grew its market share with total sales of £966.1 million.  We opened 28 hotels with 3,546 new rooms increasing our rooms stock by 6.5% to 55,035. Like for like sales grew by 5.0% driven by an increase in the like for like revenue per available room of 4.3%. Internationally we opened two new hotels one in Abu Dhabi and the other in Pune, India. Restaurants like for like sales grew by 1.6% and eight new restaurants were opened during the year.

 

Hotels and Restaurants in the UK had a particularly strong fourth quarter, with like for like sales growth of 7.3% compared to 2.7% for the previous three quarters. This was caused by a combination of successful Christmas and New Year campaigns, unusually benign weather in January and February and softer comparatives last year. We also experienced higher than expected sales and margins in the quarter due to strong average room rates in the hotel market and less promotional discounting in Restaurants.

 

Costa

 

Costa's revenue grew by 20.1% to £807.7 million continuing to benefit from the socio-economic changes favouring coffee shops, further strengthening of the consumer's preference for the Costa brand and a growing estate both in the UK and internationally.  Costa's UK sales grew to £708.1 million, up 19.6%, with retail like for like sales increasing by 5.7% and 177 net new UK coffee shops. International sales grew to £99.6 million with 157 net new stores. Costa Enterprises grew strongly with 955 net new Costa Express coffee machines taking the total to 3,515, with 178 installed internationally.

 

Profit

 

Underlying profit by business segment (£m)	2013/14	2012/13*	Change
Hotels & Restaurants - UK & Ireland	354.1	319.2	10.9%
Hotels & Restaurants - International	(6.0)	(6.1)	1.6%
Totals Hotels & Restaurants	348.1	313.1	11.2%
Costa	109.8	90.1	21.9%
Profit from Operations	457.9	403.2	13.6%
Central costs	(27.2)	(26.2)	(3.8)%
Underlying operating profit	430.7	377.0	14.2%
Interest	(18.9)	(23.6)	19.9%
Underlying profit before tax	411.8	353.4	16.5%

* restated for the impact of IAS 19 (revised 2011)

 

Whitbread's underlying profit before tax was up 16.5% to £411.8 million. Underlying profit before tax excludes the pension interest charge, the amortisation of acquired intangibles and exceptional items.

 

Hotels and Restaurants profits grew to £348.1 million up 11.2% with the UK profits up 10.9% to £354.1 million. Due to the particularly strong fourth quarter, UK profits were up 15.2% in the second half of the year compared to 7.9% in the first half. Rent costs increased by 27.5% to £88.5 million, reflecting the higher mix of leasehold openings. Our depreciation and amortisation charge also rose above the rate of sales at 15.2% to £98.6 million (2012/13: £85.6 million) as we aligned our depreciation period to our new refurbishment cycle, reducing a room's economic useful life from 15 to 12 years. This change is applied to this and future years such that there is incremental depreciation of £6.0 million in 2013/14 and 2014/15.

As we continue to invest in our customer offering we will increase our refurbishment programme in 2014/15 to approximately 12,700 rooms (5,433 in 2013/14) carrying out both a light and full programme and installing some 2,500 air conditioning units. In addition we will upgrade our customer wi-fi offering and increase our revenue investment in technology and process improvements as we evolve our systems to support future growth. These revenue investments will amount to approximately £10 million in 2014/15.

International hotel losses were £6.0 million with good progress in the Middle East. In 2014/15 we will continue our development of South East Asia with further revenue investments to create an operational hub.

 

Costa's strong performance was led by UK Retail and Costa Enterprises with profits increasing by 26.5% to £110.9 million. Internationally Costa made a loss of £1.1 million (2012/13: profit £2.4 million). We improved profitability in the Middle East, in our European franchises and in the like for like stores in China. Offsetting this, we are continuing to invest in new stores, the infrastructure and team in China and we have also invested in the start up of our equity business in France. In Poland we have seen a decline in our like for like sales and our profitability caused by a weak macro environment, an increase in VAT on milk based drinks, which took affect in April 2013, and some disruption as we reviewed our estate and rebranded the stores to Costa. These latter activities continue into the new year.

 

Total profit after tax and exceptional items was £323.4 million up 10.7% on last year.

 

Interest

 

The underlying interest charge for the year was £18.9 million, a reduction of £4.7 million compared to last year. This resulted from the decrease in the proportion of fixed interest rate debt following the maturity of a number of fixed rate swaps in December 2012 and the strong cash flow generated in the year reducing net debt by £79.5 million to £391.6 million. The effective interest rate on average net debt reduced from 4.8% to 4.7%.

 

The total pre exceptional interest cost is £42.5 million (2012/13: £50.6 million) including the IAS 19 pension finance charge of £23.6 million (2012/13: £27.0 million).

 

Exceptional items

 

Exceptional items for the year amounted to a benefit of £25.9 million. Full details are set out in note 6 to the financial statements.

 

There are a number of significant items. The first item relates to a £18.6 million release of the deferred tax liability following a reduction in the corporation tax rate from 23% to 20%. Secondly, we reassessed the indexation allowance on rolled over capital gains which gave rise to a further £40.2 million release of deferred tax liability. Thirdly, there is a net impairment charge and loss on disposals of £31.9 million of which £10.5 million relates to the reorganisation of our Costa Poland business and £6.8 million relates to additional provisions relating to property reversions. Lastly, in previous periods the Group disclosed a contingent liability in respect of a claim for repayment of VAT on gaming machine income of £4.6 million. Following the Court of Appeal decision in October 2013 in favour of HMRC against the Rank Group Plc, Whitbread has decided to recognise this expected cash outflow plus a further amount of £1.1 million in respect of interest on late payment.

 

Taxation

 

Underlying tax for the year amounts to £94.1 million, an increase of 3.6% on the prior year. The effective tax rate was 22.9% (2012/13: 25.7%) following the reduction in corporation tax rates and one off adjustments in respect of previous years crediting the tax charge by £4.7 million.

 

Earnings per share

 

Underlying earnings per share for the year is 179.02p up 20.1% on last year as a result of the strong profit growth, combined with a lower effective tax rate as explained above.  Underlying diluted earnings per share for the year is 177.14p up 19.8% on last year.

 

Dividend

 

The recommended final dividend is 47.00p, an increase on last year of 24.0%, making the total dividend for the year 68.80p up 19.9% in line with the Group's basic earnings per share growth. With the final dividend we will offer our shareholders the option to participate in a dividend reinvestment plan. The scrip plan has been terminated.

 

Net debt and free cash

 

The principal movements in net debt are as follows:

£m	2013/14	2012/13
Cash flow from operations before pension	601.3	526.0
Capital expenditure	(306.2)	(343.6)
Overseas investment	(1.6)	(4.8)
Disposal proceeds	1.0	51.0
Interest	(19.1)	(26.2)
Tax	(81.4)	(46.7)
Pensions	(71.2)	(45.7)
Dividends	(62.4)	(77.8)
Other	19.1	1.0
Net cash flow	79.5	33.2
Net debt brought forward	(471.1)	(504.3)
Net debt carried forward	(391.6)	(471.1)

 

Cash generated from operations before pension increased by 14.3% to £601.3 million. This strong cash flow enabled Whitbread to fund its growth from internal resources, grow its dividend and reduce its net debt. Investment in capital expenditure was £306.2 million (2012/13: £343.6 million) ensuring that the Group continued to grow its market share through new site developments whilst improving the existing estate. The pension payments were £71.2 million with the defined benefit contribution being in line with the triennial scheduled payments agreed with the pension trustee in 2011.

 

Dividend payments amounted to £62.4 million. In the year there was a high take up of the scrip dividend at 41.6%. The gross dividend payment without the scrip dividend would have been £106.9 million. It should be noted that the dividend reinvestment plan will replace the scrip dividend for the final dividend payment.

 

Corporation tax paid in the year was £81.4 million (2012/13: £46.7 million).

 

As a result of the strong cash flow, net debt as at 27 February 2014 reduced by £79.5 million to £391.6 million (2012/13: £471.1 million).

 

Capital expenditure

 

On an accruals basis, the Group's capital spend was £336.6 million (2012/13: £341.1 million).

 

The Group's cash capital expenditure was £306.2 million, with £231.1 million in Hotels and Restaurants and £74.2 million in Costa. Capital expenditure is split between expansionary (which includes the acquisition and development of properties) and maintenance.

 

Expansionary cash expenditure was £199.7 million (2012/13: £220.1 million). Of this £147.4 million relates to Hotels and Restaurants, supporting the 3,955 gross new rooms worldwide and eight new restaurants. Of this amount we spent £127.8 million on freehold property (2012/13: £134.0 million). Freehold property remains Whitbread's preferred route to market for Hotels and Restaurants. It provides operational flexibility to develop the property to our requirements and the financial benefits of retaining a greater share of the value generated from the sites performance.

 

Costa spent £52.3 million (2012/13: £61.9 million) on the opening of 423 gross new coffee shops and 1,149 gross new Costa Express machines. The lower spend this year was principally due to the timing of the rollout of Costa Express machines.

 

Maintenance cash expenditure was £106.5 million (2012/13: £123.5 million). In Hotels and Restaurants, cash expenditure was £83.7 million compared to £103.1 million last year with an additional c.£30 million due to be paid in 2014/15 relating to refurbishments carried out at the end of 2013/14. In Costa we spent £21.9 million (2012/13: £18.2 million), a considerable amount of which was upgrading 139 Costa UK stores.

 

In 2014/15 we plan to open c.4,500 UK hotel rooms, with approximately 70% opening in the second half. Costa is planning to open c.300 coffee shops and install around 600 Costa Express machines. Our committed UK hotel pipeline is made up of 75% leasehold properties which will result in Hotel and Restaurants' rent increasing by approximately £20 million. We expect capital expenditure to be around £360 million with the exact amount depending on the timing of freehold land acquisitions.

Pension

 

As at 27 February 2014, there was an IAS 19 pension deficit of £534.3 million (2012/13: £541.7 million). The decrease on last year was mainly as a result of the strong asset performance and the cash contribution of £71.2 million from the Company, partially offset by an increase in the liability due to a reduction in the discount rate from 4.60% to 4.30%. The next triennial actuarial pension review will be based on a valuation as of 31 March 2014.

 

Financial status and funding

 

Whitbread aims to maintain its financial position and capital structure consistent with retaining its investment grade status. To this end we work within a financial framework of net debt to EBITDA (pension and lease adjusted) of less than 3.5 times.

 

In January 2014 we announced that Whitbread had signed an amendment to its existing £650 million syndicated bank facility, extending its maturity by two years to 4 November 2018, and introducing two options to extend it by a year sequentially beyond that date, with the consent of the banks. The facility pricing remained unchanged. The maturity extension of the loan facility, together with our existing private placement notes, has ensured that the Group has access to facilities to meet the needs of our growth programme.

 

Return on capital

 

Return on capital is a prime focus for Whitbread. In the year the Group's return on capital improved by 1.4% pts to 15.3% with Costa's returns up 5.8% pts to 40.5% and Hotels and Restaurants up 0.9% pts to 13.3%. Of the 1.4% pts improvement to the Group's return, 0.6% pts was due to the higher mix of leases within our Hotels and Restaurants estate.

 

 

Consolidated income statement

Year ended 27 February 2014

 

	Notes	Year to 27 February 2014 £m	Year to 28 February 2013* £m
Revenue	4	2,294.3	2,030.0
Operating costs		(1,905.3)	(1,647.2)
Operating profit		389.0	382.8
Share of profit from joint ventures		1.6	0.5
Share of profit from associate		0.9	0.8
Operating profit of the Group, joint ventures and associate		391.5	384.1
Finance costs		(45.2)	(52.5)
Finance revenue		0.7	11.6
Profit before tax	4	347.0	343.2
Analysed as:
Underlying profit before tax	4	411.8	353.4
Amortisation of acquired intangible assets	5	(2.7)	(2.8)
IAS 19 income statement charge for pension finance cost	5	(23.6)	(27.0)
Profit before tax and exceptional items		385.5	323.6
Exceptional items	5	(38.5)	19.6
Profit before tax		347.0	343.2
Underlying tax expense		(94.1)	(90.8)
Exceptional tax and tax on non GAAP adjustments	5	70.5	39.7
Tax expense		(23.6)	(51.1)
Profit for the year		323.4	292.1
Attributable to:
Parent shareholders		327.9	294.3
Non-controlling interest		(4.5)	(2.2)
		323.4	292.1

 

*Restated for the impact of IAS 19 (revised 2011), see Note 3.

 

Earnings per share (note 7)	Year to 27 February 2014 pence	Year to 28 February 2013* pence
Earnings per share
Basic	182.98	165.71
Diluted	181.06	164.32
Earnings per share before exceptional items
Basic	167.74	136.37
Diluted	165.99	135.23
Underlying earnings per share
Basic	179.02	149.10
Diluted	177.14	147.85

 

*Restated for the impact of IAS 19 (revised 2011), see Note 3.

 

 

Consolidated statement of comprehensive income

Year ended 27 February 2014

                               

	Year to 27 February 2014 £m	Year to 28 February 2013* £m
Profit for the year	323.4	292.1
Items that will not be reclassified to the income statement:
Re-measurement (loss)/gain on defined benefit pension scheme	(37.7)	41.4
Current tax on pensions	14.4	9.0
Deferred tax on pensions	(5.7)	(19.0)
Deferred tax: change in rate of corporation tax on pensions	(11.8)	(8.5)
	(40.8)	22.9
Items that may be reclassified subsequently to the income statement:
Net gain on cash flow hedges	1.4	8.3
Deferred tax on cash flow hedges	(0.3)	(2.0)
Deferred tax: change in rate of corporation tax on cash flow hedges	(0.5)	(0.5)
	0.6	5.8
Exchange differences on translation of foreign operations	(7.8)	1.0
Other comprehensive (loss)/income for the year, net of tax	(48.0)	29.7
Total comprehensive income for the year, net of tax	275.4	321.8
Attributable to:
Parent shareholders	279.9	324.0
Non-controlling interest	(4.5)	(2.2)
	275.4	321.8

 

*Restated for the impact of IAS 19 (revised 2011), see Note 3.

 

 

Consolidated statement of changes in equity

Year ended 27 February 2014

 

	Share capital £m	Share premium £m	Capital redemption reserve £m	Retained earnings £m	Currency translation £m	Other reserves £m	Total £m	Non-controlling interest £m	Total equity £m
At 1 March 2012	147.5	53.7	12.3	3,163.0	3.7	(2,103.4)	1,276.8	6.4	1,283.2
Profit for the year*	-	-	-	294.3	-	-	294.3	(2.2)	292.1
Other comprehensive income*	-	-	-	20.4	1.0	8.3	29.7	-	29.7
Total comprehensive income	-	-	-	314.7	1.0	8.3	324.0	(2.2)	321.8
Ordinary shares issued	0.2	2.0	-	-	-	-	2.2	-	2.2
Cost of ESOT shares purchased	-	-	-	-	-	(3.2)	(3.2)	-	(3.2)
Loss on ESOT shares issued	-	-	-	(3.6)	-	3.6	-	-	-
Accrued share-based payments	-	-	-	9.2	-	-	9.2	-	9.2
Tax on share-based payments	-	-	-	2.2	-	-	2.2	-	2.2
Tax rate change on historical revaluation	-	-	-	1.1	-	-	1.1	-	1.1
Equity dividends	-	-	-	(94.5)	-	-	(94.5)	-	(94.5)
Scrip dividends	0.6	(0.6)	-	16.7	-	-	16.7	-	16.7
Additions	-	-	-	-	-	-	-	6.6	6.6
At 28 February 2013	148.3	55.1	12.3	3,408.8	4.7	(2,094.7)	1,534.5	10.8	1,545.3

 

Profit for the year	-	-	-	327.9	-	-	327.9	(4.5)	323.4
Other comprehensive loss	-	-	-	(41.6)	(7.8)	1.4	(48.0)	-	(48.0)
Total comprehensive income	-	-	-	286.3	(7.8)	1.4	279.9	(4.5)	275.4
Ordinary shares issued	0.2	2.2	-	-	-	-	2.4	-	2.4
Loss on ESOT shares issued	-	-	-	(7.3)	-	7.3	-	-	-
Accrued share-based payments	-	-	-	10.6	-	-	10.6	-	10.6
Tax on share-based payments	-	-	-	6.6	-	-	6.6	-	6.6
Tax rate change on historical revaluation	-	-	-	1.9	-	-	1.9	-	1.9
Equity dividends	-	-	-	(106.9)	-	-	(106.9)	-	(106.9)
Scrip dividends	1.1	(1.1)	-	44.5	-	-	44.5	-	44.5
Additions	-	-	-	-	-	-	-	3.2	3.2
At 27 February 2014	149.6	56.2	12.3	3,644.5	(3.1)	(2,086.0)	1,773.5	9.5	1,783.0

 

*Restated for the impact of IAS 19 (revised 2011), see Note 3.

 

Consolidated balance sheet

At 27 February 2014

 

		27 February 2014	28 February 2013
	Notes	£m	£m
ASSETS
Non-current assets
Intangible assets		223.0	215.4
Property, plant and equipment		2,894.1	2,748.9
Investment in joint ventures		24.9	24.0
Investment in associate		2.0	1.7
Derivative financial instruments		-	7.1
Trade and other receivables		6.0	5.3
		3,150.0	3,002.4
Current assets
Inventories		30.5	26.5
Derivative financial instruments		-	1.4
Trade and other receivables		124.1	102.1
Cash and cash equivalents	9	41.4	40.8
		196.0	170.8
Assets held for sale		1.5	1.5
Total assets		3,347.5	3,174.7
LIABILITIES
Current liabilities
Financial liabilities	9	-	9.0
Provisions		12.9	10.3
Derivative financial instruments		4.3	4.6
Income tax liabilities	6	35.1	37.7
Trade and other payables		423.0	347.6
		475.3	409.2
Non-current liabilities
Financial liabilities	9	433.0	502.9
Provisions		32.7	32.6
Derivative financial instruments		24.7	18.7
Deferred income tax liabilities	6	46.8	106.7
Pension liability		534.3	541.7
Trade and other payables		17.7	17.6
		1,089.2	1,220.2
Total liabilities		1,564.5	1,629.4
Net assets		1,783.0	1,545.3
EQUITY
Share capital		149.6	148.3
Share premium		56.2	55.1
Capital redemption reserve		12.3	12.3
Retained earnings		3,644.5	3,408.8
Currency translation reserve		(3.1)	4.7
Other reserves		(2,086.0)	(2,094.7)
Equity attributable to equity holders of the parent		1,773.5	1,534.5
Non-controlling interest		9.5	10.8
Total equity		1,783.0	1,545.3

 

Andy Harrison

Chief Executive

 

Nicholas Cadbury

Finance Director

 

28 April 2014

 

Consolidated cash flow statement

Year ended 27 February 2014

		Year to 27 February 2014	Year to 28 February 2013*
	Notes	£m	£m
Profit for the year		323.4	292.1
Adjustments for:
Taxation charged on total operations	6	23.6	51.1
Net finance cost		44.5	40.9
Total income from joint ventures		(1.6)	(0.5)
Total income from associate		(0.9)	(0.8)
Loss/(gain) on disposal of property, plant and equipment and property reversions	5	11.7	(18.6)
Loss on investment and disposal of business	5	-	3.3
Depreciation and amortisation		152.5	128.4
Impairment of property, plant and equipment and intangibles	5	20.2	5.4
Share-based payments		10.6	9.2
Other non-cash items		7.0	4.1
Cash generated from operations before working capital changes		591.0	514.6
Increase in inventories		(4.2)	(3.3)
Increase in trade and other receivables		(25.5)	(17.4)
Increase in trade and other payables		45.1	38.4
Payments against provisions		(5.1)	(6.3)
Pension payments		(71.2)	(45.7)
Cash generated from operations		530.1	480.3
Interest paid		(19.8)	(26.6)
Corporation taxes paid		(81.4)	(46.7)
Net cash flows from operating activities		428.9	407.0
Cash flows from investing activities
Purchase of property, plant and equipment		(286.3)	(329.3)
Purchase of intangible assets		(19.9)	(14.3)
Proceeds from disposal of property, plant and equipment		1.0	51.0
Business combinations, net of cash acquired		-	(0.7)
Sale of business		-	(0.2)
Capital contributions and loans to joint ventures		(1.6)	(4.8)
Dividends from associate		0.7	0.7
Interest received		0.7	0.4
Net cash flows from investing activities		(305.4)	(297.2)
Cash flows from financing activities
Proceeds from issue of share capital		2.4	2.2
Cost of purchasing ESOT shares		-	(3.2)
Capital contributions from non-controlling interests		4.0	5.9
Decrease in short-term borrowings	9	(9.0)	(4.5)
Repayments of long-term borrowings	9	(54.9)	(32.0)
Renegotiation costs of long-term borrowings		(1.7)	-
Dividends paid	8	(62.4)	(77.8)
Net cash flows from financing activities		(121.6)	(109.4)
Net increase in cash and cash equivalents		1.9	0.4
Opening cash and cash equivalents		40.8	39.6
Foreign exchange differences		(1.3)	0.8
Closing cash and cash equivalents shown within current assets on the balance sheet	9	41.4	40.8

 

*Restated for the impact of IAS 19 (revised 2011), see Note 3.

 

 

Notes to the accounts

 

1. Basis of accounting and preparation

The consolidated financial statements and preliminary announcement of Whitbread PLC for the year ended 27 February 2014 were authorised for issue by the Board of directors on 28 April 2014.

 

The financial information included in this preliminary statement of results does not constitute statutory accounts within the meaning of Section 435 of the Companies Act 2006 (the "Act"). The financial information for the year ended 27 February 2014, has been extracted from the statutory accounts on which an unqualified audit opinion has been issued. Statutory accounts for the year ended 27 February 2014 will be delivered to the Registrar of Companies following the Company's Annual General Meeting.

 

The statutory accounts for the year ended 28 February 2013, have been delivered to the Registrar of Companies, and the Auditors of the Company made a report thereon under Chapter 3 of part 16 of the Act. That report was unqualified and did not contain a statement under sections 498 (2) or (3) of the Act.

 

The consolidated financial statements of Whitbread PLC, and all its subsidiaries, have been prepared in accordance with International Financial Reporting Standards (IFRSs) as adopted for use in the European Union and as applied in accordance with the provisions of the Companies Act 2006.

 

2 Basis of consolidation

The consolidated financial statements incorporate the accounts of Whitbread PLC, and all its subsidiaries, together with the Group's share of the net assets and results of joint ventures and associates incorporated using the equity method of accounting. These are adjusted, where appropriate, to conform to Group accounting policies. The financial statements of material subsidiaries are prepared for the same reporting year as the parent Company.

 

Apart from the acquisition of Whitbread Group PLC by Whitbread PLC in 2000/01, which was accounted for using merger accounting, acquisitions by the Group are accounted for under the acquisition method and any goodwill arising is capitalised as an intangible asset. The results of subsidiaries acquired or disposed of during the year are included in the consolidated financial statements from, or up to, the date that control passes respectively. All intra-Group transactions, balances, income and expenses are eliminated on consolidation. Unrealised losses are also eliminated, unless the transaction provides evidence of an impairment of the asset transferred.

 

3 Accounting policies

The accounting policies used in the year ended 27 February 2014 are consistent with those applied in the consolidated financial statements for the year ended 28 February 2013, except as follows:

 

IAS 19 Employee Benefits (Amendment)

IAS 19 (revised 2011) has been applied retrospectively from 2 March 2012 and comparatives have been restated for the impact of its adoption. The standard replaces interest cost and expected return on plan assets with a net interest amount that is calculated by applying the discount rate to the net pension liability. In addition, certain administration costs in relation to the scheme, which were previously recognised as a reduction to the expected return on assets, are now recognised as an operating expense.

 

The impact of the adoption of IAS 19 (revised 2011) on the consolidated income statement, consolidated statement of comprehensive income and the calculation of earnings per share for each year was as follows:

 

	2013/14	2013/14
Impact on the consolidated income statement	£m	£m
Operating expenses	2.5	3.1
Net financing costs	14.8	9.0
Net decrease in profit before tax	17.3	12.1
Analysed as:
Decrease in underlying profit before tax	2.5	3.1
IAS 19 income statement charge for pension finance cost	14.8	9.0
Decrease in profit before tax	17.3	12.1
Underlying tax expense	(0.6)	(0.7)
Exceptional tax and tax on non GAAP adjustments	(3.4)	(2.2)
Decrease in tax expense	(4.0)	(2.9)
Net decrease in profit for the year	13.3	9.2

 

 

	2013/14	2013/14
Impact on consolidated statement of comprehensive income	£m	£m
Decrease in profit for the year	(13.3)	(9.2)
Re-measurement gain on defined benefit pension scheme	17.3	12.1
Deferred tax on pensions	(4.0)	(2.9)
Increase in other comprehensive income for the year, net of tax	13.3	9.2
Net movement in total comprehensive income	-	-

 

	2013/14	2012/13
Impact on earnings per share (EPS)	pence	pence
Basic EPS on profit for the year	7.42	5.18
Exceptional items - gross	-	-
Exceptional items - taxation	-	-
Exceptional items - non-controlling interest	-	-
Basic EPS on profit before exceptional items for the year	7.42	5.18
Non GAAP adjustments - gross	(8.26)	(5.07)
Non GAAP adjustments - taxation	1.90	1.24
Basic EPS on underlying profit for the year	1.06	1.35
Diluted EPS on profit for the year	7.34	5.14
Diluted EPS on profit before exceptional items for the year	7.34	5.14
Diluted EPS on underlying profit for the year	1.05	1.34

 

In addition, the above decreases to profit and increases to other comprehensive income have impacted the consolidated statement of changes in equity and the reconciliation of operating profit to cash generated from operating activities (see consolidated cash flow statement) for both financial years. There were no impacts on the consolidated balance sheet.

 

IFRS 13 Fair Value Measurement

The standard establishes a single source of guidance under IFRS for all fair value measurements. IFRS 13 does not change when an entity is required to use fair value, but rather provides guidance on how to measure fair value under IFRS. Application of IFRS 13 has not materially impacted the fair value measurements in the consolidated financial statements of the Group.

 

In addition to the above, the Group has adopted the following standards and interpretations which have been assessed as having no financial impact or disclosure requirements at this time:

 

·      IAS 1 Presentation of items of Other Comprehensive Income;

·      IFRS 7 Offsetting financial assets and liabilities; and

·      the IASB's annual improvement process, 2009-2011.  

 

Non GAAP performance measures

The face of the income statement presents underlying profit before tax and reconciles this to profit before tax as required to be presented under the applicable accounting standards.  Underlying earnings per share is calculated having adjusted profit after tax on the same basis.  The term underlying profit is not defined under IFRSs and may not be comparable with similarly titled profit measures reported by other companies.  It is not intended to be a substitute for, or superior to, GAAP measurements of profit.  The adjustments made to reported profit in the income statement, in order to present an underlying performance measure, include:

 

Exceptional items

The Group includes in the non GAAP performance measures those items which are exceptional by virtue of their size or incidence so as to allow a better understanding of the underlying trading performance of the Group.  The Group also includes the profit or loss on disposal of property, plant and equipment, property reversions, profit or loss on the sale of a business, impairment and exceptional interest and tax; 

 

IAS 19 income statement finance charge/credit for defined benefit pension schemes

Underlying profit excludes the finance cost/revenue element of IAS 19;

 

Amortisation charge on acquired intangible assets

Underlying profit excludes the amortisation charge on acquired intangible assets; and 

 

Taxation

The tax impact of the above items is also excluded in arriving at underlying earnings.

 

4. Segmental analysis

 

For management purposes, the Group is organised into two strategic business units (Hotels & Restaurants and Costa) based upon their different products and services:

 

·      Hotels & Restaurants provide services in relation to accommodation and food; and

·      Costa generates income from the operation of its branded, owned and franchised coffee outlets.

 

The UK and International Hotels & Restaurants segments have been aggregated on the grounds that the International segment is immaterial.

 

Management monitors the operating results of its strategic business units separately for the purpose of making decisions about allocating resources and assessing performance.  Segment performance is measured based on underlying operating profit before exceptional items.  Included within the unallocated and elimination columns in the tables below are the costs of running the public company.  The unallocated assets and liabilities are cash and debt balances (held and controlled by the central treasury function), taxation, pensions, certain property, plant and equipment, centrally held provisions and central working capital balances.

 

Inter-segment revenue is from Costa to the Hotels & Restaurants segment and is eliminated on consolidation.  Transactions were entered into on an arm's length basis in a manner similar to transactions with third parties. 

 

The following tables present revenue and profit information and certain asset and liability information regarding business operating segments for the years ended 27 February 2014 and 28 February 2013.

 

 

			Unallocated
	Hotels &		and	Total
	Restaurants	Costa	elimination	operations
Year to 27 February 2014	£m	£m	£m	£m
Revenue
Underlying revenue from external customers	1,494.0	804.9	-	2,298.9
Inter-segment revenue	-	2.8	(2.8)	-
Exceptional revenue	(4.6)	-	-	(4.6)
Total revenue	1,489.4	807.7	(2.8)	2,294.3
Underlying operating profit before exceptional items	348.1	109.8	(27.2)	430.7
Underlying interest	-	-	(18.9)	(18.9)
Underlying profit before tax	348.1	109.8	(46.1)	411.8
Amortisation of acquired intangibles	-	(2.7)	-	(2.7)
IAS 19 income statement charge for pension finance cost	-	-	(23.6)	(23.6)
Profit before tax and exceptional items	348.1	107.1	(69.7)	385.5
Exceptional items:
VAT on gaming machine income	(4.6)	-	-	(4.6)
Net loss on disposal of property, plant and equipment and property reversions	(1.2)	(3.7)	(6.8)	(11.7)
Impairment	(15.5)	(10.6)	-	(26.1)
Impairment reversal	5.4	0.5	-	5.9
Exceptional interest	-	-	(2.0)	(2.0)
Profit before tax	332.2	93.3	(78.5)	347.0
Tax expense				(23.6)
Profit for the year				323.4
Assets and liabilities
Segment assets	2,914.5	350.9	-	3,265.4
Unallocated assets	-	-	82.1	82.1
Total assets	2,914.5	350.9	82.1	3,347.5
Segment liabilities	(293.0)	(79.5)	-	(372.5)
Unallocated liabilities	-	-	(1,192.0)	(1,192.0)
Total liabilities	(293.0)	(79.5)	(1,192.0)	(1,564.5)
Net assets	2,621.5	271.4	(1,109.9)	1,783.0
Other segment information
Share of profit from associate	0.9	-	-	0.9
Share of profit/(loss) from joint ventures	2.2	(0.6)	-	1.6
Total property rent	89.0	92.5	0.2	181.7
Capital expenditure:
Property, plant and equipment - cash basis	214.2	72.0	0.1	286.3
Property, plant and equipment - accruals basis	245.1	71.6	-	316.7
Intangible assets	16.9	2.2	0.8	19.9
Depreciation	(94.8)	(48.5)	-	(143.3)
Amortisation	(4.9)	(3.8)	(0.5)	(9.2)

 

			Unallocated
	Hotels &		and	Total
	Restaurants	Costa	elimination	operations
Year to 28 February 2013*	£m	£m	£m	£m
Revenue
Underlying revenue from external customers	1,360.1	669.9	-	2,030.0
Inter-segment revenue	-	2.5	(2.5)	-
Exceptional revenue	-	-	-	-
Total revenue	1,360.1	672.4	(2.5)	2,030.0
Underlying operating profit before exceptional items	313.1	90.1	(26.2)	377.0
Underlying interest	-	-	(23.6)	(23.6)
Underlying profit before tax	313.1	90.1	(49.8)	353.4
Amortisation of acquired intangibles	-	(2.8)	-	(2.8)
IAS 19 income statement charge for pension finance cost	-	-	(27.0)	(27.0)
Profit before tax and exceptional items	313.1	87.3	(76.8)	323.6
Exceptional items:
Net gain/(loss) on disposal of property, plant and equipment and property reversions	19.5	(1.1)	0.2	18.6
Impairment	(13.6)	(1.7)	-	(15.3)
Impairment reversal	9.7	0.2	-	9.9
Loss on investment	-	(1.4)	-	(1.4)
Sale of business	-	(1.9)	-	(1.9)
Exceptional interest	-	-	9.7	9.7
Profit before tax	328.7	81.4	(66.9)	343.2
Tax expense				(51.1)
Profit for the year				292.1
Assets and liabilities
Segment assets	2,755.6	329.0	-	3,084.6
Unallocated assets	-	-	90.1	90.1
Total assets	2,755.6	329.0	90.1	3,174.7
Segment liabilities	(233.1)	(69.1)	-	(302.2)
Unallocated liabilities	-	-	(1,327.2)	(1,327.2)
Total liabilities	(233.1)	(69.1)	(1,327.2)	(1,629.4)
Net assets	2,522.5	259.9	(1,237.1)	1,545.3
Other segment information
Share of profit from associate	0.8	-	-	0.8
Share of profit/(loss) from joint ventures	0.9	(0.4)	-	0.5
Total property rent	70.0	80.2	0.2	150.4
Capital expenditure:
Property, plant and equipment - cash basis	252.6	76.7	-	329.3
Property, plant and equipment - accruals basis	247.2	79.6	-	326.8
Intangible assets	8.7	3.4	2.2	14.3
Depreciation	(81.9)	(38.4)	-	(120.3)
Amortisation	(4.6)	(3.5)	-	(8.1)

 

*Restated for the impact of IAS 19 (revised 2011), see Note 3.

 

Revenues from external customers are split geographically as follows:			2013/14 £m	2012/13 £m
United Kingdom**			2,211.8	1,965.8
Non United Kingdom			82.5	64.2
			2,294.3	2,030.0

 

** United Kingdom revenue is revenue where the source of the supply is the United Kingdom.  This includes Costa franchise income invoiced from the UK.

 

Non-current assets*** are split geographically as follows:			2014 £m	2013 £m
United Kingdom			3,084.6	2,931.6
Non United Kingdom			65.4	63.7
			3,150.0	2,995.3

 

*** Non-current assets exclude derivative financial instruments

 

5. Exceptional items and other non GAAP adjustments

	2013/14  £m	2012/13*  £m
Exceptional items before tax and interest:
Revenue
VAT on gaming machine income (a)	(4.6)	-
Operating costs
Net (loss)/gain on disposal of property, plant and equipment and property reversions (b)	(11.7)	18.6
Impairment of property, plant and equipment	(22.4)	(15.3)
Impairment reversal	5.9	9.9
Loss on investment (c)	-	(1.4)
Impairment of other intangibles	(3.7)	-
Sale of business (d)	-	(1.9)
	(31.9)	9.9
Exceptional items before interest and tax	(36.5)	9.9
Exceptional interest:
Interest on exceptional tax (a, e)	(1.1)	10.8
Unwinding of discount rate on provisions (f)	(0.9)	(1.1)
	(2.0)	9.7
Exceptional items before tax	(38.5)	19.6
Other non GAAP adjustments made to underlying profit before tax to arrive at reported profit before tax:
Amortisation of acquired intangibles	(2.7)	(2.8)
IAS 19 income statement charge for pension finance cost	(23.6)	(27.0)
	(26.3)	(29.8)
Items included in reported profit before tax, but excluded in arriving at underlying profit before tax	(64.8)	(10.2)

 

 

	2013/14  £m	2012/13*  £m
Tax adjustments included in reported profit after tax, but excluded from underlying profit  after tax:
Tax on continuing exceptional items	5.6	(1.3)
Exceptional tax items - tax base cost (g)	40.2	3.5
Exceptional tax items - disputed claims (e)	-	13.5
Deferred tax relating to UK tax rate change	18.6	16.8
Tax on non GAAP adjustments	6.1	7.2
	70.5	39.7

 

*Restated for the impact of IAS 19 (revised 2011), see Note 3.

 

(a) In the year ended 3 March 2011, the Group received a refund of VAT charged on gaming machine income of £4.6m together with some associated interest. HMRC appealed against the original ruling and the decision was overturned on 30 October 2013. Hence a liability has been booked this year for £4.6m of revenue and £1.1m of associated interest costs.

(b) In 2013/14, a £6.8m provision has been raised, for previously sublet properties that have reverted back to Whitbread. In addition to this, a £4.9m loss on disposal was recorded, mainly relating to Costa store closures in the international business. The non-controlling interest portion of this cost was £0.7m (2012/13: £nil). In 2012/13, a net gain of £18.6m was recognised on disposals of property, plant and equipment, the majority of which related to a sale and leaseback agreement for seven properties.

(c) This represents the net loss on the sale of the joint venture in Rosworth Investments to the joint venture partner in 2012/13.

(d) During the year ended 28 February 2013, Coffeeheaven Hungary was closed and subsequently liquidated. The costs incurred in this process were classed as loss on disposal of business.

(e) This was the partial release of a provision in the prior year, of £13.5m, for an item which had been disputed by HMRC but has now been agreed.  Interest which had been accrued for the late payment, amounting to £10.8m, was also released.

(f) The interest arising from the unwinding of the discount rate within provisions is included in exceptional interest, reflecting the exceptional nature of the provisions created.

(g) Reduction in deferred tax liability for differences between the tax deductible cost and accounts' residual value of assets.

 

6. Taxation

 

Consolidated income statement	2013/14 £m	2012/13* £m
Current tax:
Current tax expense	100.1	92.1
Adjustments in respect of previous periods	(4.6)	(15.0)
	95.5	77.1
Deferred tax:
Origination and reversal of temporary differences	(13.0)	(6.7)
Adjustments in respect of previous periods	(40.3)	(2.5)
Change in UK tax rate to 20% (2012/13: 23%)	(18.6)	(16.8)
	(71.9)	(26.0)
Tax reported in the consolidated income statement	23.6	51.1

 

 

Consolidated statement of comprehensive income	2013/14 £m	2012/13* £m
Current tax:
Pensions	(14.4)	(9.0)
Deferred tax:
Cash flow hedges	0.3	2.0
Pensions	5.7	19.0
Change in UK tax rate to 20% (2012/13: 23%) - pensions	11.8	8.5
Change in UK tax rate to 20% (2012/13: 23%) - cash flow hedges	0.5	0.5
Tax reported in other comprehensive income	3.9	21.0

 

A reconciliation of the tax charge applicable to underlying profit before tax and profit before tax at the statutory tax rate, to the actual tax charge at the Group's effective tax rate, for the years ended 27 February 2014 and 28 February 2013 respectively is as follows:

	2013/14		2012/13*
	Tax on underlying profit £m	Tax on profit £m	Tax on underlying profit £m	Tax on profit £m
Profit before tax as reported in the consolidated income statement	411.8	347.0	353.4	343.2
Tax at current UK tax rate of 23.08% (2012/13: 24.17%)	95.1	80.1	85.5	83.0
Effect of different tax rates and unrecognised losses in overseas companies	3.8	6.2	2.9	2.9
Effect of joint ventures and associate	(0.6)	(0.6)	(0.3)	(1.2)
Expenditure not allowable	0.5	1.4	3.2	0.7
Adjustments to current tax expense in respect of previous years (a)	(4.6)	(4.6)	(1.5)	(15.0)
Adjustments to deferred tax expense in respect of previous years (b)	(0.1)	(40.3)	1.0	(2.5)
Impact of change of tax rate on deferred tax balance	-	(18.6)	-	(16.8)
Tax expense reported in the consolidated income statement	94.1	23.6	90.8	51.1

The corporation tax balance is a liability of £35.1m (2013: liability of £37.7m)

 

(a)  The £15.0m in the prior year includes a £13.5m exceptional item which is disclosed in Note 5.

(b)  The £40.3m in the current year includes a £40.2m exceptional item which is disclosed in Note 5.

 

Deferred tax

Deferred tax relates to the following:

	Consolidated balance sheet		Consolidated   income statement
	2014 £m	2013 £m	2013/14 £m	2012/13* £m
Deferred tax liabilities
Accelerated capital allowances	50.3	57.8	(7.5)	(4.9)
Rolled over gains and property revaluations	86.0	146.8	(59.0)	(18.1)
Gross deferred tax liabilities	136.3	204.6
Deferred tax assets
Pensions	(78.7)	(92.2)	(4.0)	(2.4)
Other	(10.8)	(5.7)	(1.4)	(0.6)
Gross deferred tax assets	(89.5)	(97.9)
Deferred tax expense			(71.9)	(26.0)
Net deferred tax liability	46.8	106.7

 

*Restated for the impact of IAS 19 (revised 2011), see Note 3.

 

Total deferred tax liabilities released as a result of disposals during the year was £nil (2013: £0.2m).

 

The Group has incurred overseas tax losses which, subject to any local restrictions, can be carried forward and offset against future taxable profits in the companies in which they arose. The Group carries out an annual assessment of the recoverability of these losses and does not think it appropriate at this stage to recognise any deferred tax asset. If the Group were to recognise these deferred tax assets in their entirety, profits would increase by £6.2m (2013: £6.8m), of which the share attributable to the parent shareholders is £5.0m (2013: £5.4m).

 

At 27 February 2014, there was no recognised deferred tax liability (2013: £nil) for taxes that would be payable on any unremitted earnings, as all such amounts are permanently reinvested or, where they are not, there are no corporation tax consequences of such companies paying dividends to parent companies.

 

Tax relief on total interest capitalised amounts to £0.6m (2013: £0.7m).

 

Factors affecting the tax charge for future years

The Finance Act 2013 reduced the main rate of UK corporation tax to 21% from 1 April 2014 and to 20% from 1 April 2015. The effect of the new rate is to reduce the deferred tax provision by a net £7.0m, comprising a credit of £18.6m to the consolidated income statement, a charge of £12.3m to the consolidated statement of comprehensive income, and a credit of £0.7m to reserves.

 

7. Earnings per share

 

The basic earnings per share figures (EPS) are calculated by dividing the net profit for the year attributable to ordinary shareholders, therefore before non-controlling interests, by the weighted average number of ordinary shares in issue during the year after deducting treasury shares and shares held by an independently managed employee share ownership trust (ESOT).

 

The diluted earnings per share figures allow for the dilutive effect of the conversion into ordinary shares of the weighted average number of options outstanding during the year. Where the average share price for the year is lower than the option price the options become anti-dilutive and are excluded from the calculation. The number of such options was nil (2013: nil).

 

The numbers of shares used for the earnings per share calculations are as follows:

 

	2013/14 million	2012/13 million
Basic weighted average number of ordinary shares	179.2	177.6
Effect of dilution - share options	1.9	1.5
Diluted weighted average number of ordinary shares	181.1	179.1

 

The total number of shares in issue at the year-end, as used in the calculation of the basic weighted average number of ordinary shares, was 194.7m, less 13.3m treasury shares held by Whitbread PLC and 1.2m held by the ESOT (2013: 193.0m, less 13.8m treasury shares held by Whitbread PLC and 1.1m held by the ESOT).

 

The profits used for the earnings per share calculations are as follows:

 

	2013/14 £m	2012/13*  £m
Profit for the year attributable to parent shareholders	327.9	294.3
Exceptional items - gross	38.5	(19.6)
Exceptional items - taxation	(64.4)	(32.5)
Exceptional items - non-controlling interest	(1.4)	-
Profit for the year before exceptional items attributable to parent shareholders	300.6	242.2
Non GAAP adjustments - gross	26.3	29.8
Non GAAP adjustments - taxation	(6.1)	(7.2)
Underlying profit for the year attributable to parent shareholders	320.8	264.8

 

 

	2013/14 pence	2012/13* pence
Basic on profit for the year	182.98	165.71
Exceptional items - gross	21.48	(11.04)
Exceptional items - taxation	(35.94)	(18.30)
Exceptional items - non-controlling interest	(0.78)	-
Basic on profit before exceptional items for the year	167.74	136.37
Non GAAP adjustments - gross	14.68	16.78
Non GAAP adjustments - taxation	(3.40)	(4.05)
Basic on underlying profit for the year	179.02	149.10
Diluted on profit for the year	181.06	164.32
Diluted on profit before exceptional items for the year	165.99	135.23
Diluted on underlying profit for the year	177.14	147.85

 

*Restated for the impact of IAS 19 (revised 2011), see Note 3.

 

8. Dividends paid and proposed

	2013/14		2012/13
	Pence per share	£m	Pence per  share	£m
Final dividend relating to the prior year	37.90	67.7	33.75	59.8
Settled via scrip issue		(28.2)		(10.9)
Paid in the year		39.5		48.9
Interim dividend for the current year	21.80	39.2	19.50	34.7
Settled via scrip issue		(16.3)		(5.8)
Paid in the year		22.9		28.9
Total equity dividends paid in the year		62.4		77.8
Dividends on other shares:
B share dividend	1.30	-	1.28	-
C share dividend	0.70	-	1.66	-
		-		-
Total dividends paid		62.4		77.8
Proposed for approval at Annual General Meeting:
Equity dividends on ordinary shares:
Final dividend for the current year	47.00	84.7	37.90	67.5

 

9. Movements in cash and net debt

Year ended 27 February 2014	28 February 2013	Cost of borrowings	Cash flow	Foreign exchange	Fair value adjustments to loan capital	Amortisation of  premiums and discounts	27 February 2014
	£m	£m	£m	£m	£m	£m	£m
Cash at bank and in hand	39.2						41.3
Short-term deposits	1.6						0.1
Overdrafts	-						-
Cash and cash equivalents	40.8	-	1.9	(1.3)	-	-	41.4
Short-term bank borrowings	(9.0)	-	9.0	-	-	-	-
Loan capital under one year	-						-
Loan capital over one year	(502.9)						(433.0)
Total loan capital	(502.9)	1.7	54.9	8.2	6.5	(1.4)	(433.0)
Net debt	(471.1)	1.7	65.8	6.9	6.5	(1.4)	(391.6)

 

Year ended 28 February 2013	1 March 2012	Cost of borrowings	Cash flow	Foreign exchange	Fair value adjustments to loan capital	Amortisation of  premiums and discounts	28 February 2013
	£m	£m	£m	£m	£m	£m	£m
Cash at bank and in hand	40.3						39.2
Short-term deposits	-						1.6
Overdrafts	(0.7)						-
Cash and cash equivalents	39.6	-	0.4	0.8	-	-	40.8
Short-term bank borrowings	(13.5)	-	4.5	-	-	-	(9.0)
Loan capital under one year	-						-
Loan capital over one year	(530.4)						(502.9)
Total loan capital	(530.4)	-	32.0	-	(3.1)	(1.4)	(502.9)
Net debt	(504.3)	-	36.9	0.8	(3.1)	(1.4)	(471.1)

 

10. Events after the balance sheet date

 

A final dividend of 47.00p per share (2013: 37.90p) amounting to a dividend of £84.7m (2013: £67.5m) was recommended by the directors at their meeting on 28 April 2014.  A dividend reinvestment plan (DRIP) alternative will be offered.  These financial statements do not reflect this dividend payable.