Interim Results 2010/ October 2010

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1 Interim Results 2010/11 19 October

2 Anthony Habgood Chairman 2

3 Christopher Rogers Group Finance Director 3

4 Summary H1 2010/11 H1 2010/11 H1 2009/10 Change Underlying profit before tax 151.8m 118.2m 28.4% Profit before tax, pre-exceptional 146.0m 110.5m 32.1% EPS underlying (diluted) 61.27p 47.33p 29.5% Proposed interim dividend 11.25p 9.65p 16.6% 4

5 Summary Profit & loss H1 2010/11 m H1 2010/11 H1 2009/10 Change Revenue % Profit from operations % Central costs (10.2) (9.2) (10.9)% Interest (11.6) (12.6) 7.9% Underlying profit before tax % 1 includes exceptional revenue of 5.0m in respect of VAT refund on gaming machine income 5

6 Summary Underlying profit & loss H1 2010/11 m H1 2010/11 H1 2009/10 Change Underlying profit before tax % Pension finance cost - IAS 19 (5.8) (7.7) 24.7% Profit before tax, pre-exceptional % Taxation (42.7) (34.1) (25.2)% Net profit, pre-exceptionals % Exceptionals 12.7 (3.3) Profit for the year % 6

7 Revenue by business segment H1 2010/11 m H1 2010/11 H1 2009/10 Change Hotels & Restaurants % Costa % Less: inter-segment 1 (1.1) (0.9) (22.2)% Revenue % 1 Sales between segments 7

8 Hotels & Restaurants revenue H1 2010/11 m H1 2010/11 H1 2009/10 Change Premier Inn revenue % Restaurants revenue % Exceptional revenue Hotels & Restaurants % 8 1 Revenue from joint site and stand alone restaurants 2 Revenue arising from refund of VAT on gaming machine income

9 Like for like sales H1 2010/ % 10.0% 8.0% 10.1% 8.2% 8.5% 6.0% 4.0% 2.0% 1.8% 1.7% 4.2% 2.5% 0.0% -2.0% -4.0% -0.8% Restaurants (2 openings, net 1) Costa (137 new stores, net 116) -6.0% H1 2009/10-8.0% -10.0% -7.5% Premier Inn (795 new rooms, net 789) H2 2009/10 H1 2010/11 9

10 Profit by business segment H1 2010/11 m H1 2010/11 H1 2009/10 Change Hotels & Restaurants - UK % Hotels & Restaurants - Overseas (3.1) (1.7) Total Hotels & Restaurants % Costa - UK % Costa - Overseas Total Costa % Profit from operations % 10

11 Summary - Profit & loss H1 2010/11 m H1 2010/11 H1 2009/10 Change Revenue % Profit from operations % Central costs (10.2) (9.2) (10.9)% Interest (11.6) (12.6) 7.9% Underlying profit before tax % 1 includes exceptional revenue of 5.0m in respect of VAT refund on gaming machine income 11

12 Interest charge H1 2010/11 m H1 2010/11 H1 2009/10 Underlying interest charge (11.6) (12.6) Pension finance cost IAS 19 (5.8) (7.7) Interest charge, pre-exceptional (17.4) (20.3) Average debt in first half 484.2m (2009/ m) 12

13 Exceptional items H1 2010/11 m H1 2010/11 H1 2009/10 Refund of VAT on gaming machine income Reduction in tax rate Tax on exceptional items (1.6) 1.3 Reorganisation costs - (4.3) Other - (0.3) Exceptional items 12.7 (3.3) 13

14 Cash flow H1 2010/ Half year debt down 46.2m to 467.2m 140 m (88.8) (59.5) (4.9) 20 0 Cash flow from operations Cash capital expenditure Interest and dividends Tax Other Decrease in net debt 14

15 Capital expenditure HY 2010/11 Split between businesses m Expansionary v Maintenance m Hotels and Restaurants Costa Expansionary Maintenance 15

16 Capital expenditure Total Capex for 2010/11 to be c. 265m Capex for 2011/12 currently planned at c. 330m as room openings will now be at least 3,500 16

17 Pension IAS 19 pension deficit at half year 500m ( 403m net of tax) compares to 434m ( 341m net of tax at full year) Full year pension fund interest charge 11.5m Second 39m tranche of new pension structure implemented bringing total to 141m with total cash tax benefit of 39m over

18 Other financial items Effective tax rate for the year of c.29.5% 102m Private Placement in August 2010 at blended rate of 3.8%, first move towards diversification of funding 25% of 8m customer-facing initiatives and marketing expenditure spent in the first half, balance to be spent in the second half Minimum wage increase in October %: modest food inflation on the horizon 18

19 Summary Underlying profit before tax 151.8m % EPS, Underlying diluted 61.27p % Proposed interim dividend 11.25p % 19

20 Alan Parker Chief Executive 20

21 Agenda 1. What we ve achieved 2. How we ve done it 3. Prospects for the future 21

22 Highlights 1. Underlying PBT 151.8m +28.4% 2. Group PBIT margin: 20.4% (2009/10: 18.6%) month TSR: +53.3% (FTSE %) 4. ROIC: 13.1% (2009/10: 11.2%) * Excellent results that build on the increased profits achieved in 2009/10 * Calculated on an annualised basis 22

23 Highlights Hotels & Restaurants Occupancy up 9.2ppts to 79.3% 7% more restaurant customers: menu value strategy and increased hotel occupancy Secured pipeline of c.11,000 rooms + 25% growth in UK + 3,500 to open 2011/12 23

24 Highlights Costa Operating profits up 55.6%. Like for like sales up 8.5% 34 consecutive quarters of like for like growth 116 new stores: worldwide total 1,716 stores 24

25 2010/11 dual-track strategy 1. Expand market share and achieve brand leadership 2. Improve efficiency and margins 25

26 Revpar outperformance Premier Inn outperformed budget sector by 5.7ppts and total market by 3.5ppts 15.0% Like for like Revpar year-on-year 10.0% 5.0% 0.0% -5.0% -10.0% Premier Inn Branded Hotel Market Budget Hotel Sector -15.0% Q1 Q1 Q2 Q3 Q4 Q1 Q2 Source: TRI/Whitbread 2009/ / / /11 26

27 UK s favourite hotel brand in just two years Net score % Premier Inn 19.9% Hilton Marriott 16.2% 15.8% Travelodge Holiday Inn 10.7% 12.7% Best Western Express by Holiday Inn 6.7% 5.8% Ibis 2.3% Comfort Inn -1.7% Source YouGov Brand Index for hotels March - August

28 Restaurants outperforming the market Like for like % growth 8.0% 6.0% 4.0% 2.0% 0.0% -2.0% -4.0% -6.0% Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Market Whitbread Source: Coffer Peach Business Tracker 28

29 like for like sales Outperforming with strong % Like for like sales 14.0% 12.0% 10.0% Costa UK like for like sales 8.0% 6.0% 4.0% 2.0% 0.0% BRC-KPMG like for like retail sales -2.0% -4.0% Mar 2009 Apr May Jun Jul Aug Sep Oct Nov Dec Jan 2010 Feb Mar Apr May Jun Jul Aug 29

30 shop the UK s favourite coffee Net score % Costa 14% Pret a Manger 13% Nero 9% Subway 8% EAT 5% Starbucks 3% Source YouGov BrandIndex for coffee and sandwich shops March - August

31 Project 80% occupancy Launched Spring Increased & focused advertising Leading choice for leisure travellers 2 Dynamic pricing Like for like occupancy +9.2ppts: Revpar +9.4% 3 Widened on-line distribution Re-launched Premierinn.com plus new international booking channels 4 Business Account sales +24% driven by new accounts 31

32 Increased & focused advertising Leading choice for leisure guests Premier Inn 15 Travelodge Upper full service 10 Mid-market full service Source: BDRC British Hotel Guest Survey 2010: Wave 4. Sept Base: All leisure travellers 32

33 33 Advertising

34 Dynamic pricing Premier Offers selectively drives leisure volume 30% Average 8.5% of rooms sold 25% New Year s Eve Easter weekend % rooms sold 20% 15% Valentine s weekend May Bank Holiday Whitsun Bank Holiday August Bank Holiday 10% Launch of Premier Offers October Half Term 5% 0% July 2009 Sept 2009 Nov 2009 Jan 2010 March 2010 May 2010 Aug 2010 Source: Whitbread internal data 34

35 Widen on-line distribution On-line now 65% of reservations Over 20% increase in revenue via Premierinn.com Twice benchmarked best travel website and won Best Hotel Website Incremental overseas reservations: Bookings.com, GDS and our new international websites 35

36 Business Account sales Year to date revenues top 100m for the first time - up 24% More large businesses are using Premier Inn!()'*+',$""#!$""#,('"#!('"#,(&"#!(&"#,(%"#!(%"#,($"#!($"#,(""#!(""#!"##"$%&','"#!'"#,&"#!&"#,%"#!%"#,$"#!$"#,"#!"# $""&#-#$"".#,-&"%.&&'(//$-%0'1.2.%-.' $"".-$""'# $""'-$""/# 01234#56#7898:;<=>#3;:>3# )*+# $%?#1@72>;3>#A>;2#B@#A>;2# Source: Whitbread internal data $""/-$"("# )*+# $"("-$"((# First half year cumulative sales MAT 36

37 Restaurants Barnsley, joint site opened April 2010 with 110 rooms 37

38 Successful volume and value strategy 30% take up value offers on the menu Over 250, meal deals sold up 48% New theme nights and buffets introduced 38

39 Maintained high quality estate 71 restaurants refurbished in H1 Contemporary estate: 70% refurbished in last two and a half years Average cost of refurbishment 125,000 39

40 2010/11 commercial action plan 1 Flat White 5.5% of coffee sales. Premium product 2 Costa Coffee Club Over 3 million members since March 3 Ice Cold Costa 16% of summer beverage sales. Like for like s +39% 4 Brand building Press and online + 1 st Costa TV campaign 40

41 41 Advertising

42 Pipeline targets 25% increase in UK rooms No. rooms &"D"""# EED"""# EED"""# E"D"""# %.D(""# %ED"""# %CD&""# %"D"""# CED"""# C"D"""# 0B2>7;34#$"("F((# 0B2>7;34#$"((F($# +;2G>4#$"(CF(%# Planned UK estate 42

43 International Build understanding Middle East India 3 hotels (819 rooms) 1 hotel under construction in Abu Dhabi 1 hotel (105 rooms) 1 hotel under construction in New Delhi Prove model and maximise performance 43

44 Continual growth Stores CD"""# $DE""# $D"""# (DE""# (D"""# E""# 1,850 34B2>3# (D$""#HI#34B2>3# 3,000 (D%""# 34B2>3# (D&""#HI#34B2>3# "# 0B2>7;34#$"("F((# +;2G>4#$"(%F(E# 44

45 International Focus on big 5 markets Delivering on our potential H1 2010/11: 582 stores, to c.1,400 by 2014/15 Middle East Current stores: 228 Central Europe Current stores: 198 Russia Current stores: 25 China Current stores: 71 India Current stores: 60 45

46 Coffeeheaven More potential identified Now operate 77 stores in Poland to grow by 30% to 100 stores over next 2 years Strong platform to grow Central Europe Performance in line with plan 46

47 47 Burgess Hill Targeted 70% energy and 60% water savings

48 New schools in coffee growing communities New recyclable cup Reduced milk packaging Rain Forest Alliance 48

49 Strong prospects for the future Strong brands Strong balance sheet Premier Inn and Restaurants No.1 UK hospitality brand Costa No.2 world wide coffee shop brand Valuable asset base Flexible funding options Strong team Relentless focus on customers Disciplined approach to cost control 49

50 50 APPENDIX

51 Standard Information General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

52 Standard Information Hotels & Restaurants HY 2010/11 HY 2009/10 FY 2009/10 Solus 1 Sales m IBFC m IAFC 2 m Net Assets m Joint 3 Sales - Joint Sites m IBFC m IAFC 2 m Net Assets m 1, , ,271.3 Total Sales - Premier Inn m Sales - Restaurants m Total Sales pre - exceptionals m ,096.0 IBFC IAFC m EBITDA from Operations m EBIT from Operations before exceptionals m Total Net Assets m 2, , ,266.4 Cash Capital Expenditure 4 m ROIC 5 % 11.8% 10.9% 10.9% Key Operating Measures (UK) ARR (Total) Occupancy (Total) % 78.5% 69.7% 69.3% Occupancy (Like for Like) % 79.3% 70.0% 70.2% Yield (Total) Like for Like Sales Growth PI % 10.1% -7.5% -4.3% Like for Like Sales Growth REST % 4.2% 1.8% 1.7% Operating Margin % 25.5% 23.2% 22.5% 1 Solus includes India and Ireland. 2 Fixed costs include: Rent, Rates, Depreciation and Other (including insurance and pre-opening) costs. 3 Includes both joint site and standalone restaurants. 4 Includes intangible capital expenditure 5 ROIC is based upon segmental net assets with no allocation for UK debt, taxation liabilities, pension and centrally held provisions. 52

53 Standard Information Hotels & Restaurants cont. HY 2010/11 HY 2009/10 FY 2009/10 Number of Rooms Solus - Managed 21,586 20,694 21,127 - Associate Franchise & Management Contract 1,082 1,082 1,082 Total Solus 22,950 22,058 22,491 Joint Sites 19,559 19,115 19,229 Total UK 42,509 41,173 41,720 International 1, ,079 43,588 41,866 42,799 Number of Hotels Solus - Managed Associate Franchise & Management Contract Total Solus Joint Sites Total UK International Restaurant Outlet Details - Beefeater Brewers Fayre Table Table Taybarns Managed Numbers with adjacent Premier Inns - Beefeater Brewers Fayre Table Table Taybarns

54 Standard Information Costa Headline financials HY 2010/11 HY 2009/10 FY 2009/10 Sales m EBITDA from Operations m EBIT from Operations m Net Assets m Cash Capital Expenditure m Key Operating Measures Like for Like Sales Growth % 8.5% 2.5% 5.5% Operating Margin % 9.9% 8.1% 10.6% ROIC 1 - Total Business % 35.6% 32.7% 36.7% 1 ROIC is based upon segmental net assets with no allocation for UK debt, taxations liabilities, pension and centrally held provisions HY 2010/11 HY 2009/10 FY 2009/10 Outlet details - Equity UK Franchise Total UK 1, ,069 - International Equity International JV International Franchise Total International ,716 1,389 1,600 2 International JV includes Shanghai which is a subsidary with a 51% interest 54

55 55

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