Domino's Pizza Enterprises Limited · ASX:DMP
Domino's Pizza Enterprises — FY2022 Earnings Presentation
82 slides from Domino's Pizza Enterprises's earnings presentation, Aug 24, 2022
Slide 1: FY22 Results
FY22 Results 24 August 2022
Slide 2: Our Purpose
OUR PURPOSE WHY DO WE EXIST? AT OUR BEST The hard-wired human We smash the prevailing need for social connection wisdom which says you can’t – seemingly better enabled have quality, speed and low than ever before – price… is breaking down. Thus putting the world’s People crave belonging, most delici
Slide 3: Contents
CONTENTS TRADING Inflation and THE AGE OF through covid growth DELIVERY ▪ Outlook Assessment and Results ▪ Initiatives to offset inflation ▪ Virtuous Cycle of Performance Highlights (p. 4-8) (p. 26-28) (p. 43) ▪ Pre-COVID to now (p. 9-12) ▪ Customer response to pricing ▪ Fortressing of Territories (
Slide 4: Group: Outlook Assessment
GROUP: OUTLOOK ASSESSMENT Group: 3-5 Year FY20 FY21 FY22 Annual Outlook(1) Actual Actual Actual Same Store Sales Growth +3-6% +5.8% +9.3% -0.3% +163 stores +285 stores +294 stores New Organic Store Additions +9-12% of network +6.5% of network +10.7% of network +10.0% of network Net CAPEX(2) $100-150
Slide 5: Group: Results Highlights
GROUP: RESULTS HIGHLIGHTS (1) FY21 FY22 Growth vs. FY19 Growth vs. FY21 Actual Actual (Pre COVID to now) Network Sales $3,744.4m $3,918.0m +$173.6m +4.6% +$1,020.6m +35.2% Online Sales $2,929.8m $3,059.6m +$129.8m +4.4% +$1,117.5m +57.5% Same Store Sales Growth +9.3% -0.3% -0.3% +3.3% Network Store
Slide 6: Group: Performance
GROUP: PERFORMANCE APAC CUSTOMERS HAVE ACCEPTED THE NEED FOR HIGHER PRICES. IN EUROPE HIGHER PRICES ARE WORKING THROUGH THE SYSTEM APAC – inflation largely offset through pricing initiatives EUROPE – inflation has yet to be fully offset ▪ Overall lower inflation (food, labour, energy) than Europe ▪
Slide 7: Group: Trading Update
GROUP: TRADING UPDATE Group: Trading Update Full Year Results First Weeks of Trade (1) FY21 FY22 FY 21 FY 22 FY23 Actual Actual Actual YTD Actual YTD Actual YTD Network Sales Growth +14.6% +4.6% +18.5% +7.7% -2.4% Same Store Sales Growth +9.3% -0.3% +11.0% +2.7% -1.1% +285 stores +294 stores New Org
Slide 8: Group: Trading Update
GROUP: TRADING UPDATE Group: SSS % GROWTH Q1 comps. in Asia include exceptional trading during COVID ▪ Management anticipates Full Year SSS growth will be within our annual 3-5 Year Outlook of +3-6%, noting DPE is lapping higher prior-year comparatives in Asia. Group SSS is therefore anticipated to
Slide 9: COVID-19 to Now
COVID-19 TO NOW
Slide 10: Primed for the Age of Delivery
PRIMED FOR THE AGE OF DELIVERY Customer frequency cohorts(1) Delivery vs. pickup(1) europe customer counts per store Europe Total Order Counts ▪ The Age of Delivery is upon us, with Delivery counts +30.7% more customers choosing the SUPER FREQUENT Total unique customers per store have grown, includi
Slide 11: Group: Key Metrics
GROUP: KEY METRICS Growth vs. FY19 (pre Covid to now) Network Sales Network Store count Markets +35.2% +34.3% + 1 (Taiwan)(1) Digital sales franchised Store count New Market population +57.5% +38.8% +23.3 million (+7%)(1) DELIVERY sales EBIT NPAT +49.9% +19.1% +16.8% 11 1) Population of Taiwan added
Slide 12: Group: Long-Term Performance
GROUP: LONG-TERM PERFORMANCE Group: A strategic decision to invest in growth continues to bring forward our future ▪ Group EBIT growth +19.1% (+6.0% CAGR) over a 3-year period UNDERLYING EBIT $M ▪ During the initial stages of COVID-19, Domino’s faced a choice – to become defensive, or to invest in g
Slide 13: Group: Network Sales
(1) GROUP: NETWORK SALES Group: TOTAL NETWORK SALES ONLINE SALES (2) (3) (4) (5) Highlights ▪ Network Sales growth +4.6% (+$173.6m) ▪ Same Store Sales -0.3% ▪ Group Online Sales growth +4.4%, +57.5% on a 3-year basis (+$1,117.5m) 1) FY22 – included an additional trading week: 53-week trading period
Slide 14: Group: Network Store Additions
GROUP: NETWORK STORE ADDITIONS Group: NETWORK STORE COUNT EXISTING AND NEW NETWORK SALES (1) (2) ▪ Group: +450 stores added to the network during ▪ Continued significant store growth, from both new FY22 (+898 stores on a 3-year basis) and existing stores ▪ Asia: +148 new stores, +156 acquired (Taiwa
Slide 15: Group: FY22 Dashboard
GROUP: FY22 DASHBOARD Group: (1) Network sales Organic New store additions $3,918.0m +294 stores Underlying ebit net capex (investing activities) $262.9m $137.6m 1) See Slide 6 for further information on FY22 short-term performance 15
Slide 16: Group: Franchisee Dashboard
GROUP: FRANCHISEE DASHBOARD Group: 1) Franchised Store Count – is based on closing period store counts as per Appendix 2 4) Franchisee profitability – includes 76% of stores that have submitted P&Ls during Q3 22 12- 2) Number of stores per Franchisee, including Taiwan for all periods month rolling p
Slide 17: Group Financials
Group Financials
Slide 18: Group: Financial Highlights
GROUP: FINANCIAL HIGHLIGHTS Group: FY21 FY 22 Growth vs. FY19 Growth vs. FY19 Underlying Underlying FY21 Underlying (Pre COVID to now) $ mil $ mil $ mil % % $ mil % Network Sales 3,744.4 3,918.0 173.6 4.6% 2,897.3 1,020.6 35.2% Revenue 2,199.1 2,289.3 90.2 4.1% 1,435.4 853.9 59.5% EBIT 293.7 262.9 -
Slide 19: Group: Geographic Summary
GROUP: GEOGRAPHIC SUMMARY Group: FY19 FY20 FY21 FY22 Growth vs. FY19 Growth vs. FY19 Underlying Underlying Underlying Underlying FY21 Underlying (Pre COVID to now) $ mil $ mil $ mil $ mil $ mil % $ mil $ mil % Revenue Europe 537.4 560.1 665.1 704.2 39.0 5.9% 537.4 166.7 31.0% ANZ 414.3 693.4 756.6 7
Slide 20: Group: Non-Recurring Costs
GROUP: NON-RECURRING COSTS Group: FY22 Non-recurring costs $8.8m EBIT ▪ $3.5m AU Fast Food Industry Award class action legal defence costs (+$2.0m additional in H2) ▪ $3.2m Acquisition costs, predominately relating to specialist advisor fees, including assessment and due diligence of acquiring the I
Slide 21: Group: Cash Flow
GROUP: CASH FLOW Group: FY20 FY21 FY22 Statutory Statutory Statutory $ mil $ mil $ mil Underlying EBITDA 355.9 423.7 396.5 Change in working capital 63.6 40.9 (77.5) ▪ FY22 Working Capital headwind due to additional trading week(1) Profit on sale of non-current assets (21.3) (22.3) (28.1) Other move
Slide 22: Group: Investing Activities (CAPEX)
GROUP: INVESTING ACTIVITIES (CAPEX) Group: ▪ FY22 Net CAPEX $137.6m (Prior Year $84.3m) ▪ CAPEX which Recycles $59.5m (Prior Year $30.5m) ‒ Gross CAPEX $132.5m, including investment in new corporate stores (primarily Japan), franchisee loans for new and existing stores and franchisee acquisitions (p
Slide 23: Group: Balance Sheet
GROUP: BALANCE SHEET Group: FY21 FY22 Growth vs. Statutory Statutory FY21 $ mil $ mil $ mil Cash & cash equivalents Trade and other receivables 174.7 145.8 76.9 163.6 -97.8 17.8 ▪ Net debt(1) increases $242.1m vs. Prior Year, noting Taiwan Other current assets 134.3 170.8 36.5 acquisition of $79.4m
Slide 24: Group: Key Financial Ratios
GROUP: KEY FINANCIAL RATIOS Group: FY21 H122 FY22 Underlying Underlying Underlying DPE Key Financial Ratios (1) Return on Equity 49.4% 48.0% 42.3% ▪ ROE remains strong, due to continued, robust, profits Return on Capital Employed 18.8% 18.1% 16.8% ▪ ROCE remains strong, due to robust EBIT, whilst DP
Slide 25: Group: Underlying EPS
GROUP: UNDERLYING EPS Group: • Underlying EPS 190.6c, -12.6% on FY21 • Underlying EPS 2-Year CAGR +6.2% • Underlying EPS 3-Year CAGR +4.9% • Underlying EPS 10-Year CAGR +17.8% 25
Slide 26: Inflation & Growth
INFLATION & growth
Slide 27: Domino's Rises to the Inflationary Challenge
DOMINO’S RISES TO THE INFLATIONARY CHALLENCE CHALLENGE Dpe and our franchisees are facing historic and ongoing cost increases ▪ Since January 2022, DPE and our Franchisees have seen significant increases in key costs: largely energy, labour and food ▪ Domino’s menu offering, operational efficiencies
Slide 28: Supreme Value: A Multi-Layer Response
SUPREME VALUE: A MULTI-Layer MULTI-LAYER RESPONSE Domino’s has a Long standing approach to supporting our franchisees by prioritising total store EBITDA growth, then store profit margin expansion: Cost Initiatives and Customer Initiatives This approach includes: ▪ High Volume Mentality – growing uni
Slide 29: The Response
THE RESPONSE APAC CUSTOMERS HAVE ACCEPTED THE NEED FOR HIGHER PRICES. IN EUROPE HIGHER PRICES ARE WORKING THROUGH THE SYSTEM ▪ Customer choices are being affected by inflation and consumer confidence: Domino’s has traditionally traded well during periods of low consumer confidence ▪ Domino’s anticip
Slide 30: Acquired Stores
ACQUIRED STORES FYTD Ss p= a = Ss & = = e B = a 2 TOTAL STORES
Slide 31: Asia: Financial Highlights (AUD)
ASIA: FINANCIAL HIGHLIGHTS (AUD) FY21 FY 22 Growth vs. FY19 FY 22 Growth vs. FY19 Underlying Underlying FY21 Underlying Underlying (Pre COVID to now) Asia $ mil $ mil $ mil % $ mil $ mil $ mil % Network Sales 975.5 1,040.6 65.0 6.7% 591.4 1,040.6 449.1 75.9% Revenue 777.4 802.6 25.2 3.2% 483.7 802.6
Slide 32: Asia: Performance
ASIA: PERFORMANCE Our Asian business has built a regional centre of excellence – a foundation for significant ongoing growth ▪ JAPAN: Customer counts, earnings and margins are rebuilding following the H1 22 rebasing from the lifting of a national State of Emergency ▪ Management reset semi-fixed cost
Slide 33: Total Stores / New Stores Opened
= 224 i) 883 23 TOTAL STORES NEW STORES OPENED FYTD
Slide 34: ANZ: Financial Highlights (AUD)
ANZ: FINANCIAL HIGHLIGHTS (AUD) FY21 FY 22 Growth vs. FY19 FY 22 Growth vs. FY19 Underlying Underlying FY21 Underlying Underlying (Pre COVID to now) ANZ $ mil $ mil $ mil % $ mil $ mil $ mil % Network Sales 1,296.4 1,342.0 45.6 3.5% 1,169.0 1,342.0 173.0 14.8% Revenue 756.6 782.5 25.9 3.4% 414.3 782
Slide 35: ANZ: Performance
ANZ: PERFORMANCE ▪ PROJECT IGNITE: a $10 million reinvestment in the franchise base, and store roll-out, is delivering early results – including 30 corporate stores refranchised and +20 new stores H2 22 (vs +17 in H2 21) ▪ ANZ has opened 4 stores in FY23, with 11 stores under construction and a stro
Slide 36: ANZ: Performance – Mobile Pizza Kitchens
ANZ: PERFORMANCE Introducing Mobile pizza kitchens We have launched our first ‘Mobile Pizza Kitchen’ (AU) ▪ A fully-fledged Domino’s store – not just a food truck ▪ Taking delivery to otherwise inaccessible locations (unique delivery territories for each MPK) ▪ Disaster relief (including Lismore rep
Slide 37: Total Stores
g Peal = = 2 2 = Es e z z TOTAL STORES
Slide 38: Europe: Financial Highlights (AUD)
EUROPE: FINANCIAL HIGHLIGHTS (AUD) FY21 FY 22 Growth vs. FY19 FY 22 Growth vs. FY19 Underlying Underlying FY21 Underlying Underlying (Pre COVID to now) Europe $ mil $ mil $ mil % $ mil $ mil $ mil % Network Sales 1,472.5 1,535.4 62.9 4.3% 1,136.9 1,535.4 398.5 35.0% Revenue 665.1 704.2 39.0 5.9% 537
Slide 39: Europe: Performance
EUROPE: PERFORMANCE Domino’s anD our FrancHisees are buiLDinG a stronGer, more proFitabLe, business – growing delivery ▪ France: After rising to the challenge of extraordinary changes in carry-out and delivery mix (including curfews), the menu offering didn’t resonate with returning value-focused ca
Slide 40: Denmark: Building from the Ground Floor
DENMARK: BUILDING FROM THE GROUND FLOOR ▪ Acquired Denmark 2019 for ~€2.5m – business was closed following reputational crisis - High level of negative sentiment to the brand ▪ Commenced restart, with a handful of fledgling stores in Copenhagen ▪ Initial expectations were for additional investment i
Slide 41: Domino's New Mobile App
DOMINO’S NEW MOBILE APP Domino’s new mobile application is available in ANZ and Europe (excl. Denmark and Luxembourg – iOS and Android The new application has been a significant digital investment, which will deliver benefits for customers and for Domino’s App using customers: • Have higher annual s
Slide 42: The Age of Delivery
THE AGE OF DELIVERY
Slide 43: Positioned for the Age of Delivery
POSITIONED FOR THE AGE OF DELIVERY Proximity to • Delivery remains the fastest Fortressing Customers brings us closer allows for quicker, growth market in Quick Service to Customers more consistent Restaurants globally delivery experience • The market for delivered QSR is expected to increase >45% b
Slide 44: Store Growth: Cost of Delivery
STORE GROWTH: COST OF DELIVERY Average runtime (minutes): Highest vs Lowest delivery cost stores Closer proximity to stores: 24.02 22.55 21.05 ▪ Drives increased engagement, order frequency and 20.33 19.06 Run time (minutes) Customer Lifetime Value (CLV) 17.55 18.12 ▪ Enhances customer satisfaction
Slide 45: Our People: Path to Excellence
OUR PEOPLE: PATH TO EXCELLENCE Our future franchisees will be developed from within ▪ Although access is challenging in the Western world, Domino’s is effectively responding to this challenge ▪ Domino’s has not experienced a general shortage of labour sufficient to impact operations / opening hours
Slide 46: Domino's for Good
Domino’s FOR GOOD ENVIRONMENTAL, SOCIAL AND GOVERNANCE
Slide 47: Domino's for Good
DOMINO’S FOR GOOD Environmental, Social and Governance Domino’s has completed major ESG milestones in FY22: ▪ Developed our ESG vision based on stakeholder feedback % Female Leaders - Leadership Team & Non Executive Directors ▪ Developed our internal Domino’s for Good communications strategy and lau
Slide 48: ESG Environmental Strategy – FY22 Update
ESG ENVIRONMENTAL STRATEGY – FY22 UPDATE ▪ Completed our first global corporate footprint baseline measurement ▪ Developed our environmental strategy and climate roadmap ▪ Committed to and submitted our Science Based Targets to the Science Based Target initiative (SBTi) – an independent organisation
Slide 49: DPE Corporate Environmental Baseline FY22
DPE CORPORATE ENVIRONMENTAL BASELINE FY22 Our baseline results are dominated by Scope 3 categories, representing 97% and 99.7% of total footprints for Carbon and Water respectively Our main hotspots on all impact categories are predominantly Purchased Goods, followed by Utilities and Logistics 49
Slide 50: Outlook
outlook
Slide 51: Growing Our Presence in Asia
GROWING OUR PRESENCE IN ASIA acQuirinG tHe Domino’s marKets oF maLaYsia, sinGapore anD camboDia – key highlights ▪ 2nd largest pizza chain in each market, with 287 corporate-owned stores ▪ Long term market growth with store count potential of 600+ stores across the three territories ▪ Extends ‘twin-
Slide 52: Group: Future Outlook 2025-2033
GROUP: FUTURE OUTLOOK 2025-2033 (1) ▪ Asia milestone 3,000 stores by 2033 − UPGRADED BY +600 STORES, due to the acquisition of Malaysia, Singapore and Cambodia − Asia 2.7x current market size ▪ ANZ target 1,200 stores by 2025-2028 − ANZ 1.4x current market size ▪ Europe milestone 3,050 stores by 203
Slide 53: 3-5 Year Group Outlook
3-5 YEAR GROUP OUTLOOK FY20 FY21 FY22 3-5 Year Actual Actual Actual Annual Outlook Same Store Sales Growth +5.8% +9.3% -0.3% +3-6% +163 stores +285 stores +294 stores New Organic Store Additions +8-10% of network +6.5% of network +10.7% of network +10.0% of network Net CAPEX(1) $97.4m $84.3m $137.6m
Slide 54: Conclusion: Performance
CONCLUSION: PERFORMANCE Trading through COVID ▪ During the initial stages of COVID-19, Domino’s faced a choice – to become defensive, or to invest in growing a larger, more sustainable business. We chose the latter ▪ The benefits of this decision are clear: substantially growing the delivery busines
Slide 55: Conclusion: Outlook
CONCLUSION: OUTLOOK SSS % growth to be within our 3-5 Year Outlook of +3-6% ▪ Management believes providing customers Supreme Value and choice will be key to navigating near term uncertainties in inflation New organic store openings growth to be within our updated 3-5 Year Outlook of +8-10% of netwo
Slide 56: Q&A
Q&A
Slide 57: Supplementary Presentation Slides
Supplementary presentation slides
Slide 58: Delivering Supreme Value: Cost Initiatives
DELIVERING SUPREME VALUE COST Initiatives Franchisees are highly engaged in operational efficiencies and cost reductions in this period ▪ Operations enhancements: ▪ Domino’s is working to reduce the cost of delivery across all markets ▪ Optimising delivery times, labour usage and fleet type are key
Slide 59: Supreme Value
Sharing for SUPREME VALUE family & friends a multi-layer response to inflation Premium pizzas & sides e.g. Burger pizzas, wagyu, tiger prawn, raclette sharp entry points including 1-2 topping pizzas e.g. pepperoni Domino’s Gives customers cHoice Single person occasions without compromising quality 5
Slide 60: Delivering Supreme Value: Customer Initiatives
DELIVERING SUPREME VALUE CUSTOMER Initiatives Value = Product + Service + Image / $ ▪ Pricing initiatives on carry-out and delivery have helped to offset inflationary margin pressures because Domino’s oFFers supreme vaLue reLative to otHer meaL occasions ▪ e.g. a Family of four meal: ▪ Germany: €32.
Slide 61: More for More
MORE FOR MORE VALUE MAX Domino’s Duo ANZ GERMANY 61
Slide 62: Inflation Crushers
INFLATION CRUSHERS NIPPON SUPPORT HUNGER SAVERS (JAPAN) (ANZ) See the TVCs: https://investors.dominos.com.au/videos 62
Slide 63: Dashboards
dashboards
Slide 64: Europe – Dashboard (EURO)
Europe – dashboard (EURO) (1) (2) (3) (4) 1) FY22 closing same-store count was 939 out of 1,401 total stores (67.0%) 3) Online Sales percentage calculated as total Online Sales divided by total Network Sales 64 2) Including sales via aggregator platforms 4) New organic stores include all new stores
Slide 65: Europe: Region in Focus
Europe: region in focus Germany Benelux France 412 TOTAL STORES FY22 486 TOTAL STORES FY22 477 TOTAL STORES FY22 +46 NEW STORES +40 NEW STORES +30 NEW STORES AVERAGE NUMBER OF STORES PER AVERAGE NUMBER OF STORES PER AVERAGE NUMBER OF STORES PER FRANCHISEE: FRANCHISEE: FRANCHISEE: 2.3 (+0.1) 2.6 (+0.
Slide 66: Asia – Dashboard (YEN)
ASIA – dashboard (YEN) (1) (2) (3) (4) 1) FY22 closing same-store count was 528 out of 1,103 total stores (47.9%) 3) Online Sales percentage calculated as total Online Sales divided by total Network Sales 66 2) Including sales via aggregator platforms from FY20 onwards 4) New organic stores include
Slide 67: Asia: Region in Focus
ASIA: REGION IN FOCUS Japan Taiwan 933 TOTAL STORES FY22 170 TOTAL STORES FY22 +134 NEW STORES +14 NEW STORES AVERAGE NUMBER OF STORES PER AVERAGE NUMBER OF STORES PER FRANCHISEE: FRANCHISEE: 4.1(+0.6) 4.4(+0.5) POPULATION: 125.7M POPULATION: 23.9M 135,000+ 141,000+ PEOPLE PER STORE PEOPLE PER STORE
Slide 68: ANZ – Dashboard (AUD)
ANZ – dashboard (AUD) (1) (2) (3) (4) 1) FY22 closing same-store count was 761 out of 883 total stores (86.2%) 3) Online Sales percentage calculated as total Online Sales divided by total Network Sales 68 2) Including sales via aggregator platforms 4) New organic stores include all new stores opened
Slide 69: ANZ: Region in Focus
ANZ: REGION IN FOCUS 883 TOTAL STORES FY22 +23 NEW STORES AVERAGE NUMBER OF STORES PER FRANCHISEE: 2.2 (+0.1) POPULATION: 31.0M 35,000+ PEOPLE PER STORE 69
Slide 70: Appendices
appendices
Slide 71: Appendix 1 – Investor Relations Calendar
APPENDIX 1 – INVESTOR RELATIONS CALENDAR ▪ 30 August , 2022 – Ex-dividend date ▪ 31 August, 2022 – Dividend record date ▪ 15 September, 2022 – Dividend payment date ▪ 2 November, 2022 – DMP Annual General Meeting The transcript of today’s presentation will be added to our investor website: https://i
Slide 72: Appendix 2 – Network Store Count
APPENDIX 2 – NETWORK STORE COUNT FY 19 H1 20 FY 20 H1 21 FY 21 H1 22 FY 22 European stores Franchised stores 1,028 1,042 1,060 1,105 1,174 1,198 1,267 Corporate stores 69 81 101 102 112 123 134 European Network Stores 1,097 1,123 1,161 1,207 1,286 1,321 1,401 ▪ Europe: +123 new store additions, with
Slide 73: Appendix 3 – Group 3-Year Period Performance Dashboard
APPENDIX 3 – GROUP 3-YEAR PERIOD PERFORMANCE DASHBOARD (1) 1) Underlying EBIT, excluding significant charges 73
Slide 74: Appendix 4 – Group P&L Highlights
APPENDIX 4 – GROUP – P&L HIGHLIGHTS FY19 FY 20 FY 21 FY 22 +/(-) FY21 FY22 Analysis vs. FY21 Underlying Underlying Underlying Underlying Underlying(1) $ mil $ mil $ mil $ mil % Network Sales 2,897.3 3,267.9 3,744.4 3,918.0 4.6% ▪ Network Sales +$173.6m (+7.6% in constant currency) Revenue 1,435.4 1,
Slide 75: Appendix 5 – Statutory to Underlying Reconciliation
APPENDIX 5 – STATUTORY TO UNDERLYING RECONCILIATION FY21 FY21 FY21 FY22 FY22 FY22 +/(-) FY21 (1) Significant Significant Statutory Underlying Statutory Underlying Underlying Charges Charges $ mil $ mil $ mil $ mil $ mil $ mil % Network Sales 3,744.4 3,744.4 3,918.0 3,918.0 4.6% Revenue 2,199.1 2,199
Slide 76: Appendix 6 – Litigation Update
APPENDIX 6 – LITIGATION UPDATE ▪ The Company rejects the allegations and has been defending the action vigorously ▪ The matter is set down for trial in November 2022 ▪ The statement of claim does not quantify any loss by the lead applicant or the alleged group ▪ Accordingly, the Company remains unab
Slide 77: Appendix 7 – Financial Ratios
APPENDIX 7 – FINANCIAL RATIOS FY21 H122 FY22 FY21 H122 FY22 Return on Equity Return on Capital Employed Underlying Underlying Underlying Underlying Underlying Underlying $ mil $ mil $ mil $ mil $ mil $ mil 12 Month Rolling NPAT (Before Minority Interest) 198.1 193.2 173.0 12 Month Rolling EBIT 293.7
Slide 78: Appendix 8 – Financial Ratios Continued
APPENDIX 8 – FINANCIAL RATIOS CONTINUED FY21 H122 FY22 FY21 H122 FY22 Cash Conversion Movement in Working Capital Underlying Underlying Underlying $ mil $ mil $ mil $ mil $ mil $ mil Operating cash flow before interest & tax 448.6 140.0 283.7 Trade and other receivables 0.8 (5.9) (16.0) Trade and ot
Slide 79: Appendix 9 – Banking Covenant Ratios
APPENDIX 9 – BANKING COVENANT RATIOS FY21 H122 FY22 FY21 H122 FY22 Interest Coverage Underlying Underlying Underlying Net Debt Underlying Underlying Underlying Pre AASB16 Pre AASB16 Pre AASB16 Pre AASB 16 Pre AASB 16 Pre AASB 16 $ mil $ mil $ mil $ mil $ mil $ mil 12 Month Rolling EBITDA (ex AASB16)
Slide 80: Appendix 10 – Network & Same Store Sales Calculation
APPENDIX 10 – NETWORK & SAME STORE SALES CALCULATION Same Store Sales are calculated weekly, measured in local currency ▪ Same Store Sales is the process of comparing year-on-year growth of existing, mature, stores ▪ Stores are included after two years of trading (either two years of DPE, or one yea
Slide 81: Appendix 11 – Group: Future Outlook, Milestones & Targets
APPENDIX 11 – group: future outlook, milestones & targets ▪ Management foresees significant upside, beyond 2033, in our existing businesses, particularly Europe and Asia, and is resourcing this through investment in our internal Development teams, facilitating franchisee expansion ▪ Note our milesto
Slide 82: Disclaimer & Important Information
DISCLAIMER & IMPORTANT INFORMATION ▪ Domino’s Pizza Enterprises Limited (Domino’s) advises that the information in this presentation contains forward looking statements which may be subject to significant uncertainties outside of Domino’s control ▪ Domino’s does not undertake any obligation to provi
Domino's Pizza Enterprises — FY2022 Earnings Presentation on 6ix