Half Year Results

About this update from Mitchells & Butlers Plc

[{"type":"text","content":"\n \n MITCHELLS & BUTLERS PLC \n LEI no: 213800JHYNDNB1NS2W10 \n   \n 22 May 2025 \n   \n HALF YEAR RESULTS \n   \n (For the 28 weeks ended 12 April 2025) \n   \n Highlights \n \n \n \n \n - \n \n \n Strong trading performance with like-for-like sales a growth of 4.3% over the first half  \n \n \n \n \n - \n \n \n Operating profit of £181m up 10.4% from prior half-year \n \n \n \n \n - \n \n \n Operating margin increased to 12.4% (HY 2024 11.7%) \n \n \n \n \n - \n \n \n Full year operating profit expected to be at the top end of current consensus \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n Reported results \n \n \n \n \n - \n - \n - \n \n \n Total revenue of £1,454m (HY 2024 £1,396m) \n Operating profit of £181m (HY 2024 £164m) \n Profit before tax of £134m (HY 2024 £108m) \n \n \n \n \n - \n \n \n Basic earnings per share of 16.8p (HY 2024 13.6p) \n   \n \n \n \n \n Trading results \n \n \n \n \n - \n \n \n Adjusted operating profit a £181m (HY 2024 £164m) \n \n \n \n \n - \n \n \n Adjusted earnings per share a of 16.8p (HY 2024 13.6p) \n \n \n \n \n   \n Balance sheet and cash flow \n \n \n \n \n - \n \n \n Cash inflow before bond amortisation of £131m (HY 2024 £137m) \n \n \n \n \n - \n \n \n Net debt a reduced to £860m (HY 2024 £1,037m), excluding £438m of IFRS 16 lease liabilities (HY 2024 £449m) \n \n \n \n \n   \n Phil Urban, Chief Executive, commented: \n   \n \"The strength of our first half performance is driven by continued focus on maximising the guest appeal of our diverse portfolio of brands to drive sales, supported by efficiency initiatives delivered through our Ignite programme of work. We are delighted with the like-for-like sales a performance which continues to outperform against the market b .  \n   \n As we enter the second half of the year, with increased employer national insurance contributions, we remain focused on the effective delivery of our Ignite programme of initiatives and our capital investment programme, driving further cost efficiencies and increased sales. Notwithstanding a likely increase in cost headwinds next year, we have confidence that relentless focus on delivery of our strategic priorities will generate further value from our well invested and strategically located estate portfolio and compelling customer offers.\" \n   \n \n \n Definitions \n a - The Directors use a number of alternative performance measures (APMs) that are considered critical to aid the understanding of the Group's performance.  APMs are explained later in this announcement. \n   \n b - As measured by the CGA Business Tracker.  \n   \n There will be a presentation held today at 8:30am accessible by phone on 020 3807 9124, access code: 699179 and at https://www.netroadshow.com/events/login?show=2c5d75e9&confId=81719 \n   \n The slides will also be available on the website at www.mbplc.com The replay will then be available at https://www.mbplc.com/hy2025/analystspresentation . \n   \n All disclosed documents relating to these results are available on the Group's website at www.mbplc.com \n   \n For further information, please contact: \n   \n \n \n \n \n Tim Jones - Chief Financial Officer \n \n \n +44 (0)121 498 6112 \n \n \n \n \n Amy de Marsac - Investor Relations \n \n \n +44 (0)121 498 6514 \n \n \n \n \n James Murgatroyd (FGS Global)                \n \n \n +44 (0)20 7251 3801 \n \n \n \n \n Jenny Bahr (FGS Global)               \n \n \n +44 (0)20 7251 3801 \n \n \n \n \n   \n Note for editors: \n Mitchells & Butlers is a leading operator of managed restaurants and pubs. Its portfolio of brands and formats includes Harvester, Toby Carvery, All Bar One, Miller & Carter, Premium Country Pubs, Sizzling Pubs, Stonehouse, Vintage Inns, Browns, Castle, Nicholson's, O'Neill's, Ember Inns, Ego Restaurants and Pesto. In addition, it operates Innkeeper's Collection hotels in the UK and Alex restaurants and bars in Germany. Further details are available at www.mbplc.com and supporting photography can be downloaded at www.mbplc.com/imagelibrary . \n   \n   \n   \n   \n   \n   \n \n \n   \n CURRENT TRADING AND OUTLOOK \n   \n We traded strongly through the first half of the year with like-for-like sales a growth of 4.3% built on strong performances, ahead of the market b , through the brand portfolio and supported by broadly flat volumes. Combined with disciplined cost control and further Ignite efficiencies this delivered over 10 per cent growth in operating profit to £181m (HY 2024 £164m).  \n   \n Over the most recent 10 weeks, to include both Easter and Mother's Day in each year, like-for-like sales a have grown by 6.0%.  Looking forward we expect the market to remain robust and believe we are well placed to continue to outperform. \n   \n Our guidance on cost headwinds for the current financial year remains unchanged, with an anticipated increase of c.£100m before mitigation, representing c.5% of our cost base, driven primarily by labour costs including increases to both the statutory National Living Wage and employer national insurance contributions which will impact from the second half.  Looking forward to FY26, we will have annualisation of labour cost increases, plus further increases in statutory thresholds which we would expect to exceed the general level of inflation. These, combined with recent indications of high increases in food costs, notably meat, lead us to anticipate a higher level of overall inflation next year, probably approaching £130m, representing slightly less than 6% of our cost base before mitigation. \n   \n Notwithstanding future cost increases we believe that the business remains in good shape, supported by a balance sheet that continues to strengthen, with reduced debt and a substantially de-risked pension surplus. We expect to deliver profits at the top end of consensus for the current year. \n   \n BUSINESS REVIEW \n   \n Total sales across the period were £1,454m reflecting 4.2% growth on HY 2024. Like-for-like sales a increased by 4.3% with strong performances through the brand portfolio. Operating profit of £181m reflected 10.4% growth on last half-year (HY 2024 £164m) and a 0.7ppt increase in operating margin to 12.4%. \n   \n We made a good start to the year with like-for-like sales a growth of 4.0% over the first seven weeks. Performance over the important three-week festive period was particularly strong with like-for-like sales a growth of 10.4%. Across the first quarter as a whole, like-for-like sales a remained well ahead of the market a , growing by 3.9% despite the notable adverse, albeit temporary, impact of very cold and stormy weather over the last couple of weeks of the quarter. \n   \n Sales remained resilient through the second quarter aided by good weather in late March, and with a particularly strong performance on Mother's Day.  Across the quarter, we recorded like-for-like sales a growth of 4.7%, comprising drink sales growth of 5.1% and food sales growth of 3.6%. \n   \n We have continued to consistently outperform the market b , as represented by the CGA Business tracker, by over 3% over the first half. Across the market segments reported on by CGA Business tracker, Pubs and Pub Restaurants have seen the highest sales growth over the first half, benefitting from the warm weather in March and April.  The Restaurant segment of the market has delivered broadly flat sales across the period, which we have consistently outperformed. Bars across the market have reported sales decline over the first half, with the late-night market being particularly challenged. This is the segment that we have least exposure to, but again we have outperformed significantly, with our offers appealing across a range of occasions with less exposure to late-night trade.  \n   \n Overall current year cost inflation remains in line with previous guidance at £100m, driven primarily by increased labour costs and with a stabilisation of energy costs in particular. Strong and resilient sales growth combined with effective delivery of our Ignite and capital programmes has driven an increase in both profitability and margins. \n   \n Supply across the sector largely stabilised by the end of 2024. However, as the industry faces a new wave of cost headwinds there is renewed likelihood of supply contraction. In the three months to March 2025 there was an average of 20 net closures a week with food-led sites being particularly impacted (CGA AlixPartners Hospitality Market Monitor April 2025). \n   \n OUR STRATEGIC PRIORITIES \n   \n Our strategy, based on three key pillars, has provided the foundation for our ongoing performance. We focus on maximising the value generated from our 82% freehold and long leasehold estate, utilising the diversity of our brand portfolio to grow market share with appeal across a broad range of consumer occasions, demographics and locations. Our range of brands is a particular strength during times of uncertainty, with familiar brands to suit a wide range of occasions, offering guests the opportunity to adapt their eating out choices to meet their needs.   \n   \n Our Ignite programme of work remains a key focus for the business and is at the core of our long-term value creation. We currently have around 40 initiatives underway across a range of areas, all focused on driving sales and delivering cost efficiencies.  Our initiatives focus on enhancing guest experience in a variety of ways and continue to reap rewards, reflected in sustained like-for-like sales a growth as well as continued market outperformance on guest review scores, which averaged 4.6 out of 5 over the first half.  We now have a new workstream focused on our drinks offer, from optimum font positioning, to perfect serve to cellar practices. In recent years, we have focused on the food element of our offers, and we believe there is significant opportunity in developing our drinks offers to the same high standard.   \n   \n Enhancing productivity and efficiency to help mitigate inflationary costs remains an important focus and we have a number of initiatives in place designed to improve efficiency including our labour scheduling system and auto-order technology. Employee engagement and low turnover are important elements supporting team efficiency. Therefore, to enhance our employee experience, we have launched an employee app providing a single portal to access benefits and pay slips. The app also provides a direct route of communication from the brand designed to enhance engagement behind incentives and 'calls to action' which will increase productivity over time. \n   \n Following the successful trial of the use of remote control in-site energy systems which have delivered energy consumption savings we have begun the roll out of this technology across our estate. Remote control of heating, for example, provides a significant opportunity to reduce consumption whilst also relinquishing our managers of one of their many daily tasks, allowing them to focus on guests. Our energy initiatives help us to improve efficiency whilst also supporting our sustainability objectives.   \n   \n Our capital programme continues to deliver significant value through improving the competitive position of our pubs and restaurants within their local markets. Enhancing the effectiveness of delivery of the programme has also been an area of Ignite focus, ensuring optimisation of closure and re-opening timing, streamlining of costs and rigorous analysis of post-investment performance. Over the first half, we completed 95 investment projects comprising 87 remodels, 5 conversions and 3 acquisitions. We are generating strong returns, currently in excess of 35% on remodels, justifying an increasing allocation of capital to this area as we look to re-establish an average 7 year investment cycle. \n   \n PEOPLE \n   \n Our people are fundamental to the delivery of great experiences for our guests. We are delighted that engagement scores have continued to improve across all employee groups in the first half of the year, representative of the commitment of our teams to work together to drive the future success of the business.  Pleasingly, turnover has also continued to improve, reaching record lows during the first half of FY 2025. The continued progress on our people measures, despite the challenging recruitment environment, is testament to our success in attracting the best talent, enhancing performance through our development programmes and retaining teams through progression opportunities. \n   \n   \n   \n   \n   \n SUSTAINABILITY \n   \n We are committed to reducing the environmental impact of our business and the Board has challenging targets to drive continued momentum in this area.  We have committed to: \n   \n -    Net Zero emissions by 2040, including scope 1, 2 and 3 \n -    Zero operational waste to landfill by 2030 \n -    50% reduction in food waste by 2030 \n   \n We remain focused on working towards our sustainability goals, with numerous initiatives underway to support these ambitions and we were delighted to again receive the award for the Most Sustainable Pub Company at this year's Publican Awards. During the first half we have continued to invest in sustainability capital, we now have 180 sites with solar panels, and significant further opportunity to grow our production of renewable energy.  We have electrified 74 kitchens, reducing our reliance on gas for cooking, and have fully removed gas in 5 sites taking the learnings from these projects forward to expand the removal of gas in the coming years. In addition, we are investing in technology which allows us to remotely control high energy consumption equipment across the estate, opening up the opportunity for energy consumption savings without requiring intervention from our teams. Our teams are vital to the delivery of progress in other areas, for example our ambition to increase recycling rates is dependent on our teams effectively segregating waste.  We provide support for these types of initiatives through our dedicated network of sustainability ambassadors, as well as centrally developed online training. We know that our people are passionate about improving the environmental impact of our business and are pleased to deliver continued progress in this area further enhancing our employer proposition. \n   \n   \n   \n \n \n   \n FINANCIAL REVIEW \n   \n On a statutory basis, profit before tax for the half year was £134m (HY 2024 £108m), on sales of £1,454m (HY 2024 £1,396m).   \n   \n The Group Income Statement discloses adjusted profit and earnings per share information that excludes separately disclosed items, disclosed by virtue of their size or nature, to allow a more effective comparison of the Group's trading performance from one period to the next. \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n HY 2025 \n \n \n HY 2024 \n \n \n \n \n \n \n \n £m \n \n \n £m \n \n \n \n \n Revenue \n \n \n 1,454 \n \n \n 1,396 \n \n \n \n \n Operating profit \n \n \n 181 \n \n \n 164 \n \n \n \n \n Profit before tax \n \n \n 134 \n \n \n 108 \n \n \n \n \n Earnings per share \n \n \n 16.8 \n \n \n 13.6p \n \n \n \n \n Operating margin \n \n \n 12.4% \n \n \n 11.7% \n \n \n \n \n At the end of the period, the total estate comprised 1,723 sites in the UK and Germany of which 1,653 are directly managed. \n   \n Revenue \n   \n Total revenue of £1,454m (HY 2024 £1,396m) reflects a strong period of trading with sustained like-for-like sales a growth across the brand portfolio. \n   \n Like-for-like sales a in the first half increased by 4.3%, comprising an increase in like-for-like food sales a of 3.8% and of like-for-like drink sales a of 4.3% driven by strengthening spend per head.  Volumes of both food and drink were broadly flat across the first half. \n   \n   \n Like-for-like sales a : \n \n \n \n \n \n \n \n Weeks 1-15 \n Q1 \n   \n   \n \n \n Weeks 16-28 \n Q2 \n   \n \n \n Weeks 1-28 \n H1 \n   \n \n \n \n \n Food \n \n \n 4.0% \n \n \n 3.6% \n \n \n 3.8% \n \n \n \n \n Drink \n \n \n 3.6% \n \n \n 5.1% \n \n \n 4.3% \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total \n \n \n 3.9% \n   \n   \n \n \n 4.7% \n   \n   \n \n \n 4.3% \n   \n \n \n \n \n Over the most recent 10 weeks, to include both Easter and Mother's Day in each year, like-for-like sales a have grown by 6.0%. \n   \n Separately disclosed items \n   \n There were no separately disclosed items recognised in the period. \n   \n Operating profit and margins a \n   \n Adjusted operating profit a for the first half was £181m (HY 2024 £164m), an increase of 10.4% on the first half of the previous year. \n   \n Adjusted operating margin of 12.4%, 0.7ppts higher than last year driven by strong like-for-like sales a growth and operating efficiencies. \n   \n   \n We continue to expect cost headwinds for this year of £100m before mitigation, representing c.5% of our cost base, driven primarily by labour costs including increases to the statutory National Living Wage and an increase in employer national insurance contributuions  which will impact from the second half.  Looking forward to FY26 we will have annualisation of labour cost increases, plus further increases in statutory thresholds which we would expect to exceed the general level of inflation. These, combined with recent indications of high increases in food costs, notably meat, lead us to anticipate a higher level of overall inflation probably approaching £130m, representing slightly less than 6% of our cost base before mitigation. \n   \n Interest \n   \n Net finance costs of £50m (HY 2024 £55m) for the half year were £5m lower than the same period last year. The net pensions finance income of £3m (HY 2024 charge £1m) reflects the surplus funding position now recognised on the balance sheet. \n   \n Earnings per share \n   \n Basic and adjusted earnings per share were 16.8p (HY 2024 13.6p basic and adjusted earnings per share a ).   \n   \n The basic weighted average number of shares in the period was 595m and the total number of shares issued at the balance sheet date was 599m. \n   \n Cash flow \n \n \n \n \n \n \n \n HY 2025 \n \n \n HY 2024 \n \n \n \n \n \n \n \n £m \n \n \n £m \n \n \n \n \n EBITDA \n \n \n 252 \n \n \n 233 \n \n \n \n \n Non-cash share-based payment and pension costs and other \n \n \n 9 \n \n \n 5 \n \n \n \n \n Operating cash flow before movements in working capital and pension contributions \n \n \n 261 \n \n \n 238 \n \n \n \n \n Working capital movement \n \n \n 30 \n \n \n 27 \n \n \n \n \n Pension escrow return \n \n \n 12 \n \n \n 35 \n \n \n \n \n Pension contributions \n \n \n (1) \n \n \n (1) \n \n \n \n \n Cash flow from operations \n \n \n 302 \n \n \n 299 \n \n \n \n \n Capital expenditure \n \n \n (92) \n \n \n (81) \n \n \n \n \n Net finance lease principal payments \n \n \n (22) \n \n \n (20) \n \n \n \n \n Interest on lease liabilities \n \n \n (9) \n \n \n (8) \n \n \n \n \n Net interest paid \n \n \n (37) \n \n \n (42) \n \n \n \n \n Purchase of own shares \n \n \n (2) \n \n \n (3) \n \n \n \n \n Tax \n \n \n (10) \n \n \n (8) \n \n \n \n \n Other \n \n \n 1 \n \n \n - \n \n \n \n \n Net cash flow before bond amortisation \n \n \n 131 \n \n \n 137 \n \n \n \n \n Mandatory bond amortisation \n \n \n (64) \n \n \n (61) \n \n \n \n \n Net cash flow \n \n \n 67 \n \n \n 76 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n This was a strong period of cash generation, built on EBITDA increased as a result of an improved trading performance to £252m, a pension escrow return of £12m which was received during the period (HY 2024 £35m) and the use of tax losses incurred over the pandemic to temporarily reduce cash tax paid. Capital expenditure increased to £92m (HY 2025 £81m) with reduced impact of external delays allowing us to  extend the number of completed projects, with an increasing allocation of capital to this area being justified by strong returns. \n   \n After all outgoings, including mandatory bond amortisation of £64m (including net impact of currency swaps), cash inflow was £67m (HY 2024 £76m). \n   \n   \n   \n   \n Capital expenditure \n   \n Capital expenditure of £92m ( HY 2024 £81m) comprises £89m from the purchase of property, plant and equipment and £3m in relation to the purchase of intangible assets. \n   \n \n \n \n \n \n \n \n HY 2025 \n \n \n HY 2024 \n \n \n \n \n \n \n \n £m \n \n \n # \n \n \n £m \n \n \n # \n \n \n \n \n Maintenance and infrastructure   \n \n \n 33 \n \n \n   \n \n \n 29 \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Remodels - refurbishment \n \n \n 45 \n \n \n 87 \n \n \n 35 \n \n \n 78 \n \n \n \n \n Conversions \n \n \n 8 \n \n \n 5 \n \n \n 5 \n \n \n 4 \n \n \n \n \n Acquisitions - freehold \n Acquisitions - leasehold \n \n \n 4 \n 2 \n \n \n 2 \n 1 \n \n \n 10 \n 2 \n \n \n 2 \n 1 \n \n \n \n \n Total return generating capital expenditure \n \n \n 59 \n \n \n 95 \n \n \n 52 \n \n \n 85 \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total capital expenditure \n \n \n 92 \n \n \n   \n \n \n 81 \n \n \n   \n \n \n \n \n   \n Maintenance and infrastructure spend included investments towards our sustainability ambitions, such as further installations of solar panels and control sensors, and electrification of kitchens. Investment in these areas was slightly higher than the prior period. \n   \n Project numbers have increased in the period as we remain committed to resumption of an average seven-year refurbishment cycle across our estate, justified by the strong returns we are generating in this area of over 35% on remodels. \n   \n Pensions \n   \n In the prior period the Trustees of the Mitchells & Butlers Executive Pension Plan (MABEPP) completed a full scheme buy-out of the liabilities of the plan.  Subsequent to that, and in the current period, the scheme has been wound up with all escrow monies repaid and a surplus cash balance of £3m transferring to the Mitchells & Butlers Pension Plan (MABPP). \n   \n Over the course of 2024, the Trustees of MABPP resolved that any surplus arising in that plan can be used to pay for the employer contributions to the defined contribution section of MABPP.  During the period, the MABPP surplus has funded the settlement of £6m of the Company's employer contributions, AVC's in respect of prior year bonus payments and death in service benefits. \n   \n One further scheme remains. This is closed and unfunded and has estimated liabilities of £21m. \n   \n Net debt and facilities \n   \n On the back of a strong cash performance, net debt a at the period end reduced to £1,298m, comprised of £860m non-lease liabilities and lease liabilities of £438m (HY 2024 £1,486m comprised of £1,037m non-lease liabilities and lease liabilities of £449m). This represents a multiple of 2.8 times EBITDA over the last year including lease liabilities (1.9 times excluding these liabilities). \n   \n In addition to the securitisation the Group has a £200 million committed unsecured facility, expiring in July 2026. Further details of existing debt arrangements and an analysis of net debt can be found in Note 10 to the financial statements and at https://www.mbplc.com/infocentre/debtinformation/ .  \n   \n Going Concern \n   \n After considering forecasts, sensitivities and mitigating actions available to management and having regard to risks and uncertainties, the Directors have a reasonable expectation that the Group has adequate resources to continue to operate within its borrowing facilities and covenants for a period of at least 12 months from the date of signing the financial statements. Accordingly, the financial statements have been prepared on the going concern basis. Full details are included in Note 1. \n   \n   \n Director's responsibility statement \n   \n We confirm that to the best of our knowledge: \n \n \n \n \n - \n \n \n The condensed set of financial statements has been prepared in accordance with IAS 34 'Interim Financial Reporting' as required by DTR 4.2.4R and to the best of their knowledge gives a true and fair view of the information required by DTR 4.2.4R; \n \n \n \n \n - \n \n \n The interim management report includes a fair review of the information required by DTR 4.2.7R (indication of important events during the first 28 weeks and description of principal risks and uncertainties for the remaining 24 weeks of the year); and \n \n \n \n \n - \n \n \n The interim management report includes a fair review of the information required by DTR 4.2.8R (disclosure of related parties' transactions and changes therein). \n   \n \n \n \n \n   \n This responsibility statement was approved by the Board of Directors on 21 May 2025 and is signed on its behalf by: \n   \n Tim Jones \n Chief Financial Officer \n 21 May 2025 \n   \n Definitions \n   \n a - The Directors use a number of alternative performance measures (APMs) that are considered critical to aid the understanding of the Group's performance. Key measures are explained later in this announcement. \n   \n b - As measured by the CGA Business Tracker.  \n   \n   \n   \n \n \n \n GROUP CONDENSED INCOME STATEMENT                                     \n for the 28 weeks ended 12 April 2025 \n \n \n \n \n   \n \n \n   \n \n \n 2025 \n \n \n \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n \n \n   \n \n \n   \n \n \n 28 weeks \n (Unaudited) \n \n \n \n \n \n 28 weeks \n (Unaudited) \n \n \n \n \n \n 52 weeks \n (Audited) \n \n \n \n \n   \n \n \n   \n \n \n Before separately disclosed items a \n \n \n   \n \n \n   \n   \n   \n Total \n \n \n \n \n \n Before separately disclosed items a \n \n \n \n \n \n   \n   \n   \n Total \n \n \n \n \n \n Before separately disclosed items a \n \n \n \n \n \n   \n   \n   \n Total \n \n \n \n \n   \n \n \n Notes \n \n \n                  £m \n \n \n   \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Revenue \n \n \n 3 \n \n \n 1,454  \n \n \n   \n \n \n 1,454  \n \n \n \n \n \n 1,396  \n \n \n \n \n \n 1,396  \n \n \n \n \n \n 2,610  \n \n \n \n \n \n 2,610  \n \n \n \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Operating costs before depreciation, amortisation and movements in the valuation of the property portfolio \n \n \n   \n \n \n (1,202) \n \n \n   \n \n \n (1,202) \n \n \n \n \n \n (1,163) \n \n \n \n \n \n (1,163) \n \n \n \n \n \n (2,168) \n \n \n \n \n \n (2,168)  \n \n \n \n \n Net profit arising on property disposals \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n 2  \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n EBITDA b before movements in the valuation of the property portfolio \n \n \n \n \n \n 252  \n \n \n   \n \n \n 252  \n \n \n \n \n \n 233  \n \n \n \n \n \n 233  \n \n \n \n \n \n 442  \n \n \n \n \n \n 444  \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Depreciation, amortisation and movements in the valuation of the property portfolio \n \n \n   \n \n \n (71) \n \n \n   \n \n \n (71) \n \n \n \n \n \n (69) \n \n \n \n \n \n (69) \n \n \n \n \n \n (130) \n \n \n \n \n \n (144) \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Operating profit \n \n \n \n \n \n 181  \n \n \n   \n \n \n 181  \n \n \n \n \n \n 164  \n \n \n \n \n \n 164  \n \n \n \n \n \n 312  \n \n \n \n \n \n 300  \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Finance costs \n \n \n 5 \n \n \n (55) \n \n \n   \n \n \n (55) \n \n \n \n \n \n (60) \n \n \n \n \n \n (60) \n \n \n \n \n \n (109) \n \n \n \n \n \n (109) \n \n \n \n \n Finance income \n \n \n 5 \n \n \n 5  \n \n \n   \n \n \n 5  \n \n \n \n \n \n 5  \n \n \n \n \n \n 5  \n \n \n \n \n \n 10  \n \n \n \n \n \n 10  \n \n \n \n \n Net pensions finance income/ (charge) \n \n \n   \n 5,11 \n \n \n 3  \n \n \n   \n \n \n 3  \n \n \n \n \n \n (1) \n \n \n \n \n \n (1) \n \n \n \n \n \n (2) \n \n \n \n \n \n (2) \n \n \n \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Profit before tax \n \n \n \n \n \n 134   \n \n \n   \n \n \n 134   \n \n \n \n \n \n 108   \n \n \n \n \n \n 108   \n \n \n \n \n \n 211  \n \n \n \n \n \n 199  \n \n \n \n \n Tax charge \n \n \n   \n 6 \n \n \n (34) \n \n \n   \n \n \n (34) \n \n \n \n \n \n (27) \n \n \n \n \n \n (27) \n \n \n \n \n \n                    (54) \n \n \n \n \n \n            (50) \n \n \n \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Profit for the period \n \n \n \n \n \n 100  \n \n \n   \n \n \n 100  \n \n \n \n \n \n 81  \n \n \n \n \n \n 81  \n \n \n \n \n \n               \n           157  \n \n \n \n \n \n               \n           149  \n \n \n \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Earnings per ordinary share : \n \n \n   \n 7 \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Basic \n \n \n 16.8p \n \n \n   \n \n \n 16.8p \n \n \n \n \n \n 13.6p \n \n \n \n \n \n 13.6p \n \n \n \n \n \n 26.4p \n \n \n \n \n \n 25.0p  \n \n \n   \n \n \n \n \n \n \n \n Diluted \n \n \n 16.7p \n \n \n   \n \n \n 16.7p \n \n \n \n \n \n 13.5p \n \n \n \n \n \n 13.5p \n \n \n \n \n \n 26.2p \n \n \n \n \n \n 24.8p  \n \n \n   \n \n \n \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n a. \n \n \n Separately disclosed items are explained and analysed in note 4. \n \n \n   \n \n \n \n \n b. \n \n \n Earnings before interest, tax, depreciation, amortisation and movements in the valuation of the property portfolio. \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n All results relate to continuing operations. \n   \n   \n   \n   \n \n \n   \n GROUP CONDENSED STATEMENT OF COMPREHENSIVE INCOME \n for the 28 weeks ended 12 April 2025 \n   \n \n \n \n \n \n \n \n   \n \n \n 2025 \n \n \n \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n 28 weeks \n \n \n \n \n \n 28 weeks \n \n \n \n \n \n 52 weeks \n \n \n   \n \n \n \n \n \n \n \n Notes \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n   \n \n \n \n \n   \n \n \n   \n \n \n (Unaudited) \n \n \n \n \n \n (Unaudited) \n \n \n \n \n \n (Audited) \n \n \n   \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Profit for the period \n \n \n   \n \n \n 100  \n \n \n \n \n \n 81  \n \n \n \n \n \n 149  \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Items that will not be reclassified subsequently to profit or loss: \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Unrealised gain on revaluation of the property portfolio \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n   254  \n \n \n   \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Remeasurement of pension liabilities \n \n \n 11 \n \n \n (16)  \n \n \n \n \n \n 1  \n \n \n \n \n \n 166  \n \n \n   \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Tax relating to items not reclassified \n \n \n 6 \n \n \n 4   \n \n \n   \n \n \n -  \n \n \n \n \n \n (116) \n \n \n   \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n (12)  \n \n \n \n \n \n 1  \n \n \n \n \n \n 304  \n \n \n   \n \n \n \n \n   \n \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n Items that may be reclassified subsequently to profit or loss: \n \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Exchange differences on translation of foreign operations \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n   \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Cash flow hedges: \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n - Gains/(losses) arising during the period \n \n \n \n \n \n  14  \n \n \n \n \n \n  (18) \n \n \n \n \n \n (34)  \n \n \n   \n \n \n \n \n - Reclassification adjustments for items included in profit or loss \n \n \n \n \n \n -  \n \n \n \n \n \n 3  \n \n \n \n \n \n 11   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Tax relating to items that may be reclassified \n \n \n 6 \n \n \n (4)  \n \n \n \n \n \n 4  \n \n \n \n \n \n 6   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n   \n \n \n \n \n \n 10  \n \n \n \n \n \n (11) \n \n \n \n \n \n (17)  \n \n \n \n \n \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Other comprehensive (expense)/income after tax \n \n \n \n \n \n (2)  \n \n \n   \n \n \n (10)  \n \n \n \n \n \n 287  \n \n \n   \n \n \n \n \n   \n \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n   \n \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Total comprehensive income for the period \n \n \n \n \n \n 98  \n \n \n   \n \n \n 71  \n \n \n \n \n \n 436  \n \n \n   \n \n \n \n \n   \n   \n   \n \n \n   GROUP CONDENSED BALANCE SHEET \n \n \n \n \n 12 April 2025 \n \n \n   \n \n \n 2025 \n \n \n \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n 12 April \n \n \n \n \n \n 13 April \n \n \n \n \n \n 28 September \n \n \n   \n \n \n \n \n   \n \n \n Notes \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n   \n \n \n \n \n ASSETS \n \n \n   \n \n \n (Unaudited) \n \n \n \n \n \n (Unaudited) \n \n \n \n \n \n (Audited) \n \n \n   \n \n \n \n \n Goodwill and other intangible assets \n \n \n 8 \n \n \n 21   \n \n \n \n \n \n 16   \n \n \n \n \n \n 20  \n \n \n   \n \n \n \n \n Property, plant and equipment \n \n \n 8 \n \n \n 4,451   \n \n \n \n \n \n 4,114   \n \n \n \n \n \n 4,419  \n \n \n   \n \n \n \n \n Right-of-use assets \n \n \n 9 \n \n \n 302   \n \n \n \n \n \n 316   \n \n \n \n \n \n 307  \n \n \n   \n \n \n \n \n Finance lease receivables \n \n \n \n \n \n 10   \n \n \n   \n \n \n 11   \n \n \n \n \n \n 11  \n \n \n   \n \n \n \n \n Other receivables \n \n \n 11 \n \n \n -    \n \n \n \n \n \n 12   \n \n \n \n \n \n -   \n \n \n   \n \n \n \n \n Pension surplus \n \n \n 11 \n \n \n 141    \n \n \n \n \n \n -    \n \n \n \n \n \n 164  \n \n \n   \n \n \n \n \n Deferred tax asset \n \n \n \n \n \n 3    \n \n \n \n \n \n 4   \n \n \n \n \n \n 3   \n \n \n   \n \n \n \n \n Derivative financial instruments \n \n \n 12 \n \n \n 19    \n \n \n \n \n \n 28   \n \n \n \n \n \n 19   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Total non-current assets \n \n \n \n \n \n 4,947   \n \n \n \n \n \n 4,501   \n \n \n \n \n \n                4,943  \n \n \n   \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Inventories \n \n \n \n \n \n 28   \n \n \n \n \n \n 27   \n \n \n \n \n \n 27  \n \n \n   \n \n \n \n \n Trade and other receivables \n \n \n \n \n \n 73   \n \n \n \n \n \n 92   \n \n \n \n \n \n 98  \n \n \n   \n \n \n \n \n Finance lease receivables \n \n \n \n \n \n 2   \n \n \n \n \n \n 1   \n \n \n \n \n \n 1   \n \n \n   \n \n \n \n \n Derivative financial instruments \n \n \n 12 \n \n \n 1   \n \n \n \n \n \n 2   \n \n \n \n \n \n -  \n \n \n   \n \n \n \n \n Cash and cash equivalents \n \n \n 10 \n \n \n 253   \n \n \n \n \n \n 194   \n \n \n \n \n \n 176  \n \n \n   \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Total current assets \n \n \n \n \n \n 357   \n \n \n \n \n \n 316   \n \n \n \n \n \n 302  \n \n \n   \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Total assets \n \n \n \n \n \n 5,304   \n \n \n   \n \n \n 4,817   \n \n \n \n \n \n 5,245  \n \n \n   \n \n \n \n \n LIABILITIES \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Pension liabilities \n \n \n 11 \n \n \n (1)  \n \n \n \n \n \n (1)  \n \n \n \n \n \n (1) \n \n \n   \n \n \n \n \n Trade and other payables \n \n \n \n \n \n (492)  \n \n \n \n \n \n (489)  \n \n \n \n \n \n (482) \n \n \n   \n \n \n \n \n Current tax liabilities \n \n \n \n \n \n (2)  \n \n \n \n \n \n (2)  \n \n \n \n \n \n (1) \n \n \n   \n \n \n \n \n Borrowings \n \n \n 10 \n \n \n (156)  \n \n \n \n \n \n (140)  \n \n \n \n \n \n (143) \n \n \n   \n \n \n \n \n Lease liabilities \n \n \n 9 \n \n \n (42)  \n \n \n \n \n \n (42)  \n \n \n \n \n \n (33) \n \n \n \n \n \n \n \n Derivative financial instruments \n \n \n 12 \n \n \n (2)  \n \n \n \n \n \n -    \n \n \n \n \n \n (2) \n \n \n   \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Total current liabilities \n \n \n \n \n \n (695)  \n \n \n   \n \n \n (674)  \n \n \n \n \n \n (662) \n \n \n   \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Pension liabilities \n \n \n 11 \n \n \n (21)  \n \n \n \n \n \n (22)  \n \n \n \n \n \n (24) \n \n \n   \n \n \n \n \n Other payables \n \n \n \n \n \n (8)  \n \n \n \n \n \n -    \n \n \n \n \n \n (8) \n \n \n   \n \n \n \n \n Borrowings \n \n \n 10 \n \n \n (976)  \n \n \n \n \n \n (1,120)  \n \n \n \n \n \n (1,041) \n \n \n   \n \n \n \n \n Lease liabilities \n \n \n 9 \n \n \n (396)  \n \n \n \n \n \n (407)  \n \n \n \n \n \n (414) \n \n \n   \n \n \n \n \n Derivative financial instruments \n \n \n 12 \n \n \n (15)  \n \n \n \n \n \n (21)  \n \n \n \n \n \n (27) \n \n \n   \n \n \n \n \n Deferred tax liabilities \n \n \n \n \n \n (514)  \n \n \n \n \n \n (363)  \n \n \n \n \n \n (491) \n \n \n   \n \n \n \n \n Provisions \n \n \n \n \n \n (12)  \n \n \n \n \n \n (9)  \n \n \n \n \n \n (12) \n \n \n   \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Total non-current liabilities \n \n \n   \n \n \n (1,942)  \n \n \n   \n \n \n (1,942)  \n \n \n \n \n \n (2,017) \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Total liabilities \n \n \n   \n \n \n (2,637)  \n \n \n   \n \n \n (2,616)  \n \n \n \n \n \n (2,679) \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Net assets \n \n \n   \n \n \n 2,667   \n \n \n   \n \n \n 2,201   \n \n \n \n \n \n 2,566 \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n EQUITY \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Called up share capital \n \n \n \n \n \n 51   \n \n \n \n \n \n 51   \n \n \n \n \n \n 51  \n \n \n   \n \n \n \n \n Share premium account \n \n \n \n \n \n 358   \n \n \n \n \n \n 357   \n \n \n \n \n \n 357  \n \n \n   \n \n \n \n \n Capital redemption reserve \n \n \n   \n \n \n 3   \n \n \n \n \n \n 3   \n \n \n \n \n \n 3   \n \n \n   \n \n \n \n \n Revaluation reserve \n \n \n   \n \n \n 1,143   \n \n \n \n \n \n 951   \n \n \n \n \n \n 1,143  \n \n \n   \n \n \n \n \n Own shares held \n \n \n   \n \n \n (7)  \n \n \n \n \n \n (5)  \n \n \n \n \n \n (9) \n \n \n   \n \n \n \n \n Hedging reserve \n \n \n   \n \n \n (11)  \n \n \n \n \n \n (15)  \n \n \n \n \n \n (21) \n \n \n   \n \n \n \n \n Translation reserve \n \n \n   \n \n \n 14   \n \n \n \n \n \n 14   \n \n \n \n \n \n 14   \n \n \n   \n \n \n \n \n Retained earnings \n \n \n   \n \n \n 1,116   \n \n \n \n \n \n 845   \n \n \n \n \n \n 1,028  \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Total equity \n \n \n   \n \n \n 2,667   \n \n \n   \n \n \n 2,201   \n \n \n \n \n \n 2,566  \n \n \n   \n \n \n \n \n   \n \n \n GROUP CONDENSED STATEMENT OF CHANGES IN EQUITY \n for the 28 weeks ended 12 April 2025 \n   \n \n \n \n \n \n \n \n Called  \n \n \n \n \n \n Share  \n \n \n \n \n \n Capital  \n \n \n \n \n \n \n \n \n \n \n \n Own  \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n up share \n \n \n \n \n \n premium  \n \n \n \n \n \n redemption \n \n \n \n \n \n Revaluation \n \n \n \n \n \n shares  \n \n \n \n \n \n Hedging \n \n \n \n \n \n Translation \n \n \n \n \n \n Retained \n \n \n \n \n \n Total  \n \n \n \n \n \n \n \n capital  \n \n \n \n \n \n account  \n \n \n \n \n \n reserve  \n \n \n \n \n \n reserve  \n \n \n \n \n \n held  \n \n \n \n \n \n reserve  \n \n \n \n \n \n reserve  \n \n \n \n \n \n earnings \n \n \n \n \n \n equity \n \n \n \n \n \n \n \n £m  \n \n \n \n \n \n £m  \n \n \n \n \n \n £m  \n \n \n \n \n \n £m  \n \n \n \n \n \n £m  \n \n \n \n \n \n £m  \n \n \n \n \n \n £m  \n \n \n \n \n \n £m  \n \n \n \n \n \n £m  \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n At 30 September 2023 (Audited) \n \n \n 51 \n \n \n   \n \n \n 357 \n \n \n   \n \n \n 3 \n \n \n   \n \n \n 951 \n \n \n   \n \n \n (5) \n \n \n   \n \n \n (4) \n \n \n   \n \n \n 14 \n \n \n   \n \n \n 763 \n \n \n   \n \n \n 2,130  \n \n \n \n \n   \n Profit for the period \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n 81  \n \n \n \n \n \n 81  \n \n \n \n \n Other comprehensive income/(expense) \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n                - \n \n \n \n \n \n -  \n \n \n \n \n \n (11)  \n \n \n \n \n \n -  \n \n \n \n \n \n 1  \n \n \n \n \n \n (10)  \n \n \n \n \n Total comprehensive (expense)/income \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n (11)  \n \n \n \n \n \n -  \n \n \n \n \n \n 82  \n \n \n \n \n \n 71  \n \n \n \n \n Purchase of own shares \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n         (3) \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n (3)  \n \n \n \n \n Release of own shares \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n 3  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n (3)  \n \n \n \n \n \n -  \n \n \n \n \n Credit in respect of share-based payments \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n 3   \n \n \n \n \n \n 3   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n At 13 April 2024 \n(Unaudited) \n \n \n 51  \n \n \n   \n \n \n 357 \n \n \n   \n \n \n 3 \n \n \n   \n \n \n 951 \n \n \n   \n \n \n (5) \n \n \n   \n \n \n (15) \n \n \n   \n \n \n 14 \n \n \n   \n \n \n 845 \n \n \n \n \n \n 2,201  \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n Profit for the period \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n 68 \n \n \n \n \n \n 68   \n \n \n \n \n Other comprehensive (expense)/income \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n 192  \n \n \n   \n \n \n -  \n \n \n   \n \n \n (6)  \n \n \n   \n \n \n -  \n \n \n   \n \n \n 111  \n \n \n \n \n \n 297   \n \n \n \n \n Total comprehensive (expense)/income \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n 192  \n \n \n   \n \n \n -  \n \n \n   \n \n \n (6)  \n \n \n   \n \n \n -  \n \n \n   \n \n \n 179  \n \n \n \n \n \n 365   \n \n \n \n \n Purchase of own shares \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n (4) \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n \n \n \n (4)  \n \n \n \n \n Release of own shares \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n Credit in respect of share-based payments \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n 3  \n \n \n \n \n \n 3  \n \n \n \n \n Tax on share based payments \n \n \n \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n \n   \n \n \n 1 \n \n \n \n \n \n 1 \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n At 28 September 2024 (Audited) \n \n \n 51 \n \n \n   \n \n \n 357 \n \n \n   \n \n \n 3 \n \n \n   \n \n \n 1,143  \n \n \n   \n \n \n (9) \n \n \n   \n \n \n (21) \n \n \n   \n \n \n 14 \n \n \n   \n \n \n 1,028  \n \n \n \n \n \n 2,566 \n \n \n \n \n Profit for the period \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n 100  \n \n \n \n \n \n 100  \n \n \n \n \n Other comprehensive income /(expense) \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n                - \n \n \n   \n \n \n -  \n \n \n   \n \n \n 10  \n \n \n   \n \n \n -  \n \n \n   \n \n \n (12)  \n \n \n \n \n \n (2)  \n \n \n \n \n Total comprehensive income \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n 10 \n \n \n   \n \n \n -  \n \n \n   \n \n \n 88  \n \n \n \n \n \n 98  \n \n \n \n \n Share capital issued \n \n \n -  \n \n \n   \n \n \n 1  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n \n \n \n 1  \n \n \n \n \n Purchase of own shares \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n (2)  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n \n \n \n (2)  \n \n \n \n \n Release of own shares \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n 4   \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n (4) \n \n \n \n \n \n -  \n \n \n \n \n Credit in respect of share-based payments \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n -  \n \n \n   \n \n \n 4  \n \n \n \n \n \n 4  \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n At 12 April 2025 \n(Unaudited) \n \n \n 51 \n \n \n   \n \n \n 358 \n \n \n   \n \n \n 3 \n \n \n   \n \n \n 1,143 \n \n \n   \n \n \n (7)  \n \n \n   \n \n \n (11) \n \n \n   \n \n \n 14  \n \n \n   \n \n \n 1,116  \n \n \n \n \n \n 2,667  \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n GROUP CONDENSED CASH FLOW STATEMENT \n for the 28 weeks ended 12 April 2025 \n \n \n \n \n \n \n \n   \n \n \n 2025 \n \n \n \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n   \n \n \n 28 weeks \n \n \n \n \n \n 28 weeks \n \n \n \n \n \n 52 weeks \n \n \n \n \n \n \n \n Notes \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n Cash flow from operations \n \n \n   \n \n \n (Unaudited) \n \n \n \n \n \n (Unaudited) \n \n \n \n \n \n (Audited) \n \n \n \n \n Operating profit \n \n \n   \n \n \n 181  \n \n \n \n \n \n 164  \n \n \n \n \n \n 300  \n \n \n \n \n Add back/(deduct): \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Movement in the valuation of the property portfolio \n \n \n   \n \n \n -   \n \n \n \n \n \n -   \n \n \n \n \n \n 14  \n \n \n \n \n Net profit arising on property disposals \n \n \n   \n \n \n -   \n \n \n \n \n \n -   \n \n \n \n \n \n (2) \n \n \n \n \n Depreciation of property, plant and equipment \n \n \n 8 \n \n \n 51  \n \n \n \n \n \n 49  \n \n \n \n \n \n 92  \n \n \n \n \n Amortisation of intangibles \n \n \n \n \n \n 1  \n \n \n \n \n \n 2  \n \n \n \n \n \n  4  \n \n \n \n \n Depreciation of right-of-use assets \n \n \n 9 \n \n \n 19  \n \n \n \n \n \n 18  \n \n \n \n \n \n 34  \n \n \n \n \n Cost charged in respect of share-based payments \n \n \n \n \n \n 4  \n \n \n \n \n \n 3  \n \n \n \n \n \n 7  \n \n \n \n \n Administrative pension costs \n \n \n 11 \n \n \n 2  \n \n \n \n \n \n 2  \n \n \n \n \n \n 5  \n \n \n \n \n Utilisation of pension surplus for DC contributions \n \n \n \n \n \n 3  \n \n \n \n \n \n -   \n \n \n \n \n \n -   \n \n \n \n \n Operating cash flow before movements in working capital and  pension contributions \n \n \n \n \n \n 261  \n \n \n \n \n \n 238  \n \n \n \n \n \n 454  \n \n \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Increase in inventories \n \n \n \n \n \n                    (1) \n \n \n \n \n \n                 (2) \n \n \n \n \n \n (1) \n \n \n \n \n Decrease in trade and other receivables \n \n \n \n \n \n 26  \n \n \n \n \n \n 50  \n \n \n \n \n \n 44  \n \n \n \n \n Increase in trade and other payables \n \n \n \n \n \n 17  \n \n \n \n \n \n 14  \n \n \n \n \n \n 8  \n \n \n \n \n Decrease in provisions \n \n \n \n \n \n -   \n \n \n \n \n \n -   \n \n \n \n \n \n (1) \n \n \n \n \n Pension contributions \n \n \n 11 \n \n \n (1) \n \n \n \n \n \n (1) \n \n \n \n \n \n (1) \n \n \n \n \n Cash flow from operations \n \n \n \n \n \n 302  \n \n \n \n \n \n 299  \n \n \n \n \n \n 503  \n \n \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Interest payments \n \n \n \n \n \n (43) \n \n \n \n \n \n (50) \n \n \n \n \n \n (96) \n \n \n \n \n Interest receipts on interest rate swap \n \n \n \n \n \n -  \n \n \n \n \n \n 2  \n \n \n \n \n \n 3  \n \n \n \n \n Interest receipts on cross currency swap \n \n \n \n \n \n 3  \n \n \n \n \n \n 4  \n \n \n \n \n \n 7  \n \n \n \n \n Interest payments on cross currency swap \n \n \n \n \n \n (2) \n \n \n \n \n \n (3) \n \n \n \n \n \n (5) \n \n \n \n \n Other interest paid - lease liabilities \n \n \n \n \n \n (9) \n \n \n \n \n \n (8) \n \n \n \n \n \n (17) \n \n \n \n \n Interest received \n \n \n \n \n \n 5  \n \n \n \n \n \n 5  \n \n \n \n \n \n 9  \n \n \n \n \n Tax paid \n \n \n \n \n \n (10) \n \n \n \n \n \n (8) \n \n \n \n \n \n (18) \n \n \n \n \n Net cash from operating activities \n \n \n \n \n \n 246  \n \n \n \n \n \n 241  \n \n \n \n \n \n 386  \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Investing activities \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Acquisition of Pesto Restaurants Ltd \n \n \n \n \n \n -   \n \n \n \n \n \n -   \n \n \n \n \n \n (2) \n \n \n \n \n Purchases of property, plant and equipment \n \n \n \n \n \n (89) \n \n \n \n \n \n (80) \n \n \n \n \n \n (152) \n \n \n \n \n Purchases of intangible assets \n \n \n \n \n \n (3) \n \n \n \n \n \n (1) \n \n \n \n \n \n (2) \n \n \n \n \n Net proceeds from sale of property, plant and equipment \n \n \n \n \n \n -  \n \n \n \n \n \n -   \n \n \n \n \n \n 1  \n \n \n \n \n Finance lease principal repayments received \n \n \n \n \n \n 1  \n \n \n \n \n \n 1  \n \n \n \n \n \n 1  \n \n \n \n \n Net cash used in investing activities \n \n \n \n \n \n (91) \n \n \n \n \n \n (80) \n \n \n \n \n \n (154) \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Financing activities \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Issue of ordinary share capital \n \n \n \n \n \n 1  \n \n \n \n \n \n -   \n \n \n \n \n \n -   \n \n \n \n \n Purchase of own shares \n \n \n \n \n \n (2) \n \n \n \n \n \n (3) \n \n \n \n \n \n (7) \n \n \n \n \n Repayment of principal in respect of securitised debt \n \n \n 10 \n \n \n (67) \n \n \n \n \n \n (64) \n \n \n \n \n \n (128) \n \n \n \n \n Principal receipts on currency swap \n \n \n 10 \n \n \n 11  \n \n \n \n \n \n 11  \n \n \n \n \n \n 21  \n \n \n \n \n Principal payments on currency swap \n \n \n 10 \n \n \n (8) \n \n \n \n \n \n (8) \n \n \n \n \n \n (16) \n \n \n \n \n Cash payments for the principal portion of lease liabilities \n \n \n \n \n \n (23) \n \n \n \n \n \n (21) \n \n \n \n \n \n (41) \n \n \n \n \n Repayment of other borrowings \n \n \n \n \n \n -   \n \n \n ) \n \n \n -   \n \n \n \n \n \n (1) \n \n \n \n \n Short term financing of employee advances \n \n \n 10 \n \n \n -   \n \n \n \n \n \n -   \n \n \n \n \n \n 2  \n \n \n \n \n Net cash used in financing activities \n \n \n \n \n \n (88) \n \n \n \n \n \n (85) \n \n \n \n \n \n (170) \n \n \n \n \n Net increase in cash and cash equivalents \n \n \n 10 \n \n \n 67  \n \n \n \n \n \n 76  \n \n \n \n \n \n 62  \n \n \n \n \n Cash and cash equivalents at the beginning of the period \n \n \n 10 \n \n \n 164  \n \n \n \n \n \n 103  \n \n \n \n \n \n 103  \n \n \n \n \n Foreign exchange movements on cash \n \n \n   \n \n \n 1  \n \n \n \n \n \n -   \n \n \n \n \n \n (1) \n \n \n \n \n Cash and cash equivalents at the end of the period \n \n \n 10 \n \n \n 232  \n \n \n \n \n \n 179  \n \n \n \n \n \n 164  \n \n \n \n \n   Cash and cash equivalents are defined in note 10. \n \n \n  NOTES TO THE INTERIM FINANCIAL INFORMATION \n   \n \n \n \n \n 1.          GENERAL INFORMATION \n \n \n \n \n   \n \n \n \n \n Basis of preparation \n \n \n \n \n Mitchells & Butlers Plc (the Company) is a company domiciled in the UK. These condensed consolidated interim financial statements (interim financial statements) as at and for the 28 weeks ended 12 April 2025 comprise the Company and its subsidiaries (together referred to as the Group). The Group is primarily involved in the hospitality industry providing guests with memorable occasions serving food and drink across a range of restaurants, pubs and bars. \n   \n This interim financial information has been prepared in accordance with International Accounting Standard (IAS) 34 Interim Financial Reporting as adopted within the United Kingdom and should be read in conjunction with the Group's last annual consolidated financial statements as at 28 September 2024. They do not include all of the information required for a complete set of financial statements prepared in accordance with International Financial Reporting Standards ( IFRS). However, selected explanatory notes are included to explain events and transactions that are significant to an understanding of the changes in the Group's financial position and performance since the last annual financial statements. \n   \n These interim financial statements were authorised for issue by the Company's board of Directors on 21 May 2025 \n \n \n \n \n \n \n \n \n \n The information for the 52 weeks ended 28 September 2024 does not constitute statutory accounts as defined in section 434 of the Companies Act 2006.  A copy of the statutory accounts for that period has been delivered to the Registrar of Companies and has been prepared in accordance with IFRS as adopted within the United Kingdom.  The auditor's report on those accounts was not qualified and did not contain statements under section 498(2) or (3) of the Companies Act 2006. \n   \n This interim financial information has not been audited or reviewed by the auditor under the International Standard on Review Engagements (UK) 2410. \n \n \n \n \n   \n Going concern \n   \n The Directors have adopted the going concern basis in preparing these financial statements after assessing the impact of identified principal risks and their possible adverse impact on financial performance, specifically revenue and cashflows throughout the going concern period, being 12 months from the date of signing of these financial statements. \n   \n The Group has two main sources of funding. Namely, a secured debt financing structure and a £200m unsecured revolving credit facility due to expire in July 2026. \n   \n Within the secured debt financing structure there are two main covenants: the level of net worth (being the net asset value of the securitisation group) and FCF to DSCR. As at 12 April 2025 there was substantial headroom on the net worth covenant. FCF to DSCR represents the multiple of Free Cash Flow (being EBITDA less tax and required capital maintenance expenditure) generated by sites within the structure to the cost of debt service (being the repayment of principal, net interest charges and associated fees). This is tested quarterly on both a trailing two quarter and a four quarter basis with a minimum level of 1.1 times. \n   \n The u nsecured facility includes financial covenants relating to the ratio of EBITDAR to rent plus interest (at a minimum of 1.25 times) and Net debt to EBITDA (to be no more than 3.0 times) based on the performance of the unsecured estate, tested at each Half Year and Full Year date. Unsecured facilities expire in July 2026, beyond the going concern assessment period. \n   \n In the year ahead the main uncertaint ies are considered to be the continuation of growth in sales and the rate of cost inflation. The Directors believe that there are signs of further increases in the rate of overall cost inflation facing the Group both in the current financial year and next. These are expected to manifest particularly in the areas of labour costs (driven by higher statutory minimum wage rates and by employers national insurance increases from April 2025) and in food input costs, especially meat. The outlook overall remains uncertain and will depend on a number of factors including consumer spending power and confidence, global political developments and supply chain disruptions and government policy. \n   \n   \n   \n   \n   \n 1.         GENERAL INFORMATION (CONTINUED) \n   \n Going concern (continued) \n The Directors have reviewed t he financing arrangements against a forward trading forecast in which they have considered the Group's current financial position. This forecast assumes further growth in sales but recognises the impact of increasing cost pressure, notably in labour and food costs, which the Group will expect to have some success in mitigating. Under this scenario the Group is able to stay within all committed facility financial covenants, with good levels of headroom, and maintains sufficient liquidity throughout.  \n   \n T he Directors have also considered a severe but plausible downside scenario covering adverse movements against the base forward forecast in both sales and cost inflation in which some, but limited, further mitigation activity is taken. In this downside scenario the Group also retains sufficient liquidity throughout the period, and no covenants are breached with reasonable headroom maintained throughout the review period. \n   \n After due consideration of these factors, the Directors believe that they have a reasonable expectation that the Group has sufficient resources to continue in operational existence for the 12 months from the date of approval of these condensed financial statements, and therefore continue to adopt the going concern assumption in their preparation. \n   \n \n \n \n \n   \n Accounting policies \n The interim financial information has been prepared on a consistent basis using the accounting policies set out in the Annual Report and Accounts 2024. \n   \n Critical accounting judgements and key sources of estimation uncertainty \n The preparation of the consolidated financial statements requires management to make judgements, estimates and assumptions in the application of accounting policies that affect reported amounts of assets, liabilities, income and expense. \n   \n Estimates and judgements are periodically reviewed and are based on historical experience and other factors including expectations of future events that are believed to be reasonable under the circumstances. Actual results may differ from these estimates. Details of the Group's critical accounting judgements and estimates are described within the relevant accounting policies set out in the Annual Report and Accounts 2024. Judgements and estimates for the interim period remain unchanged. \n   \n \n \n \n \n 2.          SEGMENTAL ANALYSIS \n \n \n \n \n \n \n \n \n \n The Group trades in one business segment (that of operating pubs, bars and restaurants). The Group's brands meet the aggregation criteria set out in paragraph 12 of IFRS 8 Operating Segments and as such the Group reports the business as one reportable segment. \n \n \n \n \n   \n 3.         REVENUE \n   \n \n \n \n \n Revenue is analysed as follows: \n \n \n \n \n \n 2025 \n \n \n \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n \n \n \n 28 weeks \n \n \n \n \n \n 28 weeks \n \n \n \n \n \n 52 weeks \n \n \n \n \n \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n Food \n \n \n \n \n \n 782  \n \n \n \n \n \n 751  \n \n \n \n \n \n 1,385 \n \n \n \n \n Drink \n \n \n \n \n \n 621  \n \n \n \n \n \n 597  \n \n \n \n \n \n 1,132 \n \n \n \n \n Services \n \n \n \n \n \n 51  \n \n \n \n \n \n 48  \n \n \n \n \n \n 93 \n \n \n \n \n Total \n \n \n \n \n \n 1,454  \n \n \n \n \n \n 1,396  \n \n \n \n \n \n 2,610 \n \n \n \n \n   \n Revenue from services includes rent receivable from unlicensed properties and leased operations of £5m (2024 28 weeks £5m, 2024 52 weeks £9m). \n   \n Food and drink revenue includes £14m (2024 28 weeks £12m, 2024 52 weeks £18m) in respect of gift card redemptions, which was recorded within deferred income at the prior period end. \n   \n \n \n   \n   \n 4.          SEPARATELY DISCLOSED ITEMS \n   \n In addition to presenting information on an IFRS basis, the Group also presents adjusted profit and earnings per share information that excludes separately disclosed items and the impact of any associated tax. Adjusted profitability measures are presented excluding separately disclosed items as we believe this provides both management and investors with useful additional information about the Group's performance and supports a more effective comparison of the Group's trading performance from one period to the next.  Adjusted profit and earnings per share information is used by management to monitor business performance against both shorter-term budgets and forecasts but also against the Group's longer-term strategic plans. \n   \n Judgement is used to determine those items which should be separately disclosed. This judgement includes assessment of whether an item is of sufficient size or of a nature that is not consistent with normal trading activities. \n   \n There are no separately disclosed items in the current period.  In the prior period separately disclosed items include movements in the valuation of the property portfolio as a result of the revaluation exercise of property, plant and equipment; impairment reviews of right-of-use assets and computer software. \n   \n   \n \n \n \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n \n \n \n 28 weeks \n \n \n \n \n \n 28 weeks \n \n \n \n \n \n 52 weeks \n \n \n \n \n \n \n \n Notes \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Net profit arising on property disposals \n \n \n \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n 2 \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Movement in the valuation of the property portfolio: \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n - Impairment credit arising from the revaluation of freehold and long leasehold properties \n \n \n a \n \n \n -    \n \n \n   \n \n \n -    \n \n \n   \n \n \n   \n 4  \n \n \n \n \n - Impairment of right-of-use assets \n \n \n b \n \n \n -    \n \n \n \n \n \n -    \n \n \n \n \n \n (17) \n \n \n \n \n - Impairment of computer software \n \n \n c \n \n \n -    \n \n \n \n \n \n -    \n \n \n \n \n \n (1) \n \n \n \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Net movement in the valuation of the property portfolio \n \n \n \n \n \n -    \n \n \n \n \n \n -    \n \n \n \n \n \n (14) \n \n \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total separately disclosed items before tax \n \n \n \n \n \n -    \n \n \n \n \n \n -    \n \n \n \n \n \n (12)  \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Tax relating to the above items \n \n \n \n \n \n -    \n \n \n \n \n \n -    \n \n \n \n \n \n  4   \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total separately disclosed items after tax \n \n \n   \n \n \n -    \n \n \n \n \n \n -    \n \n \n \n \n \n (8)   \n \n \n \n \n   \n Separately disclosed items are as follows: \n   \n \n \n \n \n a. \n   \n \n \n The impairment arising from the Group's revaluation of its freehold and long leasehold pub estate comprises an impairment credit as the result of a revaluation surplus that reverses past impairments net of an impairment charge, where the carrying values of the properties exceed their recoverable amount. \n \n \n \n \n b. \n \n \n Impairment of right-of-use assets where their carrying values exceeded their recoverable amounts, net of reversals of past impairments. \n \n \n \n \n c. \n \n \n Impairment of computer software where the carrying value exceeded the recoverable amount. \n \n \n \n \n   \n   \n   \n \n \n   \n 5.            FINANCE COSTS AND INCOME \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n 2025 \n \n \n \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n 28 weeks \n \n \n \n \n \n 28 weeks \n \n \n \n \n \n 52 weeks \n \n \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n Finance costs \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Interest on securitised debt \n \n \n (40) \n \n \n \n \n \n (44) \n \n \n \n \n \n (79) \n \n \n \n \n Interest on other borrowings \n \n \n (6) \n \n \n \n \n \n (7) \n \n \n \n \n \n (13) \n \n \n \n \n Interest on lease liabilities \n \n \n (9) \n \n \n \n \n \n (9) \n \n \n \n \n \n (17) \n \n \n \n \n Total finance costs \n \n \n (55) \n \n \n \n \n \n (60) \n \n \n \n \n \n (109) \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Finance income \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Interest receivable on cash balances \n \n \n 5  \n \n \n \n \n \n 5  \n \n \n \n \n \n 10  \n \n \n \n \n   \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Net pensions finance income / (charge) (note 11) \n \n \n 3  \n \n \n \n \n \n (1) \n \n \n \n \n \n (2) \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n   \n 6.         TAXATION \n   \n The taxation charge for the 28 weeks ended 12 April 2025 has been calculated by applying an estimate of the annual effective tax rate before separately disclosed items of 25.7% (2024 28 weeks, 25.4%). The annual effective rate is slightly above the UK statutory rate of 25% largely due to profits arising and taxed in Germany, which has a higher statutory tax rate. \n   \n The Group is within the scope of the OECD Pillar Two (Global Minimum Tax) model rules. The legislation has been substantively enacted in the UK and Germany, being the jurisdictions in which the Group operates. The rules are effective for the Group from this accounting period commencing 29 September 2024. Initial assessments indicate that Pillar Two income taxes will not be material to the Group, with the effective tax rate in the UK and Germany both exceeding the 15% global minimum tax rate by some margin. The Group is continuing to work on evaluating the final impact of both the calculations and the reporting requirements through the remainder of FY 2025. \n   \n   \n \n \n \n \n   \n \n \n 2025 \n \n \n \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n \n \n   \n \n \n 28 weeks \n \n \n \n \n \n 28 weeks \n \n \n \n \n \n 52 weeks \n \n \n \n \n Tax charge in the income statement \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Current tax: \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n - Corporation tax \n \n \n (11) \n \n \n \n \n \n (8) \n \n \n \n \n \n (16)  \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total current tax charge \n \n \n (11) \n \n \n \n \n \n (8) \n \n \n \n \n \n (16)  \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Deferred tax: \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n - Origination and reversal of temporary differences \n \n \n (23) \n \n \n   \n \n \n (19) \n \n \n \n \n \n (33)   \n \n \n \n \n - Amounts under-provided in prior periods \n \n \n -  \n \n \n   \n \n \n -  \n \n \n \n \n \n (1)   \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total deferred tax charge \n \n \n (23) \n \n \n   \n \n \n (19) \n \n \n \n \n \n (34)   \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total tax charge in the income statement \n \n \n (34) \n \n \n \n \n \n (27) \n \n \n \n \n \n (50)   \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Further analysed as tax relating to: \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Profit before separately disclosed items \n \n \n (34) \n \n \n \n \n \n (27) \n \n \n \n \n \n (54) \n \n \n \n \n Separately disclosed items \n \n \n -   \n \n \n \n \n \n -   \n \n \n \n \n \n  4  \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n (34) \n \n \n \n \n \n (27) \n \n \n \n \n \n (50) \n \n \n \n \n   \n \n \n   \n 6.         TAXATION (CONTINUED) \n   \n \n \n \n \n   \n \n \n 2025 \n \n \n \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n \n \n Tax relating to items recognised in other comprehensive \n \n \n 28 weeks \n \n \n \n \n \n 28 weeks \n \n \n \n \n \n 52 weeks \n \n \n \n \n income/(expense) \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n   \n \n \n   \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Deferred tax: \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Items that will not be reclassified subsequently to profit or loss: \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n - Unrealised gains due to revaluations - revaluation reserve \n \n \n -   \n \n \n \n \n \n -   \n \n \n \n \n \n (74)  \n \n \n \n \n - Remeasurement of pension liabilities \n \n \n 4   \n \n \n \n \n \n -   \n \n \n \n \n \n (42)  \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 4   \n \n \n \n \n \n -   \n \n \n \n \n \n (116)  \n \n \n \n \n Items that may be reclassified subsequently to profit or loss: \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n - Cash flow hedges \n \n \n (4)  \n \n \n \n \n \n 4   \n \n \n \n \n \n 6  \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total tax credit/(charge) recognised in other comprehensive income \n \n \n -   \n \n \n \n \n \n  4   \n \n \n \n \n \n (110) \n \n \n \n \n   \n   \n 7.            EARNINGS PER SHARE \n   \n Basic earnings per share (EPS) has been calculated by dividing the profit for the financial period by the weighted average number of ordinary shares in issue during the period, excluding own shares held by employee share trusts. \n   \n For diluted earnings per share, the weighted average number of ordinary shares is adjusted to assume conversion of all dilutive potential ordinary shares. \n   \n Adjusted earnings per ordinary share amounts are presented before separately disclosed items (see note 4) in order to allow a better understanding of the adjusted trading performance of the Group. \n   \n The profit used for the earnings per share calculations is as follows: \n   \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n 28 weeks \n \n \n \n \n \n 28 weeks \n \n \n \n \n \n 52 weeks \n \n \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Profit for the period \n \n \n 100  \n \n \n   \n \n \n  81  \n \n \n \n \n \n  149   \n \n \n \n \n Separately disclosed items net of tax  \n \n \n -   \n \n \n   \n \n \n -   \n \n \n \n \n \n  8   \n \n \n \n \n \n \n \n    \n \n \n   \n \n \n    \n \n \n \n \n \n    \n \n \n \n \n Adjusted profit for the period \n \n \n  100  \n \n \n   \n \n \n  81  \n \n \n \n \n \n  157  \n \n \n \n \n   \n The number of shares used for the earnings per share calculations are as follows: \n   \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n   \n \n \n \n \n \n \n \n 28 weeks \n \n \n \n \n \n 28 weeks \n \n \n \n \n \n 52 weeks \n \n \n   \n \n \n \n \n \n \n \n million \n \n \n \n \n \n million \n \n \n \n \n \n million \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Basic weighted average number of ordinary shares \n \n \n 595  \n \n \n \n \n \n 596  \n \n \n \n \n \n 595   \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Effect of dilutive potential ordinary shares: \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n -     Contingently issuable shares \n \n \n   4  \n   \n \n \n   \n \n \n   4  \n   \n \n \n \n \n \n  5  \n \n \n   \n \n \n \n \n -     Other share options \n \n \n 1  \n \n \n   \n \n \n -  \n \n \n \n \n \n -  \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Diluted weighted average number of shares \n \n \n 600  \n \n \n \n \n \n 600  \n \n \n \n \n \n 600   \n \n \n   \n \n \n \n \n \n \n \n \n \n   \n At 12 April 2025, 4,152,712 (2024 28 weeks 4,629,922, 2024 52 weeks 1,486,595) share options were outstanding that could potentially dilute basic EPS in the future but were not included in the calculation of diluted EPS as they are anti-dilutive for the periods presented. Outstanding options can only be dilutive, and therefore included in the diluted EPS calculation, when the average share price during the period exceeds the exercise price of the options. \n \n \n   \n 7.            EARNINGS PER SHARE (CONTINUED) \n   \n   \n \n \n \n \n   \n \n \n 2025 \n \n \n   \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n \n \n   \n \n \n 28 weeks \n \n \n   \n \n \n 28 weeks \n \n \n \n \n \n 52 weeks \n \n \n \n \n   \n \n \n Pence \n \n \n   \n \n \n pence \n \n \n \n \n \n pence \n \n \n \n \n Basic earnings per share \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n Basic earnings per share \n \n \n 16.8  \n \n \n   \n \n \n 13.6  \n \n \n \n \n \n 25.0  \n \n \n \n \n Separately disclosed items net of tax per share \n \n \n -    \n \n \n \n \n \n -    \n \n \n \n \n \n  1.4  \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Adjusted basic earnings per share \n \n \n 16.8  \n \n \n \n \n \n  13.6  \n \n \n \n \n \n  26.4  \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Diluted earnings per share \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Diluted earnings per share \n \n \n 16.7  \n \n \n \n \n \n 13.5  \n \n \n \n \n \n 24.8   \n \n \n \n \n Adjusted diluted earnings per share \n \n \n 16.7  \n \n \n \n \n \n  13.5  \n \n \n \n \n \n  26.2  \n \n \n \n \n   \n   \n 8.            PROPERTY, PLANT AND EQUIPMENT \n   \n   \n \n \n \n \n   \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n 12 April \n \n \n \n \n \n 13 April \n \n \n \n \n \n 28 September \n \n \n \n \n Net book value \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n At beginning of period \n \n \n 4,419   \n \n \n \n \n \n 4,086   \n \n \n \n \n \n 4,086   \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Additions \n \n \n 84   \n \n \n \n \n \n 80   \n \n \n \n \n \n 163   \n \n \n \n \n Acquired through business combinations \n \n \n -   \n \n \n \n \n \n -   \n \n \n \n \n \n 7   \n \n \n \n \n Disposals \n \n \n (2)  \n \n \n \n \n \n (3)  \n \n \n \n \n \n                       (2)  \n \n \n \n \n Net increase from property revaluation \n \n \n -   \n \n \n \n \n \n -   \n \n \n \n \n \n 258   \n \n \n \n \n Depreciation provided during the period \n \n \n (51)  \n \n \n \n \n \n (49)  \n \n \n \n \n \n (92)  \n \n \n \n \n Foreign currency movements \n \n \n 1   \n \n \n \n \n \n -   \n \n \n \n \n \n (1)  \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n At end of period \n \n \n 4,451   \n \n \n \n \n \n 4,114   \n \n \n \n \n \n 4,419   \n \n \n \n \n   \n   \n Revaluation and impairment \n The freehold and long leasehold licensed properties were valued at market value as at 28 September 2024, using information provided by CBRE, independent Chartered Surveyors. This valuation was based on an assessment of individual asset fair maintainable trade (FMT) and property multiples.  The Group has performed an assessment for material changes that would impact the value of its freehold and long leasehold properties at the interim date.  The Group's profit performance is in line with forecast supporting the fair maintainable trade assessed at 28 September 2024 and the property multiples adopted at 28 September 2024 are supported by the current property market.  As such there is no requirement to perform a revaluation at the interim date. \n   \n Short leasehold properties, unlicensed properties and fixtures, fittings and equipment are held at cost less depreciation and impairment provisions. During the current period, in accordance with IAS 36, the Group has performed an assessment for indicators of impairment of these categories of property, plant and equipment, together with right-of-use assets (note 9). This review included an assessment that current year performance is in line with the overall Group forecast used in the impairment review at 28 September 2024, and estimates of long term growth rates and capital maintenance from the year end remain appropriate.  In addition, our sensitivity analysis at FY24 year end showed that the impairment charge was relatively insensitive to likely movements in the discount rate (pre-tax WACC) of 11.00%. As such, there are not considered to be any indicators of impairment that would require the Group to perform a further review of impairment. \n   \n As a result of the above review, no revaluation or impairment has been recognised in the period (2024 28 weeks £nil, 2024 52 weeks revaluation increase of £258m and short leasehold properties net impairment of £nil). \n   \n   \n \n \n   \n 8.            PROPERTY, PLANT AND EQUIPMENT (CONTINUED) \n   \n Goodwill and other intangible assets \n Goodwill and other intangible assets at 12 April 2025 of £21m (13 April 2024 £16m, 28 September 2024 £20m)  comprise goodwill of £7m (13 April 2024 £2m, 28 September 2024 £7m), brands of £6m (13 April 2024 £5m, 28 September 2024 £7m) and computer software of £8m (13 April 2024 £9m, 28 September 2024 £6m). \n   \n As a result of the review of indicators of impairment described above, no impairment has been recognised against goodwill and other intangible assets in the period (2024 28 weeks £nil, 2024 52 weeks computer software impairment of £1m). \n   \n Capital commitments \n The total amount contracted for but not provided in the financial statements was £20m (13 April 2024 £25m, 28 September 2024 £18m). \n   \n   \n 9.            LEASES \n   \n Right-of-use assets \n   \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n 12 April \n \n \n \n \n \n 13 April \n \n \n \n \n \n 28 September \n \n \n \n \n Net book value \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n At start of period \n \n \n 307  \n \n \n \n \n \n 327  \n \n \n \n \n \n 327  \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Acquired through business combinations \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n 7  \n \n \n \n \n Additions \n \n \n 14  \n \n \n \n \n \n 13  \n \n \n \n \n \n 30  \n \n \n \n \n Impairment \n \n \n -  \n \n \n \n \n \n -  \n \n \n \n \n \n (17) \n \n \n \n \n Disposals a \n \n \n (2) \n \n \n \n \n \n (5) \n \n \n \n \n \n (5) \n \n \n \n \n Depreciation provided during the period \n \n \n (19) \n \n \n \n \n \n (18) \n \n \n \n \n \n (34) \n \n \n \n \n Foreign currency movements \n \n \n 2  \n \n \n \n \n \n (1) \n \n \n \n \n \n (1) \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n At end of period \n \n \n 302  \n \n \n \n \n \n 316  \n \n \n \n \n \n 307  \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n a.     Disposals mainly relate to leasehold properties where the freehold has been purchased, and therefore, the right-of-use assets and corresponding lease liabilities (see note 10) have been disposed.  The freehold purchases are reflected in property, plant and equipment additions (see note 8). \n   \n Impairment review of right-of-use assets \n As described in note 8, the Group has reviewed its short leasehold properties and right-of-use assets for indicators of impairment at the interim date, and determined that there are no indicators that lead the Group to conclude that a further review of impairment is required. \n   \n Lease liabilities \n An analysis of lease liabilities recognised are as follows: \n   \n \n \n \n \n \n \n \n 12 April \n \n \n \n \n \n 13 April \n \n \n \n \n \n 28 September \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Current liabilities \n \n \n 42 \n \n \n \n \n \n 42 \n \n \n \n \n \n 33 \n \n \n \n \n Non current liabilities \n \n \n 396 \n \n \n \n \n \n 407 \n \n \n \n \n \n 414 \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total lease liabilities \n \n \n 438 \n \n \n \n \n \n 449 \n \n \n \n \n \n 447 \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n   \n 10.          BORROWINGS AND NET DEBT \n   \n Borrowings \n \n \n \n \n \n \n \n 12 April \n \n \n \n \n \n 13 April \n \n \n \n \n \n 28 September \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Current \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Securitised debt \n \n \n 134  \n \n \n \n \n \n 127  \n \n \n \n \n \n 130  \n \n \n \n \n Unsecured revolving credit facilities \n \n \n (1) \n \n \n \n \n \n (2) \n \n \n \n \n \n (1) \n \n \n \n \n Overdraft \n \n \n 21  \n \n \n \n \n \n 15  \n \n \n \n \n \n 12  \n \n \n \n \n Short term financing of employee advances \n \n \n 2  \n \n \n \n \n \n -  \n \n \n \n \n \n 2  \n \n \n \n \n Total current \n \n \n 156  \n \n \n \n \n \n 140  \n \n \n \n \n \n 143  \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Non-current \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Securitised debt \n \n \n 976  \n \n \n \n \n \n 1,120  \n \n \n \n \n \n 1,041  \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total borrowings \n \n \n 1,132  \n \n \n \n \n \n 1,260  \n \n \n \n \n \n 1,184  \n \n \n \n \n   \n Net debt \n \n \n \n \n \n \n \n 12 April \n \n \n \n \n \n 13 April \n \n \n \n \n \n 28 September \n \n \n \n \n \n \n \n 2025 \n \n \n \n \n \n 2024 \n \n \n \n \n \n 2024 \n \n \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n £m \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Cash and cash equivalents \n \n \n 253  \n \n \n \n \n \n                 194  \n \n \n \n \n \n 176  \n \n \n \n \n Overdraft \n \n \n (21) \n \n \n \n \n \n (15) \n \n \n \n \n \n (12) \n \n \n \n \n Cash and cash equivalents as presented in the cashflow statement a \n \n \n 232  \n \n \n \n \n \n 179  \n \n \n \n \n \n 164 \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Securitised debt \n \n \n (1,110) \n \n \n \n \n \n (1,247) \n \n \n \n \n \n (1,171) \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Unsecured revolving credit facility \n \n \n 1   \n \n \n \n \n \n 2   \n \n \n \n \n \n 1  \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Derivatives hedging balance sheet debt b \n \n \n 19  \n \n \n \n \n \n 29  \n \n \n \n \n \n 19  \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Short term financing of employee advances c \n \n \n (2)  \n \n \n \n \n \n -   \n \n \n \n \n \n (2)  \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Net debt excluding leases \n \n \n (860) \n \n \n \n \n \n (1,037) \n \n \n \n \n \n (989) \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Lease liabilities \n \n \n (438) \n \n \n \n \n \n (449) \n \n \n \n \n \n (447) \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Net debt including leases \n \n \n (1,298) \n \n \n \n \n \n (1,486) \n \n \n \n \n \n (1,436) \n \n \n \n \n   \n \n \n \n \n a \n \n \n Cash and cash equivalents in the cash flow statement are presented net of an overdraft within a cash pooling arrangement, relating to various entities across the group. \n \n \n \n \n b \n \n \n Represents the element of the fair value of currency swaps hedging the balance sheet value of the Group's US dollar denominated A3N loan notes. This amount is disclosed separately to remove the impact of exchange rate movements which are included in the securitised debt amount. \n \n \n \n \n c \n \n \n Advances to employees is a borrowing from Wagestream. \n \n \n \n \n   \n Cash and cash equivalents \n Cash and cash equivalents comprise cash at bank and in hand and other short-term highly liquid deposits with an original maturity at acquisition of three months or less. Cash held on deposit with an original maturity at acquisition of more than three months is disclosed as other cash deposits. In the cash flow statement, cash and cash equivalents are shown net of bank overdrafts that are repayable on demand and form an integral part of the Group's cash management. \n   \n \n \n   \n 10.   ...

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