We have an 82% freehold estate, with recognised and diversified brands across a broad range of consumer occasions, demographics and locations, and an experienced and proven management team with the focus to build on the momentum previously gained. In the short to medium term, our priority is to continue to successfully trade the business in the current challenging environment, ensuring the safety of our team members and guests, managing significant cost inflation and growing the business back to, and beyond, the levels of trade that we were enjoying before Covid-19.
Given the current market dynamics we have an opportunity to win market share through our pricing strategy and specifically by continuing to provide value for money to our guests. We have taken the decision to not pass through the full extent of the cost inflation impacting the business and to instead assess the pricing movement across the market. We will assess market prices more frequently and respond depending on our analysis of market movements. The benefit of our stable financial position, our ability to continue to invest in our capital programme and the mitigation generated through Ignite makes this market acquisition strategy possible.
Our Ignite programme of work remains at the core of our long-term value creation plans and we have now reopened our project office and are working on over 40 fresh initiatives, some of which are already being implemented in the business. We are focusing on initiatives which enhance efficiency and productivity, helping to offset some of the headwinds in areas such as automatic product ordering, enhanced labour scheduling, cost mitigating procurement strategies and energy consumption reduction. We remain confident in our ability to deliver long-term and sustained efficiencies and business improvements through the existing Ignite programme.
We remain committed to accelerating our digital strategy, an area which became increasingly important to guests during the pandemic resulting in changes in behaviour which are here to stay. Our strategy focuses on building the correct organisational capabilities to allow for the quick activation of new digital services as consumer behaviours change, allowing us to be at the forefront of digital advances in the sector. We have made significant progress in our digital services in recent years, for example our digital order at table facility, our streamlined online booking experience, and the development of our own channel delivery capability.
We have also resumed our capital programme which has been proven to deliver value by improving the competitive position of our pubs and restaurants within their local markets. We are committed to re-establishing a 6-7 year investment cycle and, whilst short-term supply issues in terms of material procurement and contractor availability may affect progress in the current financial year, this continues to be a key focus for the business.