RNS Number : 1188D
Mitchells & Butlers PLC
26 November 2009

26 November 2009

MITCHELLS & BUTLERS PLC


FINALRESULTS

(For the year ended 26 September 2009)


Financial Highlights



FY2009

£m

FY2008

£m


% growth

Revenue

1,958

1,908

2.6

EBITDA*

428

477

(10.3)

Operating Profit*

300

343

(12.5)

Profit before tax*

134

176

(23.9)

Adjusted earnings per share**

23.6p

31.0p

(23.9)

Basicearnings/(loss) per share ***

1.0p

(43.7)p

n/a

Dividends

-

4.55p

-

After exceptional items and other adjustments, the loss before taxwas £(10)m (FY2008: £(238)m)

* EBITDA, operating profit and profit before tax are all stated before exceptional items and other adjustments

** Adjusted earnings per share is stated as profit after tax before exceptional items and other adjustments, divided by the weighted averagenumber ofordinary shares in issue

*** Basic earnings/(loss)per share is stated after deducting exceptional items and other adjustments after tax of £(92)m, FY 2008 £(301)m


Business Highlights


-

FY2009like-for-like sales up 1.6% andtotal revenue up 2.6%

-

FY2009 like-for-like foodand drinksales up 3.1% and 1.8%respectively

-

Operating profits down 12.5% reflecting £54m of regulatory and inflationary cost pressures*

-

Second halfRetailoperating profits down2.4%compared withfirst half down 16.8%*

-

Strongcashgeneration: netdebt reduced by £135m in the year

-

Current tradingimproving: like-for-like sales up3.2% in the eight weeks to 21 November

*Before exceptional items


Commenting on the results, Adam Fowle, Chief Executive,said:


"Mitchells &Butlershas produced a robust operational performance inchallengingconditions.The Company hassold 129 million meals in the year andgrownaveragefoodsales per pubby9%.Thesecond halftrend innet profit marginrecoverycontinues.The firsteightweeks of the new financial year have started well and the strength ofthe Group'sbrands, locations, operational skills and cost management mean thatwearewell positionedforthe year ahead."


FY2009Operational Performance


TheGroup'ssalesperformance in the yearwasgoodwithlike-for-like salesup 1.6%andtotal revenue up 2.6%to £1,958mreflecting thestrength of theCompany's brandswith their high amenity levelsandvalue-for-money pricing.


Like-for-likefood and drinksaleswere up3.1%and1.8%respectively,astrongperformancegiven thedeclines currently experienced in both thesemarkets.In volume terms,this representsanoutperformance of theeating-outandtheon-tradebeermarket*by10%pointsand6%pointsrespectively.


Gross margins were 1.5%points lower than last yearonan improvingtrend.Second halfmarginswere0.9% pointsdown,compared with 2.0% points in the first half,as a result of sales increasing and duty and food inflation reducing.Across both halves,0.7%pointsof thisdeclinewas caused bythe disposal of the high gross margin lodges and the increase in food sales mix which has slightly lower margins than drink.


This financial year has beenaffectedby an abnormallevelof cost increaseswhichparticularlyimpacted the first half of the year. £30m ofadditionalregulatory costsrelated totheNational Minimum Wage, holiday pay, business rates and exceptional duty increaseswith an additional£24moffoodandenergycost inflation.


Againstthese increases, our focus oncost managementhasresulted in £20m of savings withproductivityimprovementsinstaffcontribution per hourof 5.2%achieved in the year along withgains from menudevelopment, waste reduction and energy efficiency. As a result of these factors,Retailoperating margin**fell by 2.2% to 15.3%with a second half margin of 17.2%,down 1.1% points against the same period last year. This led to Retail operating profits**down 9.6%, with the first half down 16.8% and second half 2.4% lower.


Balance Sheet


The business continues to generate strong operational cash inflows supported by disposals of £72m, leading to a netdebt reduction of £135m in theyear.Following the closure in the second half of the remaining swaps at a cost of £95m, drawings on the unsecured medium termfacilitywere£383mat the year end,well below the facility limits.


Total capital expenditure inthe financial yearwas £122m and we expect to spendaround£140m on the estateon maintenance andexpansionary investmentthis year.


An accounting valuation of our estate has been completed in conjunction with our property valuers, Collier CRE plcwho provided a RedBook valuation ofa portionof our estate. The revisednetbook value at 26 September 2009of£4.5bn***is 4% lower than the prior year andincludesadownward adjustment in theaccountingvaluation of2.3%(a totalreductionof 9% over the last two years). The current year adjustment reflects primarily the impact of the recession on our late evening businesses, lodges, Hollywood Bowls and a small number of drink focused pubs where food developmentpotentialis limited.As a result ofthevolatility in property markets we intend to carry out aperiodicfull RedBook valuationof the whole estate.


The pension deficit on the balance sheet has increased to £130m at the year end, primarily due to a reduction in corporate bond yields. The next pension scheme triennial valuation for funding purposes is due in March 2010. Discussions have commenced with the Pension Trustees in respect of the various assumptions to be used in the valuation, some of whichcould vary significantly from the accounting basis,and wethereforeanticipate that the valuation deficitmaybe higher than £130m. A revised funding plan will be agreed with the Trustees once the valuation process is complete.


Social Responsibility


Mitchells & Butlersrecognisesthe wider concerns caused by anti-social behaviourfromexcessive alcohol consumption.We also recognisethat the pubcan playa keyrole in the supervised retailing ofalcohol.At the heart of this is the importance of providing our customerswithafriendly, safe, well managed licensed environment.One of the consequences of the controls we have in place is that,each monthacross all our pubs,wecurrently refuse to serve alcohol toaround20,000people on the grounds of being intoxicated andapproximately 80,000peoplewhere no proof of age can be produced. In addition,wesupport local and national responsible drinking initiatives andendorse the strategies of the police and local councils to ensurethat the small numberof licenseeswho run irresponsible or unlawful pubs comply with licensing regulations or are dealt with appropriately.


Mitchells & Butlers Board


As part of reducing his business commitments,Drummond Hall will step down as Chairman once an appropriate successor is in place. A process has been initiated to fill this role and we will update the market as appropriate.


Current Trading


In the first 8 weeks of thenew financial yeartradinghas strengthenedwithlike-for-like sales growth of3.2%.


Like-for-like sales

Current Trading

FY09


8 weeks to 21November

52 weeks to 26 September

Total

3.2%

1.6%




Food

5.9%

3.1%

Drink

2.0%

1.8%




Residential

4.4%

2.5%

High street

Flat

(0.2)%


Like-for-like food and drink sales were up5.9% and2.0% respectively witha strongperformanceinresidential pub food sales. TheHigh Streetsegmenthas been resilient with salesflat on last year. Net margin percentage has improved compared to the same period last year.


Outlook


Trading in the new financial year has started well,supported bya recent small upturn in consumer confidence.Inflationary cost pressuresarecurrentlymorestableandless severe than last year withtotalregulatoryand inflationarycostsin the full yearexpectedtoincreaseby around£20minclusive of the benefit ofenergy costsdecliningby some £10m. Against this, our efficiency and productivity improvementscontinue, supported byprocess andinfrastructure developmentsfrom whichwe are aiming to achievesavingsofaround£20mthis year.


Current trading is underpinning the performanceinthe first half of the financial year however the outlook for the second half is uncertain. It is clear that at a macro level some of the factors that are assisting performance may turn negative in the second half. In particular the outlook for disposable income and consumer confidence could be dampened if VAT and other taxes were to rise. Notwithstanding this,Mitchells & Butlers' strong brands,excellent sitesandgoodoperational skills leave the business well positioned.


Notes:

Retail results exclude the impact of SCPD

*market data fromBBPA,ACNielsen and NPD Crest

**before exceptional items

***property, plant and equipment


There will be a presentation for analysts and investors at 9.30am at theJP Morgan Cazenove Auditorium, 20 Moorgate,London,EC2R 6DA. A live webcast of the presentation will be available atwww.mbplc.com. The conference will also be accessible by phone by dialling0845 401 9097or from outside theUK+44(0) 20 3037 9221, quote"Mitchells & Butlers", the replay will be available until10/12/2009on+44(0) 20 8196 1998replay accesspin5171284#.


All disclosed documents relating to these Results are available on the Company's website atwww.mbplc.com


The preliminary announcement for the 52 week period ended 26 September 2009 has been prepared in accordance with International Financial Reporting Standards as adopted by the European Union. The principle accounting policies applied in the preparation of this preliminary announcement are consistent with those described in the 2008 annual report and accounts available within the investors section of the company's Web site:www.mbplc.com

These preliminary statements do not constitute statutory accounts within the meaning of Section 434 of the Companies Act 2006. They have, however, been extracted from the statutory accounts for the 52 week period ended 26 September 2009 on which an unqualified report has been made by the company's auditors.

The 2008 statutory accounts have been filed with Registrar of Companies. The 2009 statutory accounts will be sent to shareholdersin due courseand will be filed with Registrar of Companies, following their adoption at the forthcoming annual general meeting.



For further information, please contact:


Erik Castenskiold

0121 498 6513

James Murgatroyd (Finsbury Group)

0207 251 3801



Notes for editors:


-

Mitchells &Butlersowns and operates around 2,000 high quality pubs in prime locations nationwide. The Group's predominantly freehold, managed estate is biased towards large pubs in residential locations. With around 3% of the pubs in theUK, Mitchells &Butlershas over 10% of industry sales and average weekly sales per pub almost four times greater than that of the averageUKpub.

-

Mitchells & Butlers' leading portfolio of brands and formats includes Ember Inns, Harvester, Sizzling Pub Co., Toby Carvery, Vintage Inns, Crown Carveries, All Bar One, O'Neill's, Nicholson's and Browns. In addition, Mitchells & Butlers operates a large number of individual city centre and residential pubs.

-

Like-for-like sales growth includes the sales performance against the comparable period in the prior year of all managed pubs that were trading in the two periods being compared. For the8weeks to21 November200995% of the estate is included in this measure.


CHIEF EXECUTIVE'S BUSINESS REVIEW


The eating-out and drinking-out markets combined areworth some £72bn. The two main trends that are impacting these markets are:


1.The growing appeal of eating-out

The eating-out market has doubled in value over the past two decades to be worth £43bn. Growing wealth, increasing distribution, and a number of social factors,particularly the increase in the proportion of working women which now stands at 70% of the adult female population,up from 56% in 1971,have all contributed to this growth. In the past year the eating-outmarkethas declined, as it did in the 1991 down-turn. However, we expect the market to return to long-term growth as theUKeconomy emerges from recession.


2.The declining appeal of drinking-out

In contrast, the drinking-out marketisworth some £29bnand has beenstatic in value termsover the last 5years, with annual volume decreases of4% being off-set by price increases ofacorresponding size. This trend is particularly true of beer, the largest drinks category,accounting for over half the on-trade drinks market. The on-trade beer market has declined in value terms by 0.7% per annum since 2004, despite price rises of 4% over the same period, resulting in annual volume decline of almost 5%. In contrast the off-trade has reduced its beer prices by 1.9% per annum and seen annual volume growth of 2.5%.


Segmenting the market

Mitchells &Butlersbelieves the two keydynamics of the eatingand drinking out marketsto betheconsumer occasionand consumerincome levels. Our research suggests that there are anumber of drink only occasions that vary alonga spectrum,broadly defined by energy levels. These range from a quiet drink, through week-end nights out, tohigher energyspecial occasions. There is a similar spectrum of food led occasions, ranging from a pragmatic alternative to cooking, through to celebrations. Income levels are also important. The top 30% of theUKpopulation by income account for 53% of the entire eating-out and drinking-out market. In contrast, the bottom 30% account for just 11% of the market. Although income does not explain all elements of the market, it is a useful proxy for understanding different attitudes to price and quality trade offs. Income also offers an insight into the different ways theUKpopulation is currently responding to the downturn. Income is therefore one of the dimensions around which Mitchells &Butlersre-organised its operation in September 2009.


Newchanneloperatingstructure

We have adopted a new structure of three channels based around the affluence levels of our customers, namely Value, Suburban and City & Country. In the Value channel, price is a vital component of the market. The average food spend per head is £4.76 and the main competition is staying at home. At these price points, service efficiency is vital to deliver profit. In contrast, in the City & Country channelthe competition is other pubs and restaurants where food quality and service levels are the critical component of the offer. This is reflected inaveragefood spend per head within this channel of £9.94. The Suburban channel is positioned in the mid marketwhere a strong price offer is important mid-week but evenings and weekendsrequire a more premiumpositioning.


To sustain our sales growth within the market we have refined our value and volume strategy to ensure that these differing notions of value are beingsatisfied appropriatelyacross the eating and drinking out market. With some of the very best brands and formats in the sectorwe aim to create value by improving the profitability of these brands through our existing pubs, but we will also be seeking to expand the distribution of our key brands on an individual pub & restaurant basis, as and when opportunities present themselves.


The key elements of the strategy are:


Leading the eating-out market

Over the last decade our understanding of theUKmarket combined with our operational skills have helped us to take advantage of the increase in demand for eating-outand thereby to exploit profitably its long-term growth. We have developed menus combining both quality and valuewhilst at the same timeinvestingin our kitchen capacity which has helped us more than double food volumes in thedecade and made foodthelargest product in our sales mix. In the last financial year, we have increased our relative outperformance of the eating-out marketto 10 percentage points with same outlet like-for-like food volume growth of 7% against a pub eating-out market down approximately 3%.


Generate significant drinks marketshare gains

The rapid volume decline in the on-trade drinks market has lessened in the second half of the year, partly as a result of aslightreduction in the rate of supermarkets' aggressive drinks discounting. However,the major on-trade market product categories are still all in decline with beer and cider volumes down 6%; wines down 5%; spirits down 5% and soft drinks down 2%. This decline is particularly reflected in pubs with poor amenity and limited food capability.


Against this challenging background Mitchells & Butlers has performed well. Our wine and soft drinks have remained in volume growth. Our spirits volume declines were materially better than those of the on-trade market; and in beer and cider, volumes have been held flat, thanks in large part to like-for-like cask ale volumes up 20% at a time when the on-trade beer market has continued to be in decline.


Evolving a portfolio of styles of pubs to drive sales

Mitchells &Butlershas a track record of developing and evolving its offers to keep pace with changing consumer expectations. This has enabled us to build long-term brands such as Toby(37 years), Vintage Inns (17 years), O'Neill's (14 years),and All Bar One(14 years)and then to evolve them to ensure that they remain fresh and relevant to our customers. More recently, formats such as Crown Carveries and Premium Country Dining have been rolled outandwe now have 111 and 57 pub restaurants respectively trading in these formats.


We are achieving sales uplifts of over 35% on the pre-acquisition levels of the 44 pub restaurant sites acquired from Whitbread in September 2008. This, following the successful integration of our larger acquisition in 2006, further demonstrates the effectiveness and strength of our offers.


Extract volume-driven efficiencies

A key element in our trading strategy is targeting the best combination of price, volume and mix, to generate profitable growth. Our operational focus is on maximising the cash received after direct costs.Therefore, as a result of retail sales growth of 3.4% and despite the inflationary cost pressures, cash gross margins were up 1.3%.The key effect ofourpricingstrategywas to sustain volume growth in food, which in turn helped to generate a return to drinks sales growth for the first time since before the smoking ban.


Overall volume growth enables purchasing synergies and cost efficiencies to be achieved, enhancing profitability. For example in the year, our purchasing team have held our like-for-like foodcost of goods inflation to £11 million, below that of the general food cost inflation. In addition,during the yearwe have increased contribution per labour hour by 5.2%, serving 14 million more main meals and 3 million more drinks with 700,000fewerstaff hours.


Extend the skill base of excellence throughout the estate

We continue to attract and train exceptional people looking to develop their career in licensed retailing and currently employ over 40,000 people throughout the estate. This allows us to support the delivery of ourstrategy through continually improving the operational capability of the business.


At the pub level, training is conducted with all new staff,as well asspecific on-goingcoaching to improve bar and floor service productivity, andincrease staff product knowledge. In addition, in support of our food growth strategy, our staff have undertaken over 1,400 NVQs during theyear, predominantly related to the training of new chefs. Furthermore,in January a new, purpose-built kitchen skills academy was opened inWatfordproviding a dedicated, state of the art training facility. This focus isacentralfactor behindour overall staff turnover rate improving by 24 percentage points to 92% in theyear, one of the best in the pub industry.




Actively manage the estate to maximise value

In a pub market suffering froma dearth of capital investmentin both maintenance and new product development, our continuedcapital investment in our pubsis giving us further competitive advantage andsupporting our market share gains.


In addition to the completion of the conversion to our brands of the 44 pub restaurant sites acquired from Whitbread in September 2008, we havetargeted our capital expenditure on the key areas of the business, prioritised in conjunction with customer feedback. We have therefore focused on carrying out 1,260 refurbishments with spends of £40kor below. In addition, during the year we have spent an average of £79k on 575 larger projects,increasing amenity levels and supporting the growth of the business. This targeted approach has sustained our high amenity levels and supported the sales growth in the business.


FINANCIAL REVIEW


Summary


Despite the challenging economic conditions, Mitchells & Butlers delivered 1.6% like-for-like sales growth in the year with both food and drink categories in good growth against their markets. Cost management is a key focus and productivity gains have once again been strong. The management of cash resources continues to be important with capital investment concentrated on maintaining the amenity of the estate as well as targeting expansionary capital that delivers the best returns.

Group Results


In the year theGroup delivered strong like-for-like sales growth and continued market outperformance in both drink and food sales. Total revenue for the year was £1,958m, up 2.6% on last year. This includes the first full year of ownership of the 44 pubs acquired in the swap deal with Whitbread in September 2008 and a slight dilution from disposals made during the year. Despite further operational efficiencies, profits were down against last year due to substantial increases in food, energy and regulatory costs. Retail operating profit was £300m compared to £332m last year.


Like-for-like sales growth in the Residential estate was 2.5%, showing the strength of the Company's brands and the good demand for value-for-money food and drink offers in these areas. On the High Street, sales were robust given the intense pressure on this sector from the declines in the late evening market.


Like-for-like sales

Same Outlet

Residential

2.5%

High Street

(0.2%)

Total

1.6%


Mitchells andButlersis well positioned to benefit from a market more focussed on value and quality than ever before. The growth of our mass-market offers such as Crown Carveries and Sizzling Pub Co. that havemainmeal prices below £4, together with the strong performance of our mid-market and higher-end pubs has enabled the company to deliver same outlet like-for-like foodand drinksales up 3.1% andup 1.8%respectivelyin the year.


On an uninvested basis, which excludes pubs that received investment above their normal maintenance cycle, like-for-like sales were up 0.8%.


Based on our ongoing pricing strategy to drive value and volume throughout the business, average food spend per head including mix and range changes was down 3.7% whilst drink prices were up 2.1%(in like-for-like pubs excluding VAT). Like-for-like food volumes were up 7.1% against the pub eating-out market which was down 3%(Source: Crest data, the NPD Group).Like-for-likebeer and cidervolumes wereflatagainst a market down 6%(Source: BBPA).


Other sales excluding drink and food were down 8.7% on a like-for-like basis, driven by pressure on accommodation, machine and bowling sales. However, machine sales have improved considerably since the review of stakes and prizes towards the end of the financial year.


There has been continuing pressure in the year on the gross margin percentage which wasdown 1.5 percentage points. This was particularly as a result of food inflation and duty increases as well as the swap of higher gross margin lodge assets for the 44 Whitbread pubs.


There were an additional £30m of regulatory costs caused by increases in the National Minimum Wage, holiday pay regulations, business rates and exceptional alcohol duty increases. A further £24m of incremental cost was driven by increases in energy rates and food cost of goods. Partially offsetting these, our continued focus on improving productivity resulted in £20m of savings. Staff productivity of 5.2% was achieved in the year and there were significant gains from menu engineering, waste reduction and energy efficiency. As a result of these factors, employment costs rose marginally to 24.3% of sales and Retail operating margin before exceptional items fell by 2.2%pointsto 15.3%.


Capital expenditure in the year was £122m, of which £86m was invested to maintain the high levels of amenity in the pubs and in the continuing development and evolution of our brands and formats. The remaining£36m was spent on expansionary projects including £21m on the conversion of the 44 pubs swapped with Whitbread to our brands and formats.The return on capital spent over the last two years was 13%, which is lower thanthe returns inrecent years due to the inflationary cost pressures, however is significantly higher than our cost of capital. The 44 converted Whitbread pubs achieved sales uplifts of over 35% against the level prior to acquisition, well ahead of our targets. During the year, 4 new pubs opened and 15 existing pubs were converted to one of our brands or formats to uplift their sales and profits.


We have also achieved disposals worth £72m in the period. These have been at high pub EBITDA multiples of around 11 times, in a market which is more challenging but where there are still opportunities to create value.


In the second half of the yearthe Company merged the management and operations of the Pubs & Bars and Restaurants divisions to operate the business as one division through three different channels. A divisional split is shown below as this structure was in operation for the majority of the year.Going forward we willnotreport operating profitby channel buton a one company basis. Wewill continue to provide food & drinkandResidential & High Street sales information.


Pubs & Bars


FY2009

Growth

Revenue

£958m

0.4%

Operating profit*

£159m

(9.7)%

Same outlet like-for-like sales


1.7%


* Before exceptional items


Pubs & Bars delivered revenue growth of 0.4%. The divisioncontinued to achieve market share gains in drink and food sales as a result of our high levels of amenity, wide product range and value-for-money positioning, in contrast with many of our competitors. Food sales in the year were up 7.7% driven by strong growth in a number of formats, most notably O'Neill's, Scream, Metropolitan Professionals and our Town Pubs estate.


Pubs & Bars' operating profit before exceptional items of £159m was down 9.7% with operating margin decreasing by 1.8% to 16.6%, impacted by the regulatory cost increases and price rises in food and energy.


There were 1,065 pubs in the Pubs & Bars division at the end of the period.





Restaurants


FY2009

Growth

Revenue

£999m

6.4%

Operating profit*

£141m

(9.6)%

Same outlet like-for-like sales


1.5%


* Before exceptional items


The Restaurants division has successfully integrated and converted the 44 pubs swapped with Whitbread into our brands and formats and total revenue growth was up 6.4%. Food growth was especially strong in some of our newer brands such as Crown Carveriesand Miller & Carter.


Restaurants' operating profit before exceptional items of £141m was down 9.6% against last year. Operating margin was down 2.5 percentage points to 14.1% as these pubs are more acutely impacted by the increases to food and energy costs as well as slowing accommodation sales. There were also significant pre-opening and closure costs relating to the recently converted Whitbread pubs.


There were 816 managed pubs in the Restaurants division at the end of the period.


Property


TheGroup has, in accordance with its accounting policy, reviewed the value of the estate. The property valueof £4.5bn reflects the downward adjustment of2.3% or £106m, mainly driven by reductions within Hollywood Bowl, the Lodge business, late evening pubs and venues and a small number of drink focussed pubs where food development is limited. This will be reflected as a£52mdownwards valuation adjustment and a £71mimpairment charge in the income statement with a net £17m revaluation uplift reported as a reserves movement.


Exceptional items andother adjustments


Exceptional itemsand other adjustmentsare separately disclosed in order to aid the readers' understanding of the Group's underlying trading. Exceptional items are thosewhich do not form part of the core operations of the Group, or which are sufficiently large to warrant separate disclosure in order to facilitate comparisons with earlier trading periods. Other adjustments includecertain non-cash adjustments, which are prone to volatility as they are driven by movements in market values, including the net pensions finance charge and, in the prior year, hedge ineffectiveness relating to the swaps closed out in the period. The Board focuses on performance measures which exclude these items in order to aid comparisons of underlying performance year on year.


A net loss of £8m was made on asset disposals in the year, with pub disposals made at a small loss to book value and additional losses on other non-pub disposals.


Interest rate swaps, retained in 2008 following the proposed property joint venture as an intended hedge against cash flows arising from part of the Group's unsecured debt, were closed out in May 2009 crystallising a loss of £95m. This resulted from the ongoing illiquidity in the debt markets which meant that it was unlikely that the Group would be able to utilise these swaps within a medium-term or longer-term facility in the near future. The movement in the fair value of these swaps charged to the income statement in the period was £55m. There are no swaps remaining on the Group's balance sheet relating to the proposed property joint venture.


An exceptional pension credit of £44m was recognised as a result of the introduction of a 2% cap per annum on the increase in salary used to calculate retirement benefits. We now adjust underlying profits to remove the volatile, non-cash, net finance charge from pensions, which was £6m in the periodand a £3m credit in the prior year.


Provisions of £16m have been released in 2009 relating to tax matters which have been settled, principally relating to demerger costs and qualifying capital expenditure. In addition, £4m of interest arising on the settlement of prior year tax matters has been received in the period.


Total exceptional items and other adjustments reduced profits by £144m (£92m after tax).


Finance costs and revenue


Finance costs during the year were £167m before exceptional items and other adjustments, £7m lower than the same period last year reflectingthe decreasing levels of medium-term debt in the business. Finance revenue of £1mbefore exceptional items and other adjustmentswas achieved on theGroup's cash balances, £6m lower than the same period last year due to a significant reduction in short term interest rates on cash deposits. We anticipate an interest cost on the Group's net debt during the current year of approximately 6.2%.


Taxation


The tax charge for the year was £38m before exceptional items and IAS 39 movements. This is an effective rate of 28% of profit before tax. Weexpectthis rateto increasein the current yeartoamore normal ratefor the Group of 29%.



Earnings per share


Earnings per share were 23.6p before exceptional items and other adjustments, a decrease of 23.9%. Earnings per share were 1.0p after exceptionalitems and other adjustmentscaused largely by the loss on the closure of the financial hedge and the property valuationadjustment.


Dividends


As stated previously, the Board is currently targeting the Group's cash flow generation on reducing debt levels, thereby increasing capital appreciation for shareholders. The Board will not resume dividend payments until the borrowings on our unsecured facility are comfortably below £300m.


Cash flow and net debt


The continued focus on cash generation to restore the strength of the company's balance sheet has resulted in net debt reducing by £135m during theyearand by over £300m sincethehigh pointinFebruary 2008. The ratio of net debt to EBITDA has remained broadly stable at 6.1 times.


A core part of the company's financing is a three-year unsecured facility to November 2011. At 26 September 2009 the value of this facility was £550m and drawings on it were £383m. During the year, the company renegotiated the terms of this facility and after the year end date accelerated the reduction in the facility limit to £475m to reduce interest costs.The facility step downs are as follows:


Commencing after

Facility Limit (£m)

30 September 2009

475

30 June 2010

425

31 December 2010

338


The facility matures in November 2011.


The Group's operations continue to be highly cash generative. Cash flow from operations was £426m beforenet capital expenditure andexceptional items but after £24m of additional pension contributions.


The total cashoutflow on capital expenditure of £129m was significantly lower than the £193m spent in the prior year, largely due to the conclusion of the conversion of the 239 pubs bought from Whitbread in 2006 to our brands and formats. This was offset by £72m of disposals, with net cash flow relating to capital expenditureand disposalsof £57m.


Net interest paid of £160m was £4m lower than last year as a result of debt levels being paid down. £4m was received as result of the exercise of share options. Net tax receipts of £21m were received compared to payments of £4m in theprior yeardriven by £7m from the settlement of prior year issues and £14m from tax credits from the losses on hedging arrangements. As a result, there was adecrease in net debt arising from cash inflows of £213mbefore exceptional cash outflows of £93m and cash tax credits of £21m.


Net debt has been reduced from £2,735m on 27 September 2008 to £2,600m on 26 September 2009,comprisingofsecuritised debt of £2,319m, non-securitised other borrowings and finance leases of £388m and cash balanceswithin the securitisationof £107m.


Treasury management


The financial risks faced by the Group are identified and managed by a central Treasury department. The activities of the Treasury function are carried out in accordance with Board approved policies and are subject to regular audit. The department does not operate as a profit centre.



Key performance indicators


Mitchells & Butlers implements and monitors its performance against its strategy principally through four KPIs. The performance in the year is as follows:


1. Same outlet like-for-like sales growth -Mitchells &Butlers' operational and marketing plans have delivered robust like-for-like sales growth compared with the prior yearof 1.6% in FY 2009 (1.0% in FY 2008). The increase in this trajectory is notable given the challenging recessionary trading conditions which the business has faced over the year.


2. EPS growth-Operating profit before exceptional items in FY 2009 was down 12.5% on the previous year as a result of increased food, energy and regulatory costs and a one-off profit of £11m from our property development division in FY2008. As a result of increased interest costs in relation to the unsecured medium-term facility earnings per share before exceptional items and other adjustments declined by 23.9% to 23.6p per share (decrease of 11.3% in FY 2008).


3. CROCCE in excess of WACC -Mitchells & Butlers aims to maximise the difference between the post-tax CROCCE and its WACC. A CROCCE of 9.8% after tax was achieved in the 52 weeks to 26 September 2009, ahead of the estimated 6% WACC for the year, reflecting good operating performance supported by an efficient use of the balance sheet. (CROCCE was 10.6% after tax in the 52 weeks to 27 September 2008, around four to five percentage points ahead of our estimated WACC for that year.)


4. Incremental return on expansionary capital -The performance in this area has been strong and remains well above our cost of capital. Pre-tax returns of 13% are being achieved on the expansionary capital projects carried out over the last two years (10% on the same basis at FY 2008).


The basis of KPI calculation will be included within the 2009 Annual Report and Accounts.

GROUP INCOME STATEMENT

For the 52 weeks ended 26 September 2009



2009


2008


52 weeks


52 weeks



Before




Before




exceptional




exceptional




items and




items and




other




other




adjustments


Total


adjustments


Total


£m


£m


£m


£m









Revenue

1,958


1,958


1,908


1,908









Operating costs before depreciation, amortisation and movements in the valuation of the property portfolio

(1,530)


(1,486)


(1,431)


(1,443)









Net (loss)/profit arising on property disposals

-


(8)


-


6









EBITDAa

428


464


477


471









Depreciation, amortisation and movements in the valuation of the property portfolio

(128)


(251)


(134)


(340)









Operating profit

300


213


343


131









Finance costs

(167)


(222)


(174)


(379)









Finance revenue

1


5


7


7









Net finance (charge)/income from pensions

-


(6)


-


3









Profit/(loss) before tax

134


(10)


176


(238)









Tax (expense)/credit

(38)


14


(51)


62









Profit/(loss) for the financial period attributable to equity holders of the parent

96


4


125


(176)









Earnings/(loss) per ordinary share










Basic

23.6p


1.0p


31.0p


(43.7)p


Diluted

23.5p


1.0p


30.6p


(43.7)p


Dividends








Ordinary dividends










Proposed or paid (pence)



-




4.55


Proposed or paid (£m)



-




18


a.

Earnings before interest, tax, depreciation, amortisation and movements in the valuation of the property portfolio


Exceptional items and other adjustments are analysed in note 3.


All activities relate to continuing operations.

GROUP STATEMENT OF RECOGNISED INCOME AND EXPENSE

For the 52 weeks ended 26 September 2009



2009


2008


52 weeks


52 weeks


£m


£m





Unrealised gain/(loss) on revaluation of the property portfolio

17


(166)





Tax (charge)/credit relating to movements in respect of revaluations

(12)


64





Losses on cash flow hedges taken to equity

(88)


(20)





Actuarial losses on defined benefit pension schemes

(174)


(35)





Exchange differences on translation of foreign operations

1


5





Tax on items recognised directly in equity

75


5





Expense recognised directly in equity

(181)


(147)





Transferstothe income statement:








On cash flow hedges

(11)


(30)





Tax on items transferred from equity

3


8





Net expense recognised directly in equity

(189)


(169)





Profit/(loss) for the financial period

4


(176)





Total recognised expense for the financial period attributable to equity holders of the parent

(185)


(345)


GROUP BALANCE SHEET

26 September 2009



2009


2008


£m


£m

ASSETS




Goodwill and other intangible assets

1


3

Property, plant and equipment

4,461


4,545

Lease premiums

10


10

Deferred tax asset

87


58

Derivative financial instruments

6


1





Total non-current assets

4,565


4,617





Inventories

38


39

Trade and other receivables

40


80

Current tax asset

-


3

Cash collateral deposits

2


2

Cash and cash equivalents

105


129





Total current assets

185


253





Non-current assets held for sale

19


114





Total assets

4,769


4,984





LIABILITIES




Borrowings

(59)


(43)

Derivative financial instruments

(50)


(48)

Trade and other payables

(270)


(276)

Current tax liabilities

(1)


-





Total current liabilities

(380)


(367)





Borrowings

(2,660)


(2,801)

Derivative financial instruments

(60)


(33)

Pension liabilities

(130)


(23)

Deferred tax liabilities

(542)


(584)

Provisions

-


(1)





Total non-current liabilities

(3,392)


(3,442)





Total liabilities

(3,772)


(3,809)





Net assets attributable to equity holders of the parent

997


1,175





EQUITY




Called up share capital

35


34

Share premium account

17


14

Capital redemption reserve

3


3

Revaluation reserve

703


697

Own shares held

(2)


(3)

Hedging reserve

(87)


(16)

Translation reserve

13


12

Retained earnings

315


434





Total equity

997


1,175


GROUP CASH FLOW STATEMENT

For the 52 weeks ended 26 September 2009



2009


2008


52 weeks


52 weeks


£m


£m





Cash flow from operations

426


474





Interest paid

(161)


(171)

Interest received

1


7

Tax received/(paid)

21


(4)

Exceptional interest on tax credits

4


-





Net cash from operating activities

291


306





Investing activities




Purchases of property, plant and equipment

(128)


(192)

Purchases of intangibles (computer software)

(1)


(1)

Proceeds from sale of property, plant and equipment

31


82

Proceeds from disposal of non-current assets held for sale

41


-

Transfers to cash collateral deposits

-


(2)

Corporate restructuring costs

-


(3)





Net cash used in investing activities

(57)


(116)





Financing activities




Issue of ordinary share capital

4


-

Purchase of own shares

-


(5)

Proceeds on release of own shares held

-


3

Repayment of principal in respect of securitised debt

(45)


(41)

(Repayment of)/proceeds from principal in respect of other borrowings

(120)


320

Expenditure associated with refinancing

(2)


(11)

Derivative financial instruments closure costs

(95)


(386)

Dividends paid

-


(58)





Net cash used in financing activities

(258)


(178)





Net (decrease)/increase in cash and cash equivalents

(24)


12





Cash and cash equivalents at the beginning of the financial period

129


117





Cash and cash equivalents at the end of the financial period

105


129


Cash and cash equivalents are defined in note 11.

NOTES TO THE FINANCIAL STATEMENTS

For the 52 weeks ended 26 September 2009


1.

GENERAL INFORMATION




Mitchells & Butlers plc ('the Group') is required to prepare its consolidated financial statements in accordance with International Financial Reporting Standards as adopted by the European Union (IFRS) and in accordance with the Companies Act 2006. Accordingly, the information contained within this release has been prepared in accordance with IFRS.




The preliminary financial statements include the results of Mitchells & Butlers plc and all its subsidiaries for the 52 week period ended 26 September 2009. The comparative period is for the 52 week period ended 27 September 2008. The respective balance sheets have been drawn up to 26 September 2009 and 27 September 2008.




Exchange rates




The results of overseas operations have been translated into sterling at the weighted average euro rate of exchange for the financial period of £1 = €1.15 (2008 £1 = €1.31), where this is a reasonable approximation to the rate at the dates of the transactions. Euro and US denominated assets and liabilities have been translated at the relevant rate of exchange at the balance sheet date of £1 = €1.09 (2008 £1 = €1.26) and £1 = $1.60 (2008 £1 = $1.84) respectively.

2.

SEGMENTAL ANALYSIS




During the year the Group had two main retail operating segments: Pubs & Bars, focusing primarily on drink and entertainment-led sites, and Restaurants, focusing on food and accommodation-led sites. The other Group activity is property development which is undertaken by Standard Commercial Property Developments Limited (SCPD). There are no inter-segment sales.



2009 52 weeks



Pubs & Bars


Restaurants


Retail Total


SCPD


Unallocated


Total


£m


£m


£m


£m


£m


£m













Revenue












Sales to third-parties

958


999


1,957


1


-


1,958













Operating profit












Operating profit before exceptional items and other adjustments

159


141


300


-


-


300













Exceptional items and other adjustments

(89)


(42)


(131)


-


44


(87)













Operating profit

70


99


169


-


44


213













Net finance costs











(223)

Tax credit











14













Profit for the financial period











4



2008 52 weeks



Pubs& Bars


Restaurants


Retail Total


SCPD


Unallocated


Total


£m


£m


£m


£m


£m


£m

Revenue












Sales to third-parties

954


939


1,893


15


-


1,908













Operating profit












Operating profit before exceptional items and other adjustments

176


156


332


11


-


343













Exceptional items and other adjustments

(134)


(66)


(200)


-


(12)


(212)













Operating profit

42


90


132


11


(12)


131













Net finance costs











(369)

Tax credit











62













Loss for the financial period











(176)


3.

EXCEPTIONAL ITEMS AND OTHER ADJUSTMENTS




2009


2008



52 weeks


52 weeks


Notes

£m


£m

Operating exceptional items










Strategic review costs

a

-


(12)

Exceptional pension credit

b

44


-






Profits on disposal of properties


10


19

Losses on disposal of properties


(18)


(13)

Net (loss)/profit arising on property disposals


(8)


6

Movements in the valuation of the property portfolio





- Revaluation adjustments

c

(52)


-

- Impairment arising from the revaluation

c

(66)


(160)

- Impairment arising on classification of non-current assets held for sale

c

(5)


(46)






Total movements in the valuation of the property portfolio


(123)


(206)






Total operating exceptional items


(87)


(212)






Exceptional finance costs and revenue





Total cost of derivative financial instruments closed out in the period

d

(95)


(386)

Less: amounts charged against profit in prior periods

d

40


204






Movement in fair value of derivative financial instruments closed out in the period

d

(55)


(182)






Exceptional interest on tax credits

e

4


-






Total exceptional finance costs


(51)


(182)






IAS 39 movements

f

-


(23)






Net pensions finance (charge)/income (note 13)

f

(6)


3






Other adjustments

f

(6)


(20)






Total exceptional items and other adjustments before tax


(144)


(414)






Tax credit relating to above items


36


87

Exceptional tax released in respect of prior years

e

16


14

Tax credit in respect of change in tax legislation

e

-


12








52


113






Total exceptional items and other adjustments after tax


(92)


(301)


a.

Professional fees incurred in connection with the Group's review of strategic options for value creation.

b.

Relates to the impact ofpensionchanges introduced in the period.

c.

Movements in the value of the property portfolio includes £52m of valuation adjustments, £66m of impairment arising from the Group's revaluation of its pub estate and £5m of impairment against assets transferred to non-current assets held for sale, where the expected net sale proceeds are less than the book value.

d.

Total cost of derivative financial instruments closed out in the period represents the total cost of terminating the derivative financial instruments closed out in May 2009 and January 2008. Amounts charged against profit in prior periods are the movements in the values of these instruments charged to profit through exceptional finance costs - including IAS 39 movements in 2008 and 2007. Deducting these gives the movement in the fair value of the derivatives closed out, charged against profit in the current period.

e.

Represents the release of provisions relating to tax matters which have been settled principally relating to corporate transaction costs and qualifying capital expenditure. In addition £4m of interest arising on the settlement of prior year tax matters has been received in the period. A tax credit of £12m arose in the prior year on the release of deferred tax on hotel assets following legislative changes.

f.

IAS 39 movements and the net pensions finance charge are non cash adjustments which are excluded from adjusted profit.


All exceptional items relate to continuing operations.


4.

FINANCE COSTS AND REVENUE



2009


2008


52 weeks


52 weeks


£m


£m

Finance costs




Securitised and other debt

(167)


(174)

Exceptional finance costs




- movement in fair value of derivative financial instruments closed out in the period

(55)


(182)

IAS 39 movementsa

-


(23)


(55)


(205)






(222)


(379)

Finance revenue




Interest receivable

1


7

Exceptional interest on tax credits

4


-






5


7





Net finance (charge)/income from pensions

(6)


3


a.

IAS 39 movements represent the movements during the period in the fair value of the Group's derivative financial instruments which do not qualify for hedge accounting. These were terminated in January 2008 and May 2009.


5.

TAX EXPENSE



2009


2008


52 weeks


52 weeks


£m


£m

Tax charged in the income statement








Current tax credit:






UKcorporation tax

-


1


Amounts overprovided in previous years

(8)


(16)


Total current tax

(8)


(15)





Deferred tax:






Origination and reversal of temporary differences

2


(36)


Adjustments in respect of prior years

(8)


1


Change in tax legislation

-


(12)


Total deferred tax

(6)


(47)





Total tax credited in the income statement

(14)


(62)



2009


2008


52 weeks


52 weeks


£m


£m

Tax on items recognised directly in equity








Unrealised (profit)/losses due to revaluations

(12)


64

Actuarial losses on pension schemes

49


10

Share-based payments

1


(11)

Derivative financial instruments

28


14





Total tax credit on items recognised directly in equity

66


77


6.

DIVIDENDS



2009


2008


52 weeks


52 weeks


£m


£m





Amounts paid and recognised in equity












In respect of the 52 weeks ended 29 September 2007




- Final dividend of 10.00p per share

-


40





In respect of the 52 weeks ended 27 September 2008




- Interim dividend of 4.55 pence per share

-


18






-


58


7.

EARNINGS PER SHARE




Basic earnings per share (EPS) has been calculated by dividing the profit or loss for the financial period by the weighted average number of ordinary shares in issue during the period of 406m (2008 403m), excluding own shares held in treasury and by employee share trusts.




For diluted earnings per share, the weighted average number of ordinary shares is adjusted to assume conversion of all dilutive potential ordinary shares. The resulting weighted average number of ordinary shares is 408m (2008408m).




Adjusted earnings per ordinary share amounts are presented before exceptional items (see note 3), IAS 39 movements (see note 4) and the net pensions charge (see note 13), in order to allow a better understanding of the underlying trading performance of the Group.



Profit/(loss) £m


Basic EPS pence per ordinary share


Diluted EPS pence per ordinary share







52 weeks ended 26 September 2009:






Profit for the period

4


1.0p


1.0p

Exceptional items, net of tax

88


21.7p


21.6p

IAS 39 movements, net of tax

-


-


-

Net pensions finance charge, net of tax

4


0.9p


0.9p







Adjusted profit/EPS

96


23.6p


23.5p







52 weeks ended 27 September 2008:






Loss for the period

(176)


(43.7)p


(43.7)pa

Exceptional items, net of tax

286


71.0p


70.1p

IAS 39 movements, net of tax

17


4.2p


4.2p

Net pensions finance income, net of tax

(2)


(0.5)p


(0.5)p







Adjusted profit/EPS

125


31.0p


30.6p


a.

The 2008 diluted EPS per ordinary share is unchanged from the basic EPS as the inclusion of the dilutive potential ordinary shares would reduced the loss per share and is therefore not dilutive in accordance with IAS 33 'Earnings per Share'.


8.

NET ASSETS



2009 52 weeks



Pubs & Bars


Restaurants


Retail Total


SCPD


Unallocated


Total


£m


£m


£m


£m


£m


£m

Net assets
























Assets

2,188


2,366


4,554


14


-


4,568













Liabilities

(132)


(137)


(269)


(1)


-


(270)













Segmental net assets

2,056


2,229


4,285


13


-


4,298













Net debt









(2,600)


(2,600)













Other unallocated liabilitiesa









(701)


(701)






















(3,301)


997

Other












Capital expenditure

50


72


122


-


-


122













Depreciation and amortisation

62


66


128


-


-


128


a.

Includes balances relating to derivatives, pensions, deferred and current tax and non-operating payables.



2008 52 weeks



Pubs& Bars


Restaurants


Retail Total


SCPD


Unallocated


Total


£m


£m


£m


£m


£m


£m

Net assets
























Assets

2,268


2,506


4,774


16


-


4,790













Liabilities

(140)


(136)


(276)


(1)


-


(277)













Segmental net assets

2,128


2,370


4,498


15


-


4,513













Net debt









(2,735)


(2,735)













Other unallocated liabilitiesa









(603)


(603)






















(3,338)


1,175

Other












Capital expenditure

95


172


267


-


-


267













Depreciation and amortisation

67


67


134


-


-


134


a.

Includes balances relating to derivatives, pensions, deferred and current tax and non-operating payables.


9.

CASH FLOW FROM OPERATIONS



2009


2008


52 weeks


52 weeks


£m


£m





Operating profit

213


131

Add back: operating exceptional items

87


212





Operating profit before exceptional items

300


343





Add back:




Depreciation of property, plant and equipment

124


129

Amortisation of intangibles (computer software)

3


4

Amortisation of lease premiums

1


1

Cost charged in respect of share-basedpayments

3


4

Defined benefit pension cost less regular cash contributions

(5)


(2)





Operating cash flow before exceptional items, movements in working capital and additional pension contributions

426


479





Movements in working capital and pension contributions:




Decrease/(increase) in inventories

1


(1)

Decrease/(increase) in trade and other receivables

31


(7)

(Decrease)/increase in trade and other payables

(7)


39

Movement in provisions

(1)


-

Additional pension contributions (note 13)

(24)


(24)





Cash flow from operations before exceptional items

426


486





Strategic review costs

-


(12)





Cash flow from operations

426


474


10.

NET CASH FLOW



2009


2008


52 weeks


52 weeks


£m


£m





Operating profit before exceptional items

300


343

Depreciation and amortisation

128


134





EBITDA before exceptional itemsa

428


477

Working capital movement

24


31

Other non-cash items

(2)


2

Additional pension contributions

(24)


(24)





Cash flow from operations before exceptional items

426


486

Net capital expenditureb

(57)


(111)





Cash flow from operations before exceptional items and after net capital expenditure

369


375

Strategic review costs

-


(12)





Cash flow from operations after net capital expenditure

369


363

Interest paid

(161)


(171)

Interest received

1


7

Tax received/(paid)

21


(4)

Exceptional interest on tax credits

4


-

Dividends paid

-


(58)

Issue of ordinary share capital

4


-

Purchase of own shares

-


(5)

Proceeds on release of own shares held

-


3

Expenditure associated with refinancing

(2)


(11)

Derivative financial instruments closure costs

(95)


(386)

Corporate restructuring costs

-


(3)





Net cash flow

141


(265)


a.

Earnings before interest, tax, depreciation, amortisation and exceptional items.

b.

Comprises purchases of property, plant and equipment and intangibles less proceeds from the sale of property, plant and equipment.


11.

ANALYSIS OF NET DEBT



2009


2008


£m


£m





Cashand cash equivalents

105


129

Cash collateral deposits

2


2

Securitised debt

(2,331)


(2,339)

Other borrowings

(386)


(504)

Derivatives hedging balance sheet debta

12


(22)

Finance leases

(2)


(1)






(2,600)


(2,735)


a.

Represents the element of the fair value of currency swaps hedging the balance sheet value of the Group's US dollar denominated loan notes. This amount is disclosed separately to remove the impact of exchange movements which are included in the securitised debt amount.


Cash and cash equivalents

Cash and cash equivalents (which are presented as a single class of assets on the face of the balance sheet) comprise cash at bank and in hand of £104m (2008 £79m) plus cash deposits with an original maturity of three months or less of £1m (2008 £50m).


Cash collateral deposits

Cash collateral deposits represent monies held in escrow.


Securitised debt

On 13 November 2003, a group company, Mitchells & Butlers Finance plc, issued £1,900m of secured loan notes in connection with the securitisation of the majority of the Group'sUKpubs and restaurants business owned by Mitchells & Butlers Retail Ltd. The funds raised were mainly used to repay existing bank borrowings of £1,243m, pay issue costs of £23m and return £501m to shareholders by way of a special dividend.


On 15 September 2006 Mitchells & Butlers Finance plc completed the issue of £655m of further secured loan notes in the form of the A4, AB, C2 and D1 loan notes. These were issued under substantially the same terms as the original securitisation in November 2003. The funds raised were mainly used to return £486m to shareholders by way of a special dividend and to provide long-term funding for the Whitbread pub restaurant sites acquired. As part of the issue, the original A1 and A3 loan note tranches were repaid and reissued as A1N and A3N loan notes to take advantage of market rates.


The overall cash interest payable on the above loan notes is 5.7%(2008 5.7%), after taking account of interest rate hedging and the cost of the provision of a financial guarantee provided by Ambac in respect of the Class A and AB notes.


12.

MOVEMENT IN NET DEBT



2009


2008


52 weeks


52 weeks


£m


£m





Net (decrease)/increase in cash and cash equivalents

(24)


12





Add back cash flows in respect of other components of net debt:




Transfers to cash collateral deposits

-


2

Repayment of principal in respect of other loans

-


2

Repayment of principal in respect of securitised debt

45


41

Repayment of/(proceeds of) issue of other borrowings

120


(322)





Decrease/(increase)in net debt arising from cash flows ('Net cash flow')

141


(265)





Capitalised debt issue costs

(6)


9





Decrease/(increase)in net debt

135


(256)

Opening net debt

(2,735)


(2,479)





Closing net debt

(2,600)


(2,735)


13.

PENSIONS


Group income statement

2009


2008


£m


£m

Operating profit:




Current service cost (defined benefit plans)

(10)


(13)

Current service cost (defined contribution plans)

(2)


(2)

Exceptional pension credit

44


-





Credit/(charge) to operating profit

32


(15)





Finance income:




Expected return on pension scheme assets

73


79

Interest on pension scheme liabilities

(79)


(76)





Net finance (charge)/income in respect of pensions

(6)


3





Total credit/(charge)

26


(12)


The deficit in the schemes recognised as a liability in the balance sheet is as follows:



2009


2008


£m


£m





Equities

467


359

Bonds

800


814

Property

13


38





Fair value of assets

1,280


1,211

Present value of scheme liabilities

(1,410)


(1,234)





Deficit in the schemes recognised as a liability in the balance sheet

(130)


(23)





Associated deferred tax asset

36


6


The table below analyses the movement in schemes' net deficit in the period:



Net deficit



2009


2008


£m


£m





At beginning of period

(23)


(18)

Current service cost

(10)


(13)

Exceptional pension credit (note 3)

44


-

Interest cost on benefit obligations

(79)


(76)

Expected return on plan assets

73


79

Contributions

39


40

Actuarialloss recognised

(174)


(35)






(130)


(23)


14.

CONTINGENT LIABILITIES




The Group has given indemnities in respect of the disposal of certain companies previously within the Six Continents group. It is the view of the Directors that such indemnities are not expected to result in financial loss to the Group.

15.

REVALUATION




The majority of the Group's freehold and long leasehold land and buildings, with the exception of land and buildings identified for disposal, were valued at market value, as at 26 September 2009 and 27 September 2008 by Colliers CRE plc, independent chartered surveyors and by Andrew Cox MRICS, Director of Property, Chartered Surveyor.




The valuation was carried out in accordance with the provisions of RICS Appraisal and Valuation Standards ('The Red Book') assuming each asset is sold as part of the continuing enterprise in occupation individually as a fully operational trading entity. The market value has been determined having regard to factors such as current and future projected income levels, taking account of the location, the quality of the pub or restaurant and recent market transactions in the sector.




This information is provided by RNS
The company news service from the London Stock Exchange
END
FR CKAKNNBDKADB