mab prelim results 2007 - mitchells & butlers · 0 2 4 6 8 10 12 14 rose and crown (warwick)...
TRANSCRIPT
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Andrew VaughanAndrew Vaughan
Group Treasurer
30 November 2007
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HighlightsHighlights
Gross debt outstanding at year end £2,416m
EBITDA (reported) £420m
Free cashflow £307m
Debt / EBITDA 5.75x
EBITDA DSCR 2.4x
FCF DSCR 1.7x
Underlying EBITDA £25m higher than at time of Securitisation tap in September 2006
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Free Cash FlowFree Cash Flow
£mEBITDA 420Tax (51)Required maintenance capital (62)Free cashflow 307
Interest (137)Principal repayment (39)Debt Service (176)
1.7x
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SecuritisationSecuritisation CovenantsCovenants
H1 H2 Year
Free Cashflow : Debt Service 1.7x 1.8x 1.7x
EBITDA : Debt Service 2.3x 2.5x 2.4x
Net Worth £2.3bn
FY 07
Note: Default Covenants. FCF/Debt Service 1.1x, Net Worth of £0.5bn
Restricted Payment Test. FCF/Debt Service 1.3x, EBITDA/Debt Service 1.7x
Well within required covenantsWell within required covenants
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Maintenance & Capital EnhancementMaintenance & Capital Enhancement
Repairs* 30
Maintenance 108
Enhancement 36
174
Securitisation Estate
138 (vs. required amount of £91m)
*Charged through Profit & Loss account
£m
Substantial investment to maintain and enhance estate Substantial investment to maintain and enhance estate qualityquality
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CashflowCashflow -- usesuses
FCF 307
Debt Service (176)
Maintenance Capital (over required amount) (47)
Net Capital Enhancement Expenditure* (10)
Excess Cash 74
Restricted Payments made (66)
Restricted Payment Maximum increase 8
Restricted Payment Maximum at start of year 31
Restricted Payment Maximum at end of year 39
£m
*Net of cash released from disposal proceeds
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MAB PLC vs. MAB Retail LimitedMAB PLC vs. MAB Retail Limited
PLC SecuritisationEstate
Number of pubs* 2,003 1,713
Turnover £1,894m £1,628m
EBITDA** £472m £420m
EBIT** £343m £311m
*As at 29 September 2007
** Before exceptional items
Difference driven by 290 pubs and head office Difference driven by 290 pubs and head office infrastructure infrastructure
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Karim NaffahKarim Naffah
Finance Director
30 November 2007
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Financial HighlightsFinancial Highlights
Revenue £1,894m 10.1 %
EBITDA* £472m 9.8 %
Operating profit* £343m 11.0 %
Profit before tax* £207m (0.5) %
EPS* 35.5p 21.2 %
Total dividend 14.25p 16.3 %
*Before exceptional items
52 weeks ended 29 September 2007 % Growth
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Presentational Points to Note Presentational Points to Note –– FY 2007FY 2007
FY 2007 events
Special Dividend of £486m and share consolidation in Oct 2006
Disposal of 102 pubs to Trust Inns for £101m in Oct 2006
Results include a full year of the Acquired Sites
Revenue £176m; operating profit* £33m
Pre-opening and closure costs of £14m in FY 2007
Acquired Sites included in like-for-like sales from FY 2008
Revaluation of property assets in Group accounts
Increases fixed asset value by £1.1bn
Exceptional charge of £32m after tax
Reporting to debt investors
* Before pre-opening and closure costs
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FY 2007 Results FY 2007 Results –– Exceptional ItemsExceptional Items
£m Gross Net
Operating Profit - Financial Hedges (221) (155)
- Property disposals 22 15 - Movement from revaluation (45) (32)
- Integration of Acquired Sites (4) (3)
- Property JV transaction (7) (7) - Tax adjustments 27
Total Exceptional Items (255) (155)
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Underlying Profit GrowthUnderlying Profit Growth
FY 2007 Division Total
Acquired Sites
Core Estate
Core Growth vs LY
Adjusted Growth vs LY*
£m £m £m % %
Pubs & Bars
Revenue 968 16 952 - 0.6% + 3.5%
Operating Profit 191 3 188 + 5.0% + 11.9%
Restaurants
Revenue 908 160 748 + 2.7%
Operating Profit 145 16 129 + 4.0%
*Excluding contribution from major disposals
Strong underlying improvement in marginsStrong underlying improvement in margins
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LikeLike--forfor--Like Sales: Divisional*Like Sales: Divisional*
FY 07 H1 07**
Same Outlet (Invested and uninvested pubs)
Pubs & Bars 4.7% 5.1%
Restaurants 1.0% 1.6%
Total*** 3.0% 3.6%
Uninvested
Pubs & Bars 3.0% 3.4%
Restaurants 0.1% 0.4%
Total*** 1.7% 2.1%
• Excludes Acquired Sites** 32 weeks to include the entire Easter Period*** Includes Hollywood Bowl
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LikeLike--forfor--Like Sales: Segment*Like Sales: Segment*
FY 07 H1 07**
Same Outlet (Invested and uninvested pubs)
Residential 3.1% 4.1%
High Street 3.0% 2.9%
Total 3.0% 3.6%
Uninvested
Residential 1.5% 2.3%
High Street 2.3% 2.2%
Total 1.7% 2.1%
* Excludes Acquired Sites** 32 weeks to include the entire Easter period
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Balancing Sales Growth & MarginBalancing Sales Growth & Margin
FY 07 H1 07
Uninvested LFL Sales* +1.7% +2.1%
Average Selling Price** up < 2% up 2%
Movement in Gross Margin (%) flat
Movement in LFL Gross Profit (£) +ve +ve
Sustaining LFL cash contribution from salesSustaining LFL cash contribution from sales* like-for-like sales to 32 weeks to include the entire Easter weekend in both periods** Drink & Food
Slightly down
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Retail Operating Statistics*Retail Operating Statistics*
Strong margin performanceStrong margin performance
Same outlet drink sales : up 2.2%
Same outlet food sales : up 5.1%
Outlet staff costs : 23.6% of sales
Tight cost controls
* Excludes Acquired Sites
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Operating Profit Movement Operating Profit Movement
2005(8)
Regulatory Costs
2006
+ £34m
2007
£309m*
£343m*
* Before exceptional items
Trading
+33
SCPD
+7
Acquired Sites
+27
Disposals(11) Closure and
Pre-opening Costs
(14)
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FY 2007 Expansionary Capital FY 2007 Expansionary Capital
High Street
Pub Restaurants
Restaurants
Locals
City Centre
Foodled
Drinksled
Residential
Core £25mAcquired Sites £12m
Core £20mAcquired Sites £68m
Core £5m Core £0m
Note: Excludes non trading property (£1m)
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High Street
Pub Restaurants
Restaurants
Locals
City Centre
Foodled
Drinksled
Residential
Inc. ROI 22% Inc. ROI 18%
Inc. ROI 11%Inc. ROI 18%
Returns by SegmentReturns by Segment
Notes: Incremental ROI is calculated before tax and after depreciationCumulative £1.1bn UK expansionary investment over the last 16 years, excluding Acquired Sites
18% overall incremental ROI18% overall incremental ROI
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PensionsPensions
IAS 19 deficit of £18m, as at 29 September 2007Updated mortality assumptions
Full Actuarial Valuation as at 31 March 2007Gilts-based deficit of c.£250m
Recovery Plan to close past service deficit
Schedule of future contributions being finalisedSpecial contribution of £4m in FY08, plus £20m already committed
Special contributions of £24m p.a. for FY09 and FY10
Next formal review in three years’ timeNext formal review in three years’ time
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Property UpdateProperty Update
Rigorous review of different ways to release additional value from property
Preferred option was JV transaction and R20 was most competitive bidder
Debt market crisis in July prevented implementation
Valuation gap still exists
Actively looking at options to realise objective as soon as debt markets permit
Revisiting merits and feasibility of a REIT
Aim to access property upside for shareholdersAim to access property upside for shareholders
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Property ValuationProperty Valuation
Property value of £5bn in year-end accountsRevaluation of freehold / long leasehold properties up £1.1bn
Aggregate value of individual pubs – not portfolio
Plan to revalue each year on a rolling basis
Alternative valuation based on PropCo structureFreehold / long leasehold properties alone worth £4.8bn*
Based on yield of 5.8% on £280m of rent
Excludes value of OpCo – c.£200m underlying EBITDA for FY07
Valuation upside from high quality estateValuation upside from high quality estate* Before any purchaser’s costs
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SummarySummary
Generating further value for shareholdersGenerating further value for shareholders
Good sales growth and operating margin result
On track for full uplifts from Acquired Sites in 2008/9
Achieving high returns on investment
Strong cash flows from trading and from disposals
Aim to release additional value from property
Dividend increase of 16.3%
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John ButterfieldJohn Butterfield
Strategy Director
Bond Investor Update
30 November 200730 November 2007
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Year of Strong GrowthYear of Strong Growth
Fourth year of strong growth: EPS 2003-07 up 105%
Value and volume strategy driving market share gains
Format innovation delivering high returns
Productivity, purchasing and efficiency gains
Rapid conversion of Acquired Sites
Strengthened competitive positionStrengthened competitive position
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Operational StrategyOperational Strategy
Tightening consumer environment
Rapid response to changing market conditionsReinforcing value and volume strategy
Gearing up roll-out of category killer formats
Pubs & BarsSustained volume driven growth
Rapid food growth and drinks share gains
RestaurantsEnhancing value and quality of winter menus
Initial sharp upturn in volumes in November
Sustainable, volume driven profitabilitySustainable, volume driven profitability
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Profitable Market Share GainsProfitable Market Share Gains
(1) Same outlet like-for-like growth
(2) MAB estimates based on BBPA/AC Neilsen/ONS
MAB Estimated Volume Growth (1) Market Volume Growth (2)
Food 6% 3%
Wine & Soft Drinks 1% -2%
Spirits -1% -4%
Beer & Cider 0% -4%
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Sales MixSales Mix
Increasing exposure to growth categoriesIncreasing exposure to growth categoriesNote: Managed Sales
Food
Beer & Cider
Spirits
Wines & Soft Drinks
Accom & Other
Machines
37%
31%
13%
11%
5% 3%
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Divergent Disposable Income TrendsDivergent Disposable Income Trends
Low paid/ unemployed
Skilled blue collar
Mainstream suburban
Professionals/ managerial
Socio/ Economic grp
Tax credits/ welfare
Full employment
Interest rates/ stealth taxes
Strong earnings growth
Economic position
4% 25%44%27%MAB estate segmentation
+3.5%
+3.8%
31%
+3.0%+6.6%+5.6%ONS inflation rates by social group
+3.0%+2.6%+4.3%Earnings growth
13%38%17%% of UK Households
Source: MAB estimates from current ONS and Family Spending Survey data
(1.3)% (4.0)% +0.3% 0.0%
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Profitable Food Sales GrowthProfitable Food Sales Growth
High sales sensitivity to customer value perceptionsHigh price elasticity in mid/lower affluence segments
Rising menu quality expectations in higher affluence segments
Customer buying behaviours different by occasionDaytime / early evenings – value and speed
Later evenings / weekends – quality and service
Attracting higher food volumesGenerates high margin drinks sales
Low marginal employment costs
High GP drop through to operating margin
Revenue investment in quality and valueRevenue investment in quality and value
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Retail PriceRetail Price
Value positioning to drive market share gainsValue positioning to drive market share gainsNote: Includes the Acquired sites
Drinks Food
2
3
LFL Price1
4
+2.6%
+3.4%
1
+0.8%
+1.6%
-0.8%-2.4%
Mix/Range
LFL Price
Mix/RangeLFL Price
Ave
rage
Ret
ail P
rice
(%)
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0
2
4
6
8
10
12
14
Ros
e an
d C
row
n (W
arw
ick)
Eagl
e Fa
rrin
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Prem
ium
Cou
ntry
Din
ing
Har
vest
er
Beef
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Che
f & B
rew
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Fran
kie
& Be
nny'
s
Caf
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o
Slug
& le
ttuce
Two
for O
ne
Vint
age
Inns
All B
ar O
ne
Brew
ers
Fayr
e
Met
ro-P
rofe
ssio
nals
Pizz
a Ex
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s
Hun
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se
Toby
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Embe
r Inn
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Har
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arly
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o.1
Wet
hers
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s
Pub
Car
very
Sizz
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Pubo
Cor
ners
tone
McD
onal
ds
Source: Menurama
PREMIUM MID-MARKET VALUE
Average Price of a Main Meal (£s) Average Price of a Main Meal (£s)
Value for money in all market segmentsValue for money in all market segments
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The Value and Volume ModelThe Value and Volume Model
Pub & Carvery example
2004 2007
Average spend per head £4.71 £4.01 -15%
Average meal volumes per pub per week 1,800 2,950 +64%
Price elasticity >4 times
42% drinks sales mix
Ave profit per pub +29%
Very attractive profitable volume growthVery attractive profitable volume growth
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0.8
0.85
0.9
0.95
1
1.05
1.1
Mar-03
Jun-03
Sep-03
Dec-03
Mar-04
Jun-04
Sep-04
Dec-04
Mar-05
Jun-05
Sep-05
Dec-05
Mar-06
Jun-06
Sep-06
Dec-06
Mar-07
Jun-07
Sep-07
Dec-07
Mar-08
Gaining share in declining onGaining share in declining on--trade trade beer marketbeer market
Sustainable profitability from market share gainsSustainable profitability from market share gainsSource: BBPA: * Excludes MAB Volume: ** MAB same outlet volumes to October 2007
Off-trade volume
On-trade volume*
MAB volume**
MAT Beer Volume
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+8% +8% +14% -1%Price change:FY03 to FY07
Drinks Price Gap Drinks Price Gap
Source: AC Neilsen
Balancing short profitability with long term share gainsBalancing short profitability with long term share gains
Average Price per Pint of Standard Lager - FY07
£0.73
£2.48£2.27£2.12
£0.00
£0.50
£1.00
£1.50
£2.00
£2.50
£3.00
MAB Managed Leased Supermarkets
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Wine, Soft Drinks and CoffeeWine, Soft Drinks and Coffee
WineSales volumes +3%
Draught dispense in 600 pubs
Own label
Soft DrinksSales volumes flat
Fresh juices +4%
Draught carbonates +1%
Packaged carbonates & mixers -5%
CoffeeSales volumes +23%
c.1,200 coffee machines installed
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Efficiency GainsEfficiency Gains
Productivity
Rapid growth in staff contribution per hour: +3.9%*
Enhancement of scheduling system
Purchasing
COGS index increases held to under 1%
£7m of purchasing synergies from acquisition
Infrastructure efficiencies
Current year rationalisation process underway
£7m of annualised cost savings to be delivered in 08/09 year
Scale efficiencies underpin value and volume strategyScale efficiencies underpin value and volume strategy* Excluding the Acquired Sites
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Residential Pub RestaurantsResidential Pub Restaurants
Suburban Pub Restaurants
Good growth in Harvester,Toby, Pub & Carvery
Commuter Belt Pub Restaurants
Decline in Vintage Inns
New competitive capacity
Mid market slow-down in disposable incomes
Same outlet likeSame outlet like--forfor--likes +0.7%likes +0.7%
Toby Carvery, Banbury
The Hedgehog, Vintage Inns, Lichfield
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Pub Restaurants Margin ReinvestmentPub Restaurants Margin Reinvestment
Plan to reinvest c.2% of food margin in quality and value
Concentrated in:Vintage Inns menu quality
Harvester and Toby value and quality
Pub Carvery value
Introduced at end October: Dark Nights menus
Strong growth upswing in November
In all cases generating: Higher main meals cash GP
Incremental starters / desserts and drinks
Staff productivity gains
Higher net operating profit
Margin reinvestment to drive Pub RestaurantsMargin reinvestment to drive Pub Restaurants’’ profitabilityprofitability
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Pub Restaurants Pub Restaurants –– Acquired SitesAcquired Sites
Rapid integration process172 sites converted to date
9 Franchised
15 disposed on premium multiples
Remaining conversions to be completed in first half
Outstanding site quality
Speed of integration delivers growth platformSpeed of integration delivers growth platform
The Scotsbridge Mill, Premium Country Dining, Rickmansworth
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Residential PubsResidential Pubs
Widening drinks market share gains
Repositioning to food: 21% sales mix
Food sales up 16%
High returns from c.70 conversions
Rapid expansion in Sizzling Pub Co, Cornerstone and Metro Professional
Exited pubs with limited food potential
The Travellers Rest, Sizzling Pub Co, Reading
Merry Hill, Cornerstone, Wolverhampton
Same outlet likeSame outlet like--forfor--likes +6.3%likes +6.3%
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High Street & City Centre MarketsHigh Street & City Centre Markets
25% of sales
Strong format portfolio
Successful evolution of O’Neill’s, Scream & Town Pubs
Central London buoyant: All Bar One, Nicholson’s
Rapid food growth
Breakfast and coffee opportunity
Same outlet likeSame outlet like--forfor--like sales growth +3.0%like sales growth +3.0%
Clachan,Nicholson’s,London
The Queen of Hearts, Scream, Manchester
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Estate DevelopmentEstate Development
c.100 conversions including remaining Acquired Sites
6 to 8 new build, high take, super-pubs
Increasing focus on category killer, value formats
Rapid expansion of Sizzling Pub Co, Pub Carvery, CornerstoneOver 50 to be opened this year
c.300 pubs, over 15% of the total estate by end 2008
Average sales uplifts of £7k per week
High returns from estate repositioning to High returns from estate repositioning to highest growth segmentshighest growth segments
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Smoking BanSmoking Ban
2nd year strong growth in Scotland2nd year strong growth in Scotland Initial post ban slowInitial post ban slow--down in England down in England
1.9%
0.7%
0.0%
0.2%
0.4%
0.6%
0.8%
1.0%
1.2%
1.4%
1.6%
1.8%
2.0%
Ban to end FY07 FY08 1-7 wks
English Like for Like Sales since ban
2.2%
0.4%
3.2%4.0%
6.7%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
Ban toend FY06
FY 07 wks1-16
FY 07 wks17-32
FY 07 wks33-52
FY08 1-7wks
Scottish Like for Like Sales since ban
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Current TradingCurrent Trading
Same outlet like-for-likes up 1.4% in first seven weeks
Same outlet like-for-likes up 2.4% in November
Positive impact of new menus and pricing actions in Restaurants
Pubs & Bars accelerating drinks share gains & food sales growth
Remaining Acquired Sites to close for conversion
OutOut--performance in a more challenging market conditionsperformance in a more challenging market conditions Stronger NovemberStronger November
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OutlookOutlook
Uncertain consumer outlook
First winter of smoking ban impact
Resilience against on-trade declines
Positive consumer response to Restaurants’ sales actions
Power of MAB format portfolio
Focus on top line growth from managed super-pubs
Intensifying value and volume model
Attractive strategy for scale operator with high takes
Accelerating share gains amidst challenging trading conditionsAccelerating share gains amidst challenging trading conditions
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Property and StrategyProperty and Strategy
Overriding commitment to shareholder value
Unlocking the embedded value of the estate
Higher valuations placed by dedicated property investors
Best sites, formats and operational skills
Key is mutual incentives for property and operations in lease arrangement
Equity growth case for both property and operationsEquity growth case for both property and operations
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SummarySummary
Out-performing amidst tougher conditions
Formats positioned to growth segments
Scale advantages in value driven markets
Operational excellence, cost efficiency
Consolidation opportunities
Property: reviewing options for unlocking value
Focus on sustainable shareholder valueFocus on sustainable shareholder value