Marston’s PLC Annual Report and Accounts 2019 A Snapshot of 2019 Revenue Revenue growth in all trading segments; earnings momentum £1,173.5m +3% in drinks businesses. Sales growth in both pub Underlying* operating profit segments and continued growth in brewing. £178.7m -2% Improved operating cash flow. Underlying* profit before tax Debt reduction of £200 million between 2020–23 progressing £101.0m -3% well; targeting at least £70 million disposals of non-core pubs and Underlying* earnings per share assets in 2020, £50 million of which already exchanged 13.5p -3% or completed. Total dividend per share Full year dividend maintained at 7.5 pence per share. Dividend 7.5p cover at 1.8 times. Clear plans and objectives Statutory loss before tax for 2020. £20.0m Statutory reporting Strategic Report approval * The underlying results reflect the performance of the Group before The Strategic Report, outlined from the inside front cover to page 40 exceptional and other adjusting items. The Directors consider that incorporates: A Snapshot of 2019, Our Investment Case, At a Glance, these figures provide a more appropriate indication of the underlying Chairman’s Statement, Chief Executive’s Statement, Our Business performance of the Group. Model, Resources and Relationships underpinning our Business Model, Stakeholder Engagement, Our Marketplace, Our Strategy, Our Key On a statutory basis, the loss before tax was £20.0 million Performance Indicators, Group Operating and Financial Review, (2018: £54.3 million profit) and the loss per share was 2.8 pence per Non-Financial Information Statement, Risks and Risk Management, share (2018: 7.1 pence per share profit), reflecting the impairment Our Principal Risks and Uncertainties, Our Levels of Defence, and of properties and the adverse impact of the swap mark-to-market as Corporate Responsibility. a consequence of well-publicised lower gilt yields. A reconciliation between the underlying results and the statutory numbers can be found By order of the Board in the Group Income Statement on page 85. Ralph Findlay Chief Executive Officer 27 November 2019 Strategic Report Marston’s PLC Annual Report and Accounts 2019 1 About Us In This Document We have more than 14,000 Strategic Report A Snapshot of 2019 IFC employees and a diverse estate Our Investment Case 2 At a Glance 4 of over 1,400 bars, pubs and Chairman’s Statement 6 Chief Executive’s Statement 7 lodges, breweries, depots and Our Business Model 8 offices that allows us to offer Resources and Relationships underpinning our Business Model 12 Stakeholder Engagement 15 something for every guest, Our Marketplace 16 Our Strategy 18 customer and community. Our Key Performance Indicators 24 Group Operating and Financial Review 26 Non-Financial Information Statement 29 It is our purpose to bring Risks and Risk Management 30 Our Principal Risks and Uncertainties 31 people together for happy and Our Levels of Defence 35 meaningful experiences. We do Corporate Responsibility 37 this by empowering and enabling Governance our teams across every part of Chairman’s Introduction 42 Board of Directors 44 our business. Corporate Governance Report 46 Nomination Committee Report 50 Audit Committee Report 52 Directors’ Remuneration Report: 54 Annual Statement by Chairman 54 Remuneration Policy 57 Remuneration Summary 2019 65 Annual Report on Remuneration 66 Directors’ Report 73 Statement of Directors’ Responsibilities 76 Financial Statements Five Year Record 78 Independent Auditors’ Report to the Members of Marston’s PLC 79 Group Income Statement 85 Group Statement of Comprehensive Income 85 Group Cash Flow Statement 86 Group Balance Sheet 87 Group Statement of Changes in Equity 88 Notes to the Group Accounts 89 Company Balance Sheet 124 Company Statement of Changes in Equity 125 Notes to the Company Accounts 126 Additional Information Information for Shareholders 136 Glossary 139 Pubs-restaurants and lodges completed during the period 140 Find out more online This year we have incorporated information on our community involvement and our people into our main narrative report. More case studies about Marston’s and additional Corporate Responsibility information can be found on our website. www.marstons.co.uk/responsibility For a full year-end press release, preliminary results presentation and webcast, visit: www.marstons.co.uk/investors 2 Marston’s PLC Annual Report and Accounts 2019 Our Investment Case Our unique culture is what makes Marston’s different: we are passionate about our business and proud of its heritage. We take pride in doing things properly and we run our business in an ethical and responsible way to deliver long-term sustainable growth. Our people Good track record Our people are engaged, involved, motivated and Average profit per pub in line with proud to work for Marston’s. last year and increasing by around 7% after the disposals announced “ I really enjoy working for in November 2019. Completion of Charles Wells Brewing Marston’s. The people are Business integration delivering friendly, welcoming, and £4 million targeted synergies. We create value through our use are always available to of capital; we have committed to targeting a £0.2 billion reduction give advice.” in net debt by 2023 and we have a stable dividend payment. Daniel Smith, Engineer Apprentice Increase in average profit per pub since 2012 55% Increase in total underlying revenue 2.9% Total dividend per share 7.5p Clear and consistent strategy Our pubs business operates across all segments of the market, catering for a broad range of guests. Our beer business has evolved to be a market leader in premium ale with a lager and craft licensed portfolio and a leading service business. See page 18 for more information Strategic Report Marston’s PLC Annual Report and Accounts 2019 3 Lobster Pot, Bridlington Future growth plans Roll out of a programme that will see all our pubs receive investment on a five year cycle, ensuring that our estate is maintained and refreshed consistently. Additional £2 million investment in training. Through our Talent Academy Online, which is available to all of our people, we are aiming to reduce staff turnover in key roles during 2020, and we have plans to further improve skill levels in our kitchen teams. Our new recruitment website launches in 2020 and we continue to invest in apprenticeships. Investment and innovation in digital including: a marketing initiative aimed at improving the use of social media locally, the introduction of flexible payment facilities for our guests, the completion of our new EPOS system in 2020, and continuing to build on the capabilities of our data team. Our beer business continues to grow through its great portfolio Secure financing and valuable assets of beers, trusted by on-trade and The financing of our business is supported by a combination of a long-term debt structure and an agreed bank facility for the next five off-trade customers and consumers, years; fixed charge cover is 2.5 times. our expertise and capacity in contract Our estate has been valued at £2.1 billion and 91% of that is freehold. services and logistics. Estate value Focus on a long-term sustainable business with plans to further reduce energy consumption and our carbon £2.1bn footprint with a planned investment of £1–2 million. 4 Marston’s PLC Annual Report and Accounts 2019 At a Glance We have three operating segments supported by Group Services, as set out below, which reflect different guest profiles, flexible operating models, products and services. Destination and Premium Taverns Brewing • Larger food-led managed pubs, premium bars • Community and independently run pubs, either • Six breweries producing a wide portfolio and restaurants, accommodation. managed, franchised or tenanted. of cask, keg and packaged beers. • Marston’s Two for One, Heritage, Milestone • Great pubs with a licensee who connects with • Key brands: Pedigree, Hobgoblin, Wainwright Rotisserie, Milestone Carvery, Accent, their community or that maximise the abilities and Shipyard and licensed brands including Firebrand, Pitcher & Piano, Lost & Found, of skilled entrepreneurs. Estrella Damm. Foundry and Revere Country. • Typical guests: those wanting to enjoy a drink, • Local provenance in regional markets with • Typical guests: value seekers or those looking socialise and be entertained with people from Banks’s, Jennings, Mansfield, Ringwood, for a premium experience. their community. Brakspear and Eagle. • Typical consumers: discerning and knowledgeable drinker at home and away from home (in pubs, clubs and bars). Rooms Rooms 1,593 90 Locations Locations Locations 412 1,125* 18 Underlying revenue Underlying revenue Underlying revenue £460.1m £324.1m £389.3m +2.1% +3.9% +3.1% Underlying operating profit Underlying operating profit Underlying operating profit £87.1m £86.3m £32.6m -2.6% +0.2% +1.9% * Number of pubs does not reflect the disposal of 137 pubs completed in November 2019. Group Services • Our Group Services team provides a range of functional services that support and connect the wider business, including IT, HR, Finance, Retail Systems, Company Secretariat, Legal, Risk and Compliance. All are focused on setting the strategic, financial and governance framework to deliver growth to investors, our people and the communities in which we operate. Strategic Report Marston’s PLC Annual Report and Accounts 2019 5 Marston’s estate in 2018/19 We operate across the UK and are focused on maximising our return on investment from our high quality estate, which we continue to strengthen through organic development of pub-restaurants, bars and franchise-style pubs. Our six breweries and 12 depots and distribution centres provide national coverage to supply and distribute a wide portfolio of beers to our estate, supermarkets and other pub and leisure businesses across the nation. Scotland 21 250 North of England 103 334 232 1 4 Midlands 135 565 477 2 3 Wales 30 99 168 South of England 123 127 556 1 3 4 Key Destination and Premium Taverns Rooms Brewing Distribution centres and depots 6 Marston’s PLC Annual Report and Accounts 2019 Chairman’s Statement I am pleased to note that guest satisfaction and food hygiene measures improved significantly in 2019.