Half-year Report

RNS Number : 8045S
Wetherspoon (JD) PLC
19 March 2021
 

19 March 2021

 

J D WETHERSPOON PLC

PRELIMINARY RESULTS

(For the 26 weeks ended 24 January 2021)

 

 

 

FINANCIAL HIGHLIGHTS

 

· Revenue £431.1m (2020: £933.0m)   -53.8%

· Like-for-like sales    -53.9%

 

 

 

Before exceptional items (pre-IFRS 16):

 

· Loss before tax -£46.2m (2020: profit £57.9m)

· Operating loss -£20.7m (2020: profit £76.6m)

· Earnings per share -36.4p (2020: 44.3p)

 

 

Before exceptional items (post-IFRS 16):

 

· Loss before tax -£52.8m (2020: profit £51.6m)

· Operating loss -£17.6m (2020: profit £80.8m)

· Earnings per share -38.7p (2020: 39.3p)

 

 

After exceptional items (pre-IFRS 16):

 

· Loss before tax -£61.4m (2020: profit £42.0m)

· Operating loss -£28.3m (2020: profit £76.6m)

· Earnings per share -43.1p (2020: 30.5p)

 

 

After exceptional items (post-IFRS 16):

 

· Loss before tax -£68.0m (2020: profit £35.7m)

· Operating loss -£25.2m (2020: profit £80.8m)

· Earnings per share -49.1p (2020: 25.5p)

 

 

 

Commenting on the results, Tim Martin, the Chairman of J D Wetherspoon plc, said:

 

" Wetherspoon and its employees, along with the hospitality industry, have worked very hard to comply with ever-changing government guidelines. It is disappointing that so many regulations, implemented at tremendous cost to the nation, appear to have had no real basis in common sense or science - for example, curfews, "substantial meals" with drinks and masks for bathroom visits.

 

"The future of the industry, and of the UK economy, depends on a consistent set of sensible policies, and the ending of lockdowns and tier systems, which have created economic and social mayhem and colossal debts, with no apparent health benefits."

 

 

 

Enquiries:

 

John Hutson  Chief Executive Officer       01923 477777

Ben Whitley  Finance Director 01923 477777

Eddie Gershon  Company spokesman  07956 392234

 

Photographs are available at: newscast.co.uk  

 

Notes to editors

1.  J D Wetherspoon owns and operates pubs throughout the UK and Ireland. The Company aims to provide customers with good-quality food and drink, served by well-trained and friendly staff, at reasonable prices.  The pubs are individually designed and the Company aims to maintain them in excellent condition.

2.  Visit our website jdwetherspoon.com

3.  This announcement has been prepared solely to provide additional information to the shareholders of J D Wetherspoon, in order to meet the requirements of the UK Listing Authority's Disclosure and Transparency Rules.  It should not be relied on by any other party, for other purposes.  Forward-looking statements have been made by the directors in good faith using information available up until the date that they approved this statement.  Forward-looking statements should be regarded with caution because of inherent uncertainties in economic trends and business risks.

4.  The annual report and financial statements 2020 has been published on the Company's website on 16 October 2020.

5.  The current financial year comprises 52 trading weeks to 25 July 2021.

6.  The next trading update will be issued on 7 July 2021.

 

CHAIRMAN'S STATEMENT AND OPERATING REVIEW

 

When Wetherspoon published its annual results on 16 October 2020, we criticised the constant changes of direction by the government, following the first UK lockdown.

 

The criticism fell on deaf ears- the government instigated a second national lockdown in November, followed by a reopening in December under changing "tier" systems, which closed two thirds of our pubs by Christmas. After Christmas, a third lockdown was instigated.

 

In recent weeks a beer-garden-only reopening has been decreed for April, followed by table-service-only for May, before a full reopening in June.

 

The hospitality trade has made strenuous efforts to comply with capacity, social distancing and hygiene regulations, with great success - there have been very few outbreaks of the virus in pubs, as many commentators have noted.

 

The conclusions of many studies are encapsulated in a comment from Councillor Ian Ward, leader of Birmingham City Council, who said on 11 September 2020:

 

"The data we have shows that the infection rate has risen, mainly due to social interactions, particularly private household gatherings. In shops and hospitality venues there are strict measures in place to ensure they are Covid-free, whereas it is much easier to inadvertently pass on the virus in someone's house, where people are more relaxed and less vigilant."

 

Greg Fell, Director of Public Health, Sheffield City Council, in evidence to Parliament's Select Committee on Science and Technology (27 January 2021) said:

 

"Most of the transmission events are household-to-household transmissions. Hospitality does not crop up as a terribly big factor on our risk radar. When we look at the common exposures dataset, hospitality is not a huge risk".

 

Dr Richard Harling MBE, Director of Health and Care, Staffordshire County Council, in evidence to the same committee said:

 

"Similarly, back in the summer and autumn, once you put transmission between household members aside, the next most important one was transmission between different households. The hospitality sector did feature, but much lower down the list".

 

A study by Imperial College (27 November 2020) said that "...households showed the highest transmission rates".

 

The evidence of Sweden v the UK and Florida v California perhaps suggests that draconian lockdowns can be counterproductive, whereas there is strong evidence that social distancing and hygiene measures work.

 

By the time pubs were closed by the government after Christmas, a total of 1,244 or 3.3% of 37,800 Wetherspoon employees had tested positive for Covid-19, from reopening in July. For the UK as a whole, 2.3 million people had tested positive by then, according to the UK government website (https://coronavirus.data.gov.uk/ ), 3.4% of the population. Since pub employees spend more time in pubs than anyone else, these statistics do not indicate that pubs are centres of transmission, which some commentators have suggested. There were no reported instances of the virus being transmitted from staff to customers in Wetherspoon pubs, or vice versa, since the reopening last July.

 

Wetherspoon recorded over 50 million customer visits to its pubs from reopening in July, to the year end, and there has been no evidence of even a single outbreak, as defined by the health authorities, during this time.

 

The main problem is that the government and SAGE have been unscientific in their approach- ignoring evidence, such as the evidence above, which contradicts their "narrative". Rather than embracing, debating and investigating anomalies and counterintuitive information, as real scientists do, they have, instead, tried to discredit dissenters, as Wetherspoon News has pointed out. These tactics can work in an election campaign, but risk disaster in the day-to-day management of problems.

 

Examples of entirely unscientific initiatives include the introduction of a curfew, the requirement for a "substantial meal" with a drink and the wearing of face masks to visit the bathroom.

 

This approach has contributed to the UK having one of the biggest hits to the economy of any country, and the worst health outcomes of any large country, according to the Times (below).

 

Country*

Fatalities per million population

UK

1,854

Italy

1,695

US

1,604

Spain

1,549

Mexico

1,512

 

*Countries with populations greater than 20m

Figures as of 7pm, 17 March 2021

Source: WHO

US figures source: CDC

 

The government's response to Covid-19, and its effects on the hospitality industry, have been discussed, at some length, in the latest edition of Wetherspoon News (see link: https://www.jdwetherspoon.com/~/media/files/pdf-documents/wetherspoon-news/wetherspoon-news-spring-2021_single-pages.pdf ).

 

It remains to be seen whether the government will adhere to its reopening plan, following the successful vaccination programme - or whether the knee-jerk reaction to the latest news, which seems to have been the main generator of policy and regulations, will continue.

 

It is impossible to decipher a pattern in sales, given the lockdowns and changes in regulations. In the 26 weeks ended 24 January 2021, like-for-like sales decreased by 53.9%, with total sales decreasing by 53.8% to £431.1m (2020: £933.0m).

 

Like-for-like bar sales decreased by 57.3% (2020: +4.2%), food by 48.4% (2020: +5.6%) and fruit/slot machines by 53.7% (2020: +20.3%). Like-for-like hotel room sales decreased by 51.8% (2020: -1.3%).

 

Pre-IFRS 16 operating profit decreased to -£20.7m (2020: £76.6m). The operating margin was -4.8% (2020: 8.2%). Loss before tax and exceptional items is £46.2m (2020: £57.9m profit), including property losses of £1.3m (2020: £0.2m).  Earnings per share, including shares held in trust by the employee share scheme, and before exceptional items, were -36.4p (2020: 43.3p).

 

Total capital investment was £19.0m in the period (2020: £135.8m). £1.4m was spent on freehold reversions of properties where Wetherspoon was the tenant (2020: £70.6m), £7.1m on new pub openings and extensions, mainly in respect of the Keavan's Port Hotel in Dublin (2020: £34.8m), and £9.6m on existing pubs (2020: £32.8m).

 

Post IFRS16 exceptional items totalled £12.4m (2020: £14.1m). There was a £0.1m (2020: £3.6m) loss on disposal and an impairment charge of £2.1m (2020: £12.3m), relating to the company's decision to vacate a leasehold pub on the 'break date'. The cash effect of the exceptional charges was an outflow of £7.5m. The cash outflow mainly relates to items such as pub screens between tables to improve social distancing, 'top ups' to furlough payments and associated taxes.

 

Free cash flow, after capital investment of £9.6m in existing pubs (2020: £32.8m), £6.8m for share purchases for employees (2020: £9.3m) and payments of tax and interest, was -£77.3m (2020: £49.0m). Free cash flow per share was -64.5p (2020: 46.7p).

 

 

Comment on IFRS 16

 

As indicated previously, I believe IFRS 16 to be confusing and misleading. Common sense suggests that rent should be regarded as a cost in the income statement. Instead, a complex formula disregards actual rent paid and substitutes a notional asset (the 'right to occupy'), which attracts a depreciation charge, and a notional interest charge based on the total rental liability for the lease term, even though the great majority of the rental liability does not crystallise, in almost all cases, for many years.

 

Part of the purpose may be to equate rent with debt. However, for companies like Wetherspoon at least, rent bears almost no resemblance to debt.

 

Debt is invariably for a fixed term, with the full amount repayable at the end of the term. Debt therefore carries a refinancing risk.

 

In contrast, Wetherspoon's leases, for example, carry no refinancing risk - there is just a liability to pay the rent when it falls due.

 

Of course leases carry a great risk - as so many restaurant companies and retailers have unfortunately demonstrated. However, it does not make sense to treat future liabilities in this way - why not treat future business rates or VAT liabilities in this way, if it's appropriate for rent?

 

The most important criticism of IFRS 16 is that the complexity which it creates means that it will be understood by only experts - in general, good for the experts, but bad for business efficiency, shareholders and the public.

 

For the period ended 24 January 2021, as a result of the new standard, operating profit has increased by £3.1m and finance costs by £10.8m. There will be no impact on cash flows.

 

 

Share buybacks

 

No shares were purchased by the company for cancellation in the period under review (2020: £6.5m).

 

The company raised c£93.7m new equity in January 2021.

 

 

Property

 

During the period, we opened two new pubs and closed or sold two, bringing the number open at the period end to 872. Following a review of our estate, in recent years, we placed around 100 pubs on the market, most of which have now been sold.

 

Ten years ago (FY11) our freehold/leasehold split was 43.4/56.6%. At the half year end, it was 64.4/35.6%.

 

 

Financing

 

As at 24 January 2021, the company's net debt, including bank borrowings and finance leases, but excluding derivatives, was £811.9m (2020: £817.0m).

 

Net debt plus 'trade and other payables' have remained at approximately the same levels from year end 2019, as shown in the table below:

 

 

Half Year 2021

Year End 2020

Half Year 2020

Year End 2019

 

£m

£m

£m

£m

 

 

 

 

 

Net Debt

812

817

805

737

Trade and other payables

197

268

315

308

Net Debt + Trade and other payables

1,009

1,085

1,119

1,045

 

 

As a result of the pub closures, the normal net-debt-to-EBITDA covenant has been waived by the company's lenders. The net-debt-to-EBITDA ratio has been replaced by a minimum liquidity covenant of £75m. As at 24 January 2021, the company had liquidity of £225.0m.

 

There has been an increase in total facilities to £1,041.3m (2020: £993.0m), following the addition of a CLBILS loan in August 2020.

 

Post period end, in March 2021, the company agreed a further £51.7m CLBILS loan.

 

The company previously stated that its intention to keep the net-debt-to-EBITDA ratio at around 3.5 times for the foreseeable future.

The ratio might rise for a temporary period, if there were, for example, a sudden deterioration in trading, in which instance the company would seek to reduce the level in a timely manner. Insofar as it is possible to generalise, the board believes that debt levels of between 0 and 2 times EBITDA are a sensible long-term benchmark. A higher level of debt may be justifiable - at times when interest rates are low and other factors are favourable.

 

Since 2003, the company has bought back 116.8m shares at a cost of £515.9m. In addition, since 2011, the company has bought the freeholds of 159 pubs at a cost of £379.8m.  In the last 12 months, the company has issued 24.1m shares to raise £235m.

 

 

Dividends

 

In the current circumstances, the board has not recommended the payment of an interim dividend (2020: £0).

 

Corporation tax

 

Owing to the losses sustained in the period, and expected for the rest of the year, we expect the overall corporation tax charge for the financial year, including current and deferred taxation, to be 12.1%.

 

 

Contribution to the economy

 

Wetherspoon Tax Payments In Financial Years 2011 To 2020

 

 

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

£m

£m

£m

£m

£m

£m

£m

£m

£m

£m

VAT

244.3

357.9

332.8

323.4

311.7

294.4

275.1

253.0

241.2

204.8

Alcohol duty

124.2

174.4

175.9

167.2

164.4

161.4

157

144.4

136.8

120.2

PAYE and NIC

106.6

121.4

109.2

96.2

95.1

84.8

78.4

70.2

67.1

65.2

Business rates

39.5

57.3

55.6

53.0

50.2

48.7

44.9

46.4

43.9

39.8

Corporation tax

21.5

19.9

26.1

20.7

19.9

15.3

18.1

18.4

18.2

21.2

Corporation tax credit (historic capital allowances)

-

-

-

-

-

-2.0

-

-

-

-

Fruit/slot machine duty

9.0

11.6

10.5

10.5

11.0

11.2

11.3

7.2

3.3

2.9

Climate change levies

10.0

9.6

9.2

9.7

8.7

6.4

6.3

4.3

1.9

1.6

Stamp duty

4.9

3.7

1.2

5.1

2.6

1.8

2.1

1.0

0.8

1.1

Sugar tax

2.0

2.9

0.8

-

-

-

-

-

-

-

Fuel duty

1.7

2.2

2.1

2.1

2.1

2.9

2.1

2.0

1.9

1.9

Carbon tax

-

1.9

3.0

3.4

3.6

3.7

2.7

2.6

2.4

0.8

Premise licence and TV licences

1.1

0.8

0.7

0.8

0.8

1.6

0.7

0.7

0.5

0.4

Landfill tax

-

-

1.7

2.5

2.2

2.2

1.5

1.3

1.3

1.1

Furlough Tax Rebate

-124.1

-

-

-

-

-

-

-

-

-

TOTAL TAX

440.7

763.6

728.8

694.6

672.3

632.4

600.2

551.5

519.3

461.0

TAX PER PUB (£000)

533

871

825

768

705

673

662

632

617

560

TAX AS % of  NET SALES

34.9%

42.0%

43.0%

41.8%

42.1%

41.8%

42.6%

43.1%

43.4%

43.0%

 

 

*Source: J D Wetherspoon plc Annual Reports and Accounts 2012 - 2020

 

Wetherspoon is proud to pay its share of tax and, in this respect, is a major contributor to the economy. Wetherspoon, its customers and employees have paid £6.1 billion of tax to the government in the last 10 years.

 

The table below shows the tax generated by the company in its financial years 2011-20. During this period, taxes amounted to about 42 per cent of every pound which went 'over the bar', net of VAT - about 11 times the company's profit.

 

 

VAT equality

 

As we have previously stated, the government would generate more revenue and jobs if it were to create tax equality among supermarkets, pubs and restaurants. Supermarkets pay virtually no VAT in respect of food sales, whereas pubs pay 20%.

 

This has enabled supermarkets to subsidise the price of alcoholic drinks, widening the price gap, to the detriment of pubs and restaurants.

 

Pubs also pay around 20 pence a pint in business rates, whereas supermarkets pay only about 2 pence, creating further inequality.

 

Pubs have lost 50% of their beer sales to supermarkets in the last 35 or so years.

 

It makes no sense for supermarkets to be treated more leniently than pubs, since pubs generate far more jobs per pint or meal than do supermarkets, as well as far higher levels of tax. Pubs also make an important contribution to the social life of many communities and have better visibility and control of those who consume alcoholic drinks.

 

Tax equality is particularly important for residents of less affluent areas, since the tax differential is more important there - people can less afford to pay the difference in prices between the on and off trade.

 

As a result, in these less affluent areas, there are often fewer pubs, coffee shops and restaurants, with less employment and increased high-street dereliction.

 

Tax equality would also be in line with the principle of fairness in applying taxes to different businesses.

 

On 3 March 2021, the chancellor, Rishi Sunak, announced a six-month extension to the temporary reduction of VAT to 5% in respect of food and non-alcoholic drinks sales. In July 2020, when this reduction was first announced, the company lowered its pricing on a wide range of products, including food, soft drinks and real ale. If the chancellor decides to make these VAT reductions permanent, the company intends to retain these lower prices indefinitely.

 

 

Further progress

 

As previously highlighted, the company's philosophy is to try continuously to upgrade as many areas of the business as possible.

 

The Food Standards Agency, in association with local authorities, regularly inspects licensed and other food businesses in the UK and awards marks from zero to five, according to the standards it finds.

 

Currently, 97% of our pubs have obtained the maximum five rating (2020: 97%), under the FSA scheme, with 99% receiving a rating of four or above (2020: 99%). This record reflects extremely hard work by our central catering, audit and operations team, as well as by the excellent teams in our pubs.

 

In addition, the company runs a government-approved apprenticeship scheme and participates in a professional management diploma and degree course, in conjunction with Leeds Beckett University.

 

 

Corporate governance

 

In the 2019 annual report, the company made a number of criticisms of the corporate governance system, which can be found in appendix 1.

 

ESG

 

There is an increasing focus from investors on ESG matters.  We have provided commentary in numerous previous press announcements on the company's moves over many years on these matters, which were driven by our desire to do what was best for our employees, customers and, as a result, the company. Our initiatives have included pay increases, bonuses and free shares, improved staff training, internal promotion, recycling initiatives and, we believe, appropriate governance arrangements.

 

Bloomberg

 

In the immediate aftermath of the first lockdown, in early 2020, a number of inaccurate statements regarding Wetherspoon appeared in the media.

 

When media organisations were made aware of the inaccuracies, in line with normal journalistic principles, corrections and/or apologies were published by the BBC, SKY, the Times, the Independent, the Sun, the Daily Mail, the Daily Star, the Mirror, Forbes and others.

 

The corrections and apologies have been published in Wetherspoon News, a magazine for pub customers (see link: https://www.jdwetherspoon.com/~/media/files/pdf-documents/events-2021/press-corrections-180321.pdf ).

 

However, Bloomberg Businessweek, a weekly magazine, published an article recently, containing many inaccuracies, which, apart from a few points, it has refused to correct.

 

Some of the inaccuracies may seem minor, but they have been used as a "factual" base, which creates an unfavourable impression of Wetherspoon.

 

For example, the article says that Wetherspoon is "sacrificing worker pay for affordable prices".

 

However, Wetherspoon pays at or above the rates of its main, publicly-quoted, pub competitors and at or above the rates of McDonald's, for example. Since our prices are substantially lower than pub competitors, it is untrue, and illogical, to say that there has been a "sacrifice", as Bloomberg has asserted.

 

In addition, Wetherspoon has awarded bonuses and free shares to employees, equivalent to 55% of its profits after tax, in the last 15 years (see table below). Approximately 83% of the awards have been to employees working in pubs. 15,032 employees own shares in the company. Since the share scheme was introduced, Wetherspoon has awarded 20.6 million free shares to employees, approximately 16% of the shares in issue today. Few companies in any industry match this record, which further undermines the Bloomberg allegation of a "sacrifice".

 

 

Wetherspoon: bonuses and free shares vs profits, 2006 - 2020

 

 

Bonus and free shares

(Loss)/Profit
after tax

Bonus etc as % of profits

Financial Year

£m

£m

2020

33

-30

-

2019

46

80

58%

2018

43

84

51%

2017

44

77

57%

2016

33

57

58%

2015

31

57

53%

2014

29

59

50%

2013

29

65

44%

2012

24

57

42%

2011

23

52

43%

2010

23

51

44%

2009

21

45

45%

2008

16

36

45%

2007

19

47

41%

2006

17

40

41%

Total

428

777

55%

 

 

*Source: J D Wetherspoon plc Annual Reports and Accounts 2006 - 2020

 

The article also says that Wetherspoon "took advantage of a beer supply surplus to secure cheap contracts". This is pure fiction. Wetherspoon beer contracts usually run for five to ten years and beer is brewed in short cycles of a few weeks, reflecting current demand. It is therefore nonsense to claim that Wetherspoon secured "contracts" due to an imaginary, short-term "beer supply surplus".

 

The article says that Wetherspoon plays "host to drunken students". "Playing host", which infers a premeditated strategy, would be unlawful, since pubs have a legal obligation, strictly enforced by the licensing authorities, to prevent drunkenness. Pub liquor licences can be lost if legislation is not adhered to. Wetherspoon has never, in its history, lost a licence on these grounds - or on any other grounds, although many companies have.

 

The Bloomberg article says that Wetherspoon "unlike traditional pubs ... divides its pubs into gridlike seating plans...reducing the frequency of chance interactions". This claim is completely nonsensical. There is no observable difference between Wetherspoon seating layouts and those of many competitors. Indeed, since Wetherspoon normally converts unlicensed buildings, which vary in size and shape, into pubs, there is a vast difference in the type of seating layouts that are used. Implying some sort of strategy to reduce "chance interactions" is absurd.

 

The article says that Wetherspoon is "Most-loved, Most-hated". "Most-hated" is tribal and sectarian, and is untrue. An independent market research survey by CGA BrandTrack of 5,000 consumers in 2018, for example, reported that Wetherspoon is "the preferred brand to eat out at". A similar survey in 2019, also by CGA BrandTrack, found that Wetherspoon was the "standout choice for branded drinking occasions".

 

The article says that I (Tim Martin) am a "lifelong skeptic of the EU" and that I "began in the 1990s to push for Britain to prune its ties with Brussels, then to sever them entirely". This is complete cobblers.

 

My first opposition to EU policy, which was NOT opposition to the EU itself, was when it was proposed that the UK join the euro in around 2000, following the failure of the euro's predecessor, the exchange rate mechanism, in the early 1990s.

 

I did not vote in the 2014 European elections, won by UKIP, which precipitated a referendum, nor did I ever personally campaign for there to be a referendum on the issue.

 

I only decided to "vote leave", as did millions of others, following the then Prime Minister's difficulty in obtaining the "fundamental (EU) reform" he had sought in early 2016.

 

It is obviously ridiculous to describe someone as a "lifelong skeptic" of the EU, if they decide to "vote leave" at the age of 60.

 

The article repeats the myth, since corrected by, for example, the Times, that I said "go work at Tesco". I never said those words, as reputable news organisations have now acknowledged. In fact, I said, at a time of high anxiety about empty supermarket shelves, with Tesco alone seeking 45,000 extra workers, "if you think it's a good idea (to work at a supermarket), do it, I can completely understand it. If you've worked for us before I promise you, we'll give you first preference if you want to come back". Bloomberg appears to be unaware that hospitality workers are entitled to earn a second income from supermarkets, in addition to their furlough payments.

 

The article says that Wetherspoon "leverage[ed] its scale to beat out smaller competitors". This is misleading. The main historical competitors to Wetherspoon, as is clearly obvious, have been large pub and restaurant companies, and supermarkets. Many smaller pub competitors, trading in close proximity to Wetherspoon, like Loungers, Fuller's, Young's and St Austell have grown substantially.

 

As a final example, the article incorrectly said that Wetherspoon "brought in" workers from Europe and "staff were as likely to be from Warsaw or Sofia as Wiltshire or Suffolk". In fact, Wetherspoon did not "bring in" anyone - and only 8% of our workforce, invariably excellent employees, have European passports.

 

The article contains too many other errors to correct, without boring shareholders - including basic errors as to the number of pubs the company has operated at various stages.

 

Bloomberg is not a member of the Independent Press Standards Organisation ("IPSO"), the UK's press regulatory body, which can compel corrections to inaccuracies. However, Bloomberg's own code ("The Bloomberg Way") says, "Show, don't tell: back up statements with facts…". It also says:

 

"Be accurate: there is no such thing as being first if the news is wrong".

 

"The Bloomberg Way" was written by Bloomberg News Editor-in-Chief emeritus, Matthew Winkler. A possible explanation for the errors is that the UK journalist, who wrote the article, contacted HENRY Winkler, known as "The Fonz", by mistake. This may be unlikely, since The Fonz frequently intoned "exactamundo" and "correctamundo" - not a creed that is evident in the article.

 

Outlook

 

As indicated above, Wetherspoon and its employees, along with the hospitality industry, have worked very hard to comply with ever-changing government guidelines. It is disappointing that so many regulations, implemented at tremendous cost to the nation, appear to have had no real basis in common sense or science - for example, curfews, "substantial meals" with drinks, and masks for bathroom visits.

 

The future of the industry, and of the UK economy, depends on a consistent set of sensible policies, based on scientific evidence, rather than on political expediency.

 

 

Tim Martin

Chairman

19 March 2021

 

 

Appendix 1 - Corporate Governance, Extract from Wetherspoon 2019 Annual Report

The underlying ethos of corporate governance is to comply with the guidelines or to explain why you do not.

 

The original creators of the rules must have realised that business success takes many forms, so a rigid structure, applicable to all companies cannot be devised - hence the requirement to explain non-compliance.

 

Wetherspoon has always explained its approach. For example, in 2016, our approach to corporate governance was summed up in the annual report as follows:

 

"...I have said that many aspects of current corporate governance advice, as laid out in the Combined Code, are deeply flawed…"

 

I then went on to say:

 

"I believe that the following propositions represent the views of sensible shareholders:

 

The Code itself is faulty, since it places excessive emphasis on meetings between directors and shareholders and places almost no emphasis on directors taking account of the views of customers and employees which are far more important, in practice, to the future well-being of any company.

 

For example, in the UK Corporate Governance Code (September 2014), there are 64 references to shareholders, but only three to employees and none to customers - this emphasis is clearly mistaken.

 

· The average institutional shareholder turns over his portfolio twice annually, so it is advisable for directors to be wary of the often perverse views of 'Mr Market' (in the words of Benjamin Graham), certainly in respect of very short-term shareholders.

· A major indictment of the governance industry is that modern annual reports are far too long and often unreadable. They are full of semiliterate business jargon, including accounting jargon, and are cluttered with badly written and incomprehensible governance reports.

· It would be very helpful for companies, shareholders and the public, if the limitations of corporate governance systems were explicitly recognised. Common sense, management skills and business savvy are more important to commercial success than board structures.

All of the major banks and many supermarket and pub companies have suffered colossal business and financial problems, in spite of, or perhaps because of, their adherence to inadvisable governance guidelines.

· There should be an approximately equal balance between executives and non-executives. A majority of executives is not necessarily harmful, provided that non-executives are able to make their voice heard.

· It is often better if a chairman has previously been the chief executive of the company. This encourages chief executives, who may wish to become a chairman in future, to take a long-term view, avoiding problems of profit-maximisation policies in the years running up to the departure of a chief executive.

· A maximum tenure of nine years for non-executive directors is not advisable, since inexperienced boards, unfamiliar with the effects of the 'last recession' on their companies, are likely to reduce financial stability.

· An excessive focus on achieving financial or other targets for executives can be counter-productive. There's no evidence that the type of targets preferred by corporate governance guidelines actually works and there is considerable evidence that attempting to reach ambitious financial targets is harmful.

· As indicated above, it is far more important for directors to take account of the views of employees and customers than of the views of institutional shareholders. Shareholders should be listened to with respect, but caution should be exercised in implementing the views of short-term shareholders. It should also be understood that modern institutional shareholders may have a serious conflict of interest, as they are often concerned with their own quarterly portfolio performance, whereas corporate health often requires objectives which lie five, 10 or 20 years in the future."

I also quoted Sam Walton of Walmart in the 2014 annual report. He said:

 

"What's really worried me over the years is not our stock price, but that we might someday fail to take care of our customers or that our managers might fail to motivate and take care of our (employees)…. Those challenges are more real than somebody's theory that we're heading down the wrong path…. As business leaders, we absolutely cannot afford to get all caught up in trying to meet the goals that some … institution … sets for us. If we do that, we take our eye off the ball…. If we fail to live up to somebody's hypothetical projection for what we should be doing, I don't care. We couldn't care less about what is forecast or what the market says we ought to do."

 

 

 

PRE-IFRS 16 INCOME STATEMENT for the 26 weeks ended 24 January 2021

 

J D Wetherspoon plc, company number: 1709784

 

 

 

 

 

 

 

The pre-IFRS 16 statements are included for information purposes only and do not form part of the GAAP primary statements

 

 

Notes

Unaudited

 

Unaudited

 

Unaudited

Unaudited

Unaudited

Unaudited

 

 

26 weeks

 

26 weeks

 

26 weeks

26 weeks

52 weeks

52 weeks

 

 

ended

 

ended

 

ended

ended

ended

ended

 

 

24 January

 

24 January

 

26 January

26 January

26 July

26 July

 

 

2021

 

2021

 

2020

2020

2020

2020

 

 

Before

 

After

 

Before

After

Before

After

 

 

exceptional

 

exceptional

 

exceptional

exceptional

exceptional

exceptional

 

 

items

 

items

 

items

items

items

items

 

 

£000

 

£000

 

£000

£000

£000

£000

Revenue

1

431,072

 

431,072

 

933,021

933,021

1,262,048

1,262,048

Operating costs

 

(451,816)

 

(451,816)

 

(856,461)

(856,461)

(1,254,896)

(1,254,896)

Operating costs - exceptional

4

-

 

(7,536)

 

-

-

-

(13,201)

Operating (loss)/profit

2

(20,744)

 

(28,280)

 

76,560

76,560

7,152

(6,049)

Property (losses)/gains

3

(1,320)

 

(1,320)

 

(172)

(172)

(641)

(641)

Property losses - exceptional

3

-

 

(57)

 

-

(15,948)

-

(47,476)

(Loss)/profit before interest and tax

(22,064)

 

(29,657)

 

76,388

60,440

6,511

(54,166)

Finance income

6

167

 

167

 

41

41

161

161

Finance costs

6

(24,275)

 

(24,275)

 

(18,508)

(18,508)

(40,767)

(40,767)

Finance costs - exceptional

6

-

 

(5,511)

 

-

-

-

-

(Loss)/profit before tax

 

(46,172)

 

(59,276)

 

57,921

41,973

(34,095)

(94,772)

Income tax (expense)/credit

7

2,510

 

2,510

 

(12,487)

(12,487)

4,158

4,158

Income tax expense - exceptional

7

-  

 

5,171

 

-

1,801

-

1,004

(Loss)/profit for the period

 

(43,662)

 

(51,595)

 

45,434

31,287

(29,937)

(89,610)

 

 

 

 

 

 

 

 

 

 

(Loss)/earnings per ordinary share (p)

 

 

 

 

 

 

 

 

 - Basic 1

8

(36.4)

 

(43.1)

 

44.3

30.5

(27.6)

(82.6)

 - Diluted 1

8

(36.4)

 

(43.1)

 

43.3

29.8

(27.6)

(82.6)

 

 

RECONCILIATION TO THE STATUTORY PROFIT for the 26 weeks ended 24 January 2021

 

 

Notes

Unaudited

 

Unaudited

Unaudited

Unaudited

Unaudited

Unaudited

 

 

26 weeks

 

26 weeks

26 weeks

26 weeks

52 weeks

52 weeks

 

 

ended

 

ended

ended

ended

ended

ended

 

 

24 January

 

24 January

26 January

26 January

26 July

26 July

 

 

2021

 

2021

2020

2020

2020

2020

 

 

Before

 

After

Before

After

Before

After

 

 

exceptional

 

exceptional

exceptional

exceptional

exceptional

exceptional

 

 

items

 

items

items

items

items

items

 

 

£000

 

£000

£000

£000

£000

£000

(Loss)/profit before IFRS 16

(43,662)

 

(53,728)

45,434

31,287

(29,937)

(89,610)

Operating costs

 

26,078

 

26,078

28,443

28,443

58,503

58,503

Amortisation and depreciation

23

 

 

 

 

 

 

 

  Right-of-use assets

 

(23,042)

 

(23,042)

(24,425)

(24,425)

(49,059)

(49,059)

  Lease premium

 

86

 

86

192

192

368

368

Disposal of leases

3

1,088

 

1,088

347

347

1,125

1,125

Impairment

3

 

 

 

 

 

 

 

  Right-of-use assets

 

-

 

(2,133)

-

-

-

(4,722)

  Property, plant and equipment

 

-

 

1,504

-

-

-

3,311

Onerous leases provision

 

-

 

629

-

-

-

1,411

Finance costs

6

(11,015)

 

(11,015)

(11,078)

(11,078)

(21,980)

(21,980)

Finance income

6

210

 

210

225

225

451

451

Income tax expense

7

3,887

 

1,532

1,189

1,189

2,012

2,641

(Loss)/profit for the period

 

(46,370)

 

(58,791)

40,327

26,180

(38,517)

(97,561)

 

PRE-IFRS 16 CASH FLOW STATEMENT for the 26 weeks ended 24 January 2021

 

J D Wetherspoon plc, company number: 1709784

 

 

 

 

 

 

 

 

The pre-IFRS 16 statements are included for information purposes only and do not form part of the GAAP primary statements

 

 

 

Notes

Unaudited

 

Unaudited

Unaudited

Unaudited

Unaudited

Unaudited

 

 

 

cash flow

 

free cash

cash flow

free cash

cash flow

free cash

 

 

 

 

 

flow 1

 

flow 1

 

flow 1

 

 

 

26 weeks

 

26 weeks

26 weeks

26 weeks

52 weeks

52 weeks

 

 

 

ended

 

ended

ended

ended

ended

ended

 

 

 

24 January

 

24 January

26 January

26 January

26 July

26 July

 

 

 

2021

 

2021

2020

2020

2020

2020

 

 

 

£000

 

£000

£000

£000

£000

£000

 

Cash flows from operating activities

 

 

 

 

 

 

 

 

 

Cash used in/generated from operations

9

(42,944)

 

(42,944)

131,546

131,546

38,718

38,718

 

Interest received

 

105

 

105

40

40

59

59

 

Interest paid

 

(29,185)

 

(29,185)

(17,027)

(17,027)

(29,914)

(29,914)

 

Corporation tax paid

 

12,201

 

12,201

(21,480)

(21,480)

(10,971)

(10,971)

 

Net cash flow from operating activities

 

(59,823)

 

(59,823)

93,079

93,079

(2,108)

(2,108)

 

 

 

 

 

 

 

 

 

 

 

Cash flows from investing activities

 

 

 

 

 

 

 

 

 

Reinvestment in pubs

 

(9,602)

 

(9,602)

(32,764)

(32,764)

(43,370)

(43,370)

 

Reinvestment in business and IT projects

 

(872)

 

(872)

(1,768)

(1,768)

(926)

(926)

 

Investment in new pubs and pub extensions

 

(7,115)

 

-

(34,773)

-

(50,408)

-

 

Freehold reversions and investment properties

 

(1,423)

 

-

(70,633)

-

(98,467)

-

 

Proceeds of sale of property, plant and equipment

 

-

 

-

4,160

-

4,810

-

 

Net cash flow from investing activities

 

(19,012)

 

(10,474)

(135,778)

(34,532)

(188,361)

(44,296)

 

 

 

 

 

 

 

 

 

 

 

Cash flows from financing activities

 

 

 

 

 

 

 

 

 

Equity dividends paid

11

-

 

-

(8,371)

-

(8,371)

-

 

Purchase of own shares for cancellation

 

-

 

-

(6,455)

-

(6,456)

-

 

Purchase of own shares for share-based payments

(6,771)

 

(6,771)

(9,260)

(9,260)

(11,125)

(11,125)

 

Loan issue cost

10

(238)

 

(238)

(321)

(321)

(1,323)

(1,323)

 

Advances under private placement

 

-

 

-

98,000

-

98,000

-

 

Advances under/repayment of bank loans

10

48,333

 

-

(25,000)

-

100,000

-

 

Advances under asset-financing

10

-

 

-

-

-

16,152

-

 

Issue of share capital

26

91,523

 

-

-

-

137,995

-

 

Asset financing principal payments

10

(3,439)

 

-

(1,431)

-

(2,902)

-

 

Net cash flow from financing activities

 

129,408

 

(7,009)

47,162

(9,581)

321,970

(12,448)

 

 

 

 

 

 

 

 

 

 

 

Net change in cash and cash equivalents

10

50,573

 

-

4,463

-

131,501

-

 

Opening cash and cash equivalents

18

174,451

 

-

42,950

-

42,950

-

 

Closing cash and cash equivalents

18

225,024

 

-

47,413

-

174,451

-

 

Free cash flow

8

- 

 

(77,306)

48,966

(58,852)

 

Free cash flow per ordinary share

8

- 

 

(64.5)p

-

46.7p

-

(54.2)p

 

 

 

[1] Free cash flow is a measure not required by accounting standards; a definition is provided in our accounting policies.

 

 

PRE-IFRS 16 BALANCE SHEET as at 24 January 2021

 

J D Wetherspoon plc, company number: 1709784
The pre-IFRS 16 statements are included for information purposes only and do not form part of the GAAP primary statements

 

Notes

Unaudited

Unaudited

Unaudited

 

 

24 January

26 January

Restated

26 July

 

 

2021

2020

2020

 

 

£000

£000

£000

Assets

 

 

 

 

 

 

 

 

 

Non-current assets

 

 

 

 

Property, plant and equipment

 

1,422,888

1,458,531

1,439,467

Intangible assets

12

8,956

12,378

8,895

Investment property

14

6,037

11,572

11,527

Other non-current assets

 

7,434

7,696

7,520

Deferred tax assets

7

11,580

9,706

15,617

Total non-current assets

 

1,456,895

1,499,883

1,483,026

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Current assets

 

 

 

 

Assets held for sale

17

-

350

-

Inventories

15

22,369

23,453

23,095

Receivables

 

26,187

27,544

36,387

Cash and cash equivalents

18

225,024

47,413

174,451

Current income tax receivables

7

-

-

7,672

Total current assets

 

273,580

98,760

241,605

Total assets

 

1,730,475

1,598,643

1,724,631

 

 

 

 

 

Liabilities

 

 

 

 

 

 

 

 

 

Current liabilities

 

 

 

 

Borrowings

20

(7,610)

(3,286)

(7,610)

Trade and other payables

 

(197,335)

(314,831)

(267,677)

Current income tax liabilities

7

(4,180)

(1,275)

-

Provisions

 

(4,518)

(3,116)

(4,759)

Total current liabilities

 

(213,643)

(322,508)

(280,046)

 

 

 

 

 

Non-current liabilities

 

 

 

 

Borrowings

20

(1,029,343)

(848,654)

(983,828)

Derivative financial instruments

22

(65,477)

(57,096)

(82,194)

Deferred tax liabilities

7

(30,273)

(38,212)

(42,138)

Provisions

21

(1,488)

(1,659)

(1,488)

Other liabilities

23

(9,738)

(10,607)

(9,738)

Total non-current liabilities

 

(1,136,319)

(956,228)

(1,119,386)

Total liabilities

 

(1,349,962)

(1,278,736)

(1,399,432)

Net assets

 

380,513

319,907

325,199

 

 

 

 

 

Shareholders' equity

 

 

 

 

 

 

 

 

 

Share capital

26

2,575

2,094

2,408

Share premium account

 

143,294

143,294

143,294

Capital redemption reserve

 

2,337

2,337

2,337

Other reserves

 

234,579

-

141,002

Hedging reserve

 

(49,369)

(47,390)

(66,577)

Currency translation reserve

 

5,089

1,603

7,089

Retained earnings

 

42,008

217,969

95,646

Total shareholders' equity

 

380,513

319,907

325,199

 

   

INCOME STATEMENT for the 26 weeks ended 24 January 2021

J D Wetherspoon plc, company number: 1709784

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Notes

Unaudited

 

Unaudited

 

Unaudited

Unaudited

Audited

Audited

 

 

 

26 weeks

 

26 weeks

 

26 weeks

26 weeks

52 weeks

52 weeks

 

 

 

ended

 

ended

 

ended

ended

ended

ended

 

 

 

24 January

 

24 January

 

26 January

26 January

26 July

26 July

 

 

 

2021

 

2021

 

2020

2020

2020

2020

 

 

 

Before

 

After

 

Before

After

Before

After

 

 

 

exceptional

 

exceptional

 

exceptional

exceptional

exceptional

exceptional

 

 

 

items

 

items

 

items

items

items

items

 

 

 

£000

 

£000

 

£000

£000

£000

£000

 

Revenue

1

431,072

 

431,072

 

933,021

933,021

1,262,048

1,262,048

 

Operating costs

 

(448,694)

 

(448,694)

 

(852,251)

(852,251)

(1,245,084)

(1,245,084)

 

Operating costs - exceptional

 

-

 

(7,536)

 

-

-

-

(13,201)

 

Operating (loss)/profit

2

(17,622)

 

(25,158)

 

80,770

80,770

16,964

3,763

 

Property gains

3

(232)

 

(232)

 

175

175

484

484

 

Property losses - exceptional

3

-

 

(2,190)

 

-

(15,948)

-

(47,476)

 

(Loss)/profit before interest and tax

 

(17,854)

 

(27,580)

 

80,945

64,997

17,448

(43,229)

 

Finance income

6

377

 

377

 

266

266

612

612

 

Finance costs

6

(35,290)

 

(35,290)

 

(29,586)

(29,586)

(62,747)

(62,747)

 

Finance costs - exceptional

6

-

 

(5,511)

 

-

-

-

-

 

(Loss)/profit before tax

 

(52,767)

 

(68,004)

 

51,625

35,677

(44,687)

(105,364)

 

Income tax (expense)/credit

7

6,397

 

6,397

 

(11,298)

(11,298)

6,170

6,170

 

Income tax (expense)/credit - exceptional

7

-

 

2,816

 

-

1,801

-

1,633

 

(Loss)/profit for the period

 

(46,370)

 

(58,791)

 

40,327

26,180

(38,517)

(97,561)

 

 

 

 

 

 

 

 

 

 

 

 

Earnings per ordinary share (p)

 

 

 

 

 

 

 

 

 

 

 - Basic 1

8

(38.7)

 

(49.1)

 

39.3

25.5

(35.5)

(89.9)

 

 - Diluted 1

8

(38.7)

 

(49.1)

 

38.5

25.0

(35.5)

(89.9)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

STATEMENT OF COMPREHENSIVE INCOME for the 26 weeks ended 24 January 2021

 

 

 

Notes

Unaudited

Unaudited

Audited

 

 

26 weeks

26 weeks

52 weeks

 

 

ended

ended

ended

 

 

24 January

26 January

26 July

 

 

2021

2020

2020

 

 

£000

£000

£000

Items which will be reclassified subsequently to profit or loss:

 

 

 

 

Interest-rate swaps: gain/(loss) taken to other comprehensive income

22

21,245

(8,024)

(33,122)

Tax on items taken directly to other comprehensive income

7

(4,037)

1,364

7,275

Currency translation differences

 

(1,933)

(3,109)

1,293

Net gain/(loss) recognised directly in other comprehensive income

15,275

(9,769)

(24,554)

(Loss)/profit for the period

 

(58,791)

26,180

(97,561)

Total comprehensive (loss)/income for the period

 

(43,516)

16,411

(122,115)

 

 

CASHFLOW STATEMENT for the 26 weeks ended 24 January 2021

 

J D Wetherspoon plc, company number: 1709784

 

 

 

 

 

 

 

 

Notes

Unaudited

 

Unaudited

Unaudited

Unaudited

Audited

Audited

 

 

cash flow

 

free cash

cash flow

free cash

cash flow

free cash

 

 

 

 

flow 1

 

flow 1

 

flow 1

 

 

26 weeks

 

26 weeks

26 weeks

26 weeks

52 weeks

52 weeks

 

 

ended

 

ended

ended

ended

ended

ended

 

 

24 January

 

24 January

26 January

26 January

26 July

26 July

 

 

2021

 

2021

2020

2020

2020

2020

 

 

£000

 

£000

£000

£000

£000

£000

Cash flows from operating activities

 

 

 

 

 

 

 

 

Cash (used in)/generated from operations

9

(28,749)

 

(28,749)

160,036

160,036

75,665

75,665

Interest received

 

105

 

105

40

40

59

59

Interest paid

 

(29,185)

 

(29,185)

(17,027)

(17,027)

(29,914)

(29,914)

Corporation tax paid

 

12,201

 

12,201

(21,480)

(21,480)

(10,971)

(10,971)

Lease interest

 

(10,843)

 

(10,843)

(9,134)

(9,134)

(18,080)

(18,080)

Net cash flow from operating activities

 

(56,471)

 

(56,471)

112,435

112,435

16,759

16,759

 

 

 

 

 

 

 

 

 

Cash flows from investing activities

 

 

 

 

 

 

 

 

Reinvestment in pubs

 

(9,602)

 

(9,602)

(32,764)

(32,764)

(43,370)

(43,370)

Reinvestment in business and IT projects

 

(872)

 

(872)

(1,768)

(1,768)

(926)

(926)

Investment in new pubs and pub extensions

 

(7,115)

 

-

(34,773)

-

(50,408)

-

Freehold reversions and investment properties

(1,423)

 

-

(70,633)

-

(98,467)

-

Proceeds of sale of property, plant and equipment

-

 

-

4,160

-

4,810

-

Net cash flow from investing activities

 

(19,012)

 

(10,474)

(135,778)

(34,532)

(188,361)

(44,296)

 

 

 

 

 

 

 

 

 

Cash flows from financing activities

 

 

 

 

 

 

 

 

Equity dividends paid

11

-

 

-

(8,371)

-

(8,371)

-

Purchase of own shares for cancellation

26

-

 

-

(6,455)

-

(6,456)

-

Purchase of own shares for share-based payments

(6,771)

 

(6,771)

(9,260)

(9,260)

(11,125)

(11,125)

Loan issue cost

10

(238)

 

(238)

(321)

(321)

(1,323)

(1,323)

Advances under private placement

 

-

 

-

98,000

-

98,000

-

Advances under/repayment of bank loans

10

48,333

 

-

(25,000)

-

100,000

-

Advances under asset-financing

10

-

 

-

-

-

16,152

-

Lease principal payments

23

(3,352)

 

(3,352)

(19,356)

(19,356)

(18,867)

(18,867)

Issue of share capital

26

91,523

 

-

-

-

137,995

-

Asset-financing principal payments

10

(3,439)

 

-

(1,431)

-

(2,902)

-

Net cash flow from financing activities

 

126,056

 

(10,361 )

27,806

(28,937)

303,103

(31,315)

 

 

 

 

 

 

 

 

 

Net change in cash and cash equivalents

10

50,573

 

4,463

131,501

Opening cash and cash equivalents

18

174,451

 

42,950

-

42,950

-

Closing cash and cash equivalents

18

225,024

 

47,413

-

174,451

-

Free cash flow

8

 

(77,306)

48,966

(58,852)

Free cash flow per ordinary share

8

 

(64.5)p

-

46.7p

-

(55.2)p

 

[1] Free cash flow is a measure not required by accounting standards; a definition is provided in our accounting policies.

 

   

BALANCE SHEET as at 24 January 2021

J D Wetherspoon plc, company number: 1709784

 

 

 

 

 

Notes

Unaudited

Unaudited

Audited

 

 

24 January

26 January

26 July

 

 

2021

2020

2020

 

 

 

Restated1

Restated1

 

 

£000

£000

£000

Assets

 

 

 

 

 

 

 

 

 

Non-current assets

 

 

 

 

Property, plant and equipment

13

1,425,570

1,458,531

1,442,778

Intangible assets

12

8,956

12,378

8,895

Investment property

14

6,037

11,572

11,527

Right-of-use assets

23

527,614

597,590

532,584

Deferred tax assets

7

11,580

9,706

15,617

Lease assets

23

10,506

11,319

11,115

Total non-current assets

 

1,990,263

2,101,096

2,022,516

 

 

 

 

 

 

 

 

 

 

Current assets

 

 

 

 

Inventories

15

22,369

23,453

23,095

Assets held for sale

17

-

350

-

Receivables

16

27,268

22,391

32,176

Cash and cash equivalents

18

225,024

47,413

174,451

Current income tax receivables

7

-

-

10,313

Lease assets

23

1,691

1,561

1,736

Total current assets

 

276,352

95,168

241,771

Total assets

 

2,266,615

2,196,264

2,264,287

 

 

 

 

 

Liabilities

 

 

 

 

 

 

 

 

 

Current liabilities

 

 

 

 

Borrowings

20

(7,610)

(3,286)

(7,610)

Trade and other payables

19

(184,742)

(315,773)

(255,085)

Current income tax liabilities

7

-

(86)

-

Provisions

21

(2,797)

(3,116)

(3,038)

Lease liabilities

23

(72,481)

(59,328)

(65,343)

Total current liabilities

 

(267,630)

(381,589)

(331,076)

 

 

 

 

 

Non-current liabilities

 

 

 

 

Borrowings

20

(1,029,343)

(848,654)

(983,828)

Derivative financial instruments

22

(65,477)

(57,096)

(82,194)

Deferred tax liabilities

7

(30,273)

(38,212)

(42,138)

Lease liabilities

23

(508,518)

(555,913)

(507,803)

Total non-current liabilities

 

(1,633,611)

(1,499,875)

(1,615,963)

Total liabilities

 

(1,901,241)

(1,881,464)

(1,947,039)

Net assets

 

365,374

314,800

317,248

 

 

 

 

 

Shareholders' equity

 

 

 

 

 

 

 

 

 

Share capital

26

2,575

2,094

2,408

Share premium account

 

143,294

143,294

143,294

Capital redemption reserve

 

2,337

2,337

2,337

Other reserves

 

234,579

-

141,002

Hedging reserve

 

(49,369)

(47,390)

(66,577)

Currency translation reserve

 

5,089

1,603

7,089

Retained earnings

 

26,869

212,862

87,695

Total shareholders' equity

 

365,374

314,800

317,248

 

See note 31 for restatement details

 

The financial statements, approved by the board of directors and authorised for issue on 19 March 2021, are signed on its behalf by:

 

John Hutson  Ben Whitley

Director    Director

 

  STATEMENT OF CHANGES IN EQUITY

 

J D Wetherspoon plc, company number: 1709784

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Notes

Share

Share

Capital

Other Reserves

Hedging

Currency

Retained

Total

 

 

 

 

 

capital

premium

redemption

reserve

translation

earnings

 

 

 

 

 

 

 

account

reserve

 

reserve

 

 

 

 

 

 

 

£000

£000

£000

£000

£000

£000

£000

£000

 

 

 

At 28 July 2019

 

2,102

143,294

2,329

-

(40,730)

5,370

204,447

316,812

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Total comprehensive income

 

-

-

-

-

(6,660)

(3,767)

26,838

16,411

 

 

 

Profit for the period

 

-

-

-

-

-

-

26,180

26,180

 

 

 

Interest-rate swaps: cash flow hedges

22

-

-

-

-

(8,024)

-

-

(8,024)

 

 

 

Tax on items taken directly

to comprehensive income

7

-

-

-

-

1,364

-

-

1,364

 

 

 

Currency translation differences

 

-

-

-

-

-

(3,767)

658

(3,109)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Purchase of own shares for cancellation

 

(8)

-

8

-

-

-

(6,455)

(6,455)

 

 

 

Share-based payment charges

 

-

-

-

-

-

-

5,543

5,543

 

 

 

Tax on share-based payment

7

-

-

-

-

-

-

120

120

 

 

 

Purchase of own shares

for share-based payments

 

-

-

-

-

-

-

(9,260)

(9,260)

 

 

 

Dividends

11

-

-

-

-

-

-

(8,371)

(8,371)

 

 

 

At 26 January 2020

 

2,094

143,294

2,337

 

(47,390)

1,603

212,862

314,800

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Total comprehensive income

 

-

-

-

-

(19,187)

5,486

(124,825)

(138,526)

 

 

 

Loss for the period

 

-

-

-

-

-

-

(123,741)

(123,741)

 

 

 

Interest-rate swaps: cash flow hedges

22

-

-

-

-

(25,097)

-

-

(25,097)

 

 

 

Tax on items taken directly

to comprehensive income

7

-

-

-

-

5,910

-

-

5,910

 

 

 

Currency translation differences

 

-

-

-

-

-

5,486

(1,084)

4,402

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Issued share capital

 

314

137,681

-

-

-

-

-

137,995

 

 

 

Purchase of own shares

for cancellation

 

-

-

-

-

-

-

(1)

(1)

 

 

 

Share-based payment charges

 

-

-

-

-

-

-

5,162

5,162

 

 

 

Tax on share-based payment

7

-

-

-

-

-

-

(317)

(317)

 

 

 

Purchase of own shares

for share-based payments

 

-

-

-

-

-

-

(1,865)

(1,865)

 

 

 

Dividends

11

-

-

-

-

-

-

-

-

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

At 26 July 2020

 

2,408

280,975

2,337

-

(66,577)

7,089

91,016

317,248

 

 

 

Reserve reclassification

 

-

(137,681)

-

141,002

-

-

(3,321)

-

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

At 26 July 2020 restated

 

2,408

143,294

2,337

141,002

(66,577)

7,089

87,695

317,248

 

 

 

Total comprehensive income

 

-

-

-

-

17,208

(2,000)

(58,724)

(43,516)

 

 

 

Loss for the period

 

-

-

-

-

-

-

(58,791)

(58,791)

 

 

 

Interest-rate swaps: cash flow hedges

22

-

-

-

-

21,245

-

-

21,245

 

 

 

Tax on items taken directly

to comprehensive income

7

-

-

-

-

(4,037)

-

-

(4,037)

 

 

 

Tax on items taken directly

to comprehensive income

 

-

-

-

-

-

(2,000)

67

(1,933)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Issued share capital (net of expenses)

 

167

-

-

93,577

-

-

(2,222)

91,522

 

 

 

Share-based payment charges

 

-

-

-

-

-

-

6,420

6,420

 

 

 

Tax on share-based payment

 

-

-

-

-

-

-

471

471

 

 

 

Purchase of own shares

for share-based payments

 

-

-

-

-

-

-

(6,771)

(6,771)

 

 

 

At 24 January 2021

 

2,575

143,294

2,337

234,579

(49,369)

5,089

26,869

365,374

 

 

                                                 

 

 

 

The currency translation reserve contains the accumulated currency gains and losses on the long-term financing and balance sheet translation of the overseas branch. The currency translation difference reported in retained earnings is the restatement of the opening reserves in the overseas branch at the current period end currency exchange rate.

 

As at 24 January 2021, the company had distributable reserves of £217.2m.

 

On 20 January 2021, the company raised gross proceeds of £93.7m via a share placing. The placing shares were issued for non-cash consideration by way of a 'cash box' structure, involving a newly incorporated Jersey subsidiary of the company ('JerseyCo'). This structure involved the issue of ordinary and preference shares by JerseyCo to the investment bank advising the company in respect of the placing. These preference and ordinary shares were subsequently acquired by the company and the preference shares redeemed by JerseyCo. The acquisition by the company of the ordinary shares in JerseyCo held by the investment bank resulted in the company securing over 90% of the equity share capital of JerseyCo. The company was able to rely, therefore, on section 612 of the Companies Act 2006, which provides relief from the requirements under section 610 of the Companies Act 2006 to create a share premium account. Therefore, no share premium was recorded in relation to the placing shares. The premium over the nominal value of the placing shares was credited to another reserve. This other reserve is determined to be distributable for the purposes of the Companies Act 2006.

 

Within the period the company reclassified the net proceeds from a share placing completed on 30 April 2020 which had been structured in exactly the same way as the more recent placing. The financial statements for the last financial year have been restated as a result.

 

   

NOTES TO THE FINANCIAL STATEMENTS

 

1.  Revenue

 

Revenue disclosed in the income statement  is analysed as follows:

Unaudited

Unaudited

Audited

 

 

26 weeks

26 weeks

52 weeks

 

 

ended

ended

ended

 

 

24 January

26 January

26 July

 

 

2021

2020

2020

 

 

£000

£000

£000

 

Bar

239,927

559,426

761,065

 

Food

174,326

337,241

452,150

 

Slot/fruit machines

12,046

26,080

35,931

 

Hotel

4,570

9,468

11,780

 

Other

203

806

1,122

 

 

431,072

933,021

1,262,048

 

 

Included within food and drink revenue for the 26 weeks ended 24 January 2021 is an amount of £23.2m received from the government in relation to the Eat Out to Help Out scheme which operated during August 2020.

 

 

2.  Operating (loss)/profit - analysis of costs by nature

 

 

This is stated after charging/(crediting):

Unaudited

Unaudited

Audited

 

26 weeks

26 weeks

52 weeks

 

ended

ended

ended

 

24 January

26 January

26 July

 

2021

2020

2020

 

£000

£000

£000

Variable concession rental payments

2,607

4,293

4,609

Short term leases

102

108

204

Repairs and maintenance

25,609

46,112

75,861

Net rent receivable

(1,076)

(841)

(1,484)

Share-based payments (note 5)

6,420

5,543

10,705

Depreciation of property, plant and equipment (note 13)

37,014

37,718

75,386

Amortisation of intangible assets (note 12)

1,694

1,925

3,806

Depreciation of investment properties (note 14)

12

34

79

Amortisation of right of use assets (note 23)

23,042

24,425

49,059

 

 

 

 

 

 

 

 

Analysis of continuing operations

Unaudited

Unaudited

Audited

 

26 weeks

26 weeks

52 weeks

 

ended

ended

ended

 

24 January

26 January

26 July

 

2021

2020

2020

 

£000

£000

£000

Revenue

431,072

933,021

1,262,048

Cost of sales

(439,375)

(828,189)

(1,217,521)

Gross (loss)/profit

(8,303)

104,832

44,527

Administration costs

(16,855)

(24,062)

(40,764)

Operating profit/(loss) after exceptional items

(25,158)

80,770

3,763

 

Included within cost of sales is £145.9m (2020: £325.9m) relating to cost of inventory recognised as expense.

 

3.  Property gains and losses

 

 

Unaudited

Unaudited

Audited

 

26 weeks

26 weeks

52 weeks

 

ended

ended

ended

 

24 January

26 January

26 July

 

2021

2020

2020

 

£000

£000

£000

 

 

 

 

Non-exceptional property (gains)/losses

 

 

 

Disposal of fixed assets

1,268

(90)

1,002

Additional costs of disposal

52

217

258

Disposal of leases

(1,088)

(347)

(1,125)

Other property gains

-

45

(619)

 

232

(175)

(484)

 

 

 

 

Exceptional property (gains)/losses

 

 

 

Disposal of fixed assets

-

3,003

2,769

Additional costs of disposal

57

619

684

Impairment of property, plant and equipment

-

2,786

28,602

Impairment of intangible assets

-

9,540

10,699

Impairment of right of use assets

2,133

-

4,722

 

2,190

15,948

47,476

 

 

 

 

Total property losses

2,422

15,773

46,992

 

 

 

Non-exceptional property losses, excluding disposal of lease assets (note 8d), were £1,320,000 in the period (2020: £172,000).

 

 

   

 

4.  Exceptional items

 

 

 

Unaudited

Unaudited

Audited

 

 

26 weeks

26 weeks

52 weeks

 

 

ended

ended

ended

 

 

24 January

26 January

26 July

 

 

2021

2020

2020

 

 

£000

£000

£000

Operating exceptional items

 

 

 

 

Stock losses

 

2,200

-

5,862

Duty drawback

 

(3,699)

-

-

Equipment

 

2,516

-

6,167

Local government support grants

 

(5,238)

-

-

Staff costs

 

11,562

-

17,062

Gaming machine settlement

 

-

-

(15,890)

Other

 

195

-

-

Total exceptional operating costs

 

7,536

-

13,201

 

 

 

 

 

Exceptional property losses

 

 

 

 

Disposal programme

 

 

 

 

Loss on disposal of pubs

 

57

3,622

3,453

Impairment of property plant and equipment

 

-

1,496

4,698

 

 

57

5,118

8,151

Other property losses

 

 

 

 

Impairment of property, plant and equipment

 

-

1,290

23,904

Impairment of intangible assets

 

-

9,540

10,699

Impairment of right-of-use asset

 

2,133

-

4,722

 

 

2,133

10,830

39,325

 

 

 

 

 

Total exceptional property losses

 

2,190

15,948

47,476

 

 

 

 

 

Exceptional finance costs

 

5,511

-

-

 

 

 

 

 

Exceptional tax

 

 

 

 

Exceptional tax items

 

(2,816)

-

4,252

Tax effect on exceptional items

 

-

(1,801)

(5,885)

 

 

(2,816)

(1,801)

(1,633)

 

 

 

 

 

Total exceptional items

 

12,421

14,147

59,044

 

Stock and duty drawback

A provision of £2,200,000 was made for perished stock, as a result of the current closure period. A credit of £3,699,000 for supplier credits was received for perished stock during the first closure period.

 

Exceptional equipment

The company has recognised £2,516,000 for personal protective equipment and hygiene products relating to the COVID-19 pandemic.

 

Local government support grants

The company has recognised £5,238,000 income of local government support grants relating to the COVID-19 pandemic. These are recognised on receipt.

 

Staff costs

The company has recognised an exceptional charge of £11.6m which included £5.4m of payments made by the company
to staff over and above the furlough grants received and £6.2m of redundancy and restructuring payments.

 

Exceptional finance costs

The company has recognised an exceptional charge of £5.5m, £4.5m of which relates to an ineffective portion of hedge accounting which has been recognised in the income statement in the period. The company adopts hedge accounting, meaning that the effective portion of the changes in the fair value of the derivatives is recognised in comprehensive income, with any gain or loss relating to an ineffective portion accounted for immediately in the income statement. The remaining £1.0m is related to covenant-waiver fees.

 

Taxation

The exceptional deferred tax credit of £2.8m relates to the creation of a deferred tax asset in respect of tax losses arising
from exceptional expenditure (£5.4m) and a prior-year adjustment to a deferred tax liability recognised as exceptional in
a prior period (£2.6m).

 

 

 

5.  Employee benefits expenses

 

 

  

 

Unaudited

Unaudited

Audited

 

26 weeks

26 weeks

52 weeks

 

ended

ended

ended

 

24 January

26 January

26 July

 

2021

2020

2020

 

£000

£000

£000

Wages and salaries

256,022

299,199

565,032

Government grants

(97,539)

-

(131,539)

Social security costs

11,130

18,077

31,710

Other pension costs

4,058

4,324

8,308

Share-based payments

6,420

5,543

10,705

Redundancy and restructuring costs

6,179

-

-

 

186,270

327,143

484,216

 

Government grants disclosed above are amounts claimed by the company under the coronavirus job retention scheme.

 

 

 

 

 

 

 

 

Employee numbers

Unaudited

Unaudited

Audited

 

2021

2020

2020

 

Number

Number

Number

Full-time equivalents

 

 

 

Managerial/administration

4,613

4,594

4,696

Hourly paid staff

19,659

21,647

20,952

 

24,272

26,241

25,648

 

 

 

 

 

2021

2020

2020

 

Number

Number

Number

Total employees

 

 

 

Managerial/administration

4,722

4,687

4,792

Hourly paid staff

34,694

38,517

38,427

 

39,416

43,204

43,219

 

The totals above relate to the monthly average number of employees during the period (including directors on a service contract).

 

Share-based payments

Unaudited

Unaudited

Audited

 

26 weeks

26 weeks

52 weeks

 

ended

ended

ended

 

24 January

26 January

26 July

 

2021

2020

2020

Shares awarded during the year (shares)

852,261

568,821

568,821

Average price of shares awarded (pence)

957

1,542

1,542

Market value of shares vested during the year (£000)

4,150

9,774

14,097

Total liability of the share-based payments scheme (£000)

15,047

14,999

14,999

 

The shares awarded as part of the above schemes are based on the cash value of the bonuses at the date of the awards. These awards vest over three years, with their cost spread over their three-year life. The share-based payment charge above represents the annual cost of bonuses awarded over the past three years. All awards are settled in equity.

 

The company operates two share-based compensation plans. In both schemes, the fair values of the shares granted are determined by reference to the share price at the date of the award. The shares vest at a £Nil exercise price - and there are
no market-based conditions to the shares which affect their ability to vest.

6.  Finance income and costs

 

 

 

Unaudited

Unaudited

Audited

 

26 weeks

26 weeks

52 weeks

 

ended

ended

ended

 

24 January

26 January

26 July

 

2021

2020

2020

 

£000

£000

£000

Finance costs

 

 

 

Interest payable on bank loans and overdrafts

11,725

9,738

21,292

Amortisation of bank loan issue costs (note 10)

860

722

1,541

Interest payable on swaps

9,115

6,561

14,522

Interest payable on asset-financing

352

207

503

Interest payable on private placement

2,223

1,280

2,909

Finance costs, excluding lease interest

24,275

18,508

40,767

 

 

 

 

Interest payable on leases

11,015

11,078

21,980

Total finance costs

35,290

29,586

62,747

 

 

 

 

Bank interest receivable

(167)

(41)

(161)

Lease interest receivable

(210)

(225)

(451)

Total finance income

(377)

(266)

(612)

 

 

 

 

Net finance costs before exceptional items

34,913

29,320

62,135

 

 

 

 

Exceptional finance costs (note 4)

5,511

-

-

Net finance costs after exceptional items

40,424

29,320

62,135

 

 

 

7.  Income tax expense

 

(a)  Tax on profit on ordinary activities

 

The standard rate of corporation tax in the UK is 19.00%. The company's profits for the accounting period are taxed
at a rate of 19.00% (2020: 19.00%).

 

 

Unaudited

26 weeks ended
24 January 2021

Unaudited

26 weeks ended
24 January 2021

Unaudited

26 weeks ended
26 January 2020

Unaudited

26 weeks ended
26 January 2020

Audited

52 weeks ended
26 July 2020

Audited

 52 weeks ended
26 July 2020

 

Before exceptional items

After exceptional items and prior year adjustments

Before exceptional items

After exceptional items and prior year adjustments

Before exceptional items

After exceptional items and prior year adjustments

 

£000

£000

£000

£000

£000

£000

Taken through income statement

 

 

 

 

 

 

Current income tax:

 

 

 

 

 

 

Current year current income tax (credit)/charge

-

-

12,367

10,858

(2,827)

(10,329)

Previous year current income tax charge/(credit)

-

2,641

(18)

(18)

227

227

Total current income tax

-

2,641

12,349

10,840

(2,600)

(10,102)

 

 

 

 

 

 

 

Deferred tax:

 

 

 

 

 

 

Origination and reversal of temporary differences

(6,297)

(9,192)

(1,051)

(1,343)

(3,660)

(2,043)

Previous year deferred tax (credit)/charge

(100)

(2,662)

-

-

90

90

Impact of change in UK tax rate

-

-

-

-

-

4,252

Total deferred tax

(6,397)

(11,854)

(1,051)

(1,343)

(3,570)

2,299

 

 

 

 

 

 

 

Tax (credit)/charge

(6,397)

(9,213)

11,298

9,497

(6,170)

(7,803)

 

 

 

 

 

 

 

Taken through equity

 

 

 

 

 

 

Current tax

4

4

(259)

(259)

(226)

(226)

Deferred tax

(8)

(8)

139

139

423

423

 

(4)

(4)

(120)

(120)

197

197

 

 

 

 

 

 

 

Taken through comprehensive income

 

 

 

 

 

 

Deferred tax charge/(credit) on swaps

4,037

4,037

(1,364)

(1,364)

(5,720)

(5,720)

Impact of change in UK tax rate

-

-

-

-

(1,555)

(1,555)

Tax charge/(credit)

4,037

4,037

(1,364)

(1,364)

(7,275)

(7,275)

 

 

 

7.   Income tax expense (continued)

 

(b)  Reconciliation of the total tax charge

 

The taxation charge for the 26 weeks ended 24 January 2021 is based on the pre-exceptional loss before tax of £52.8m and the estimated effective tax rate before exceptional items for the 26 weeks ended 24 January 2021 of 12.1% (2020: 13.8%).

This comprises a pre-exceptional current tax rate of 0% (2020: 5.8%) and a pre-exceptional deferred tax charge of 13.2%
(2020: 8.0% charge).

 

The UK standard weighted average tax rate for the period is 19.0% (2020: 19.0%). The current tax rate is lower than the UK standard weighted average tax rate, owing to tax losses in the period.

 

 

Unaudited

26 weeks ended 24 January 2021

Unaudited

26 weeks ended 24 January 2021

Unaudited

26 weeks ended 26 January 2020

Unaudited

26 weeks ended 26 January 2020

Audited

52 weeks ended 26 July 2020

Audited

52 weeks ended 26 July 2020

 

Before exceptional items

After exceptional items

Before exceptional items

After exceptional items

Before exceptional items

After exceptional items

 

£000

£000

£000

£000

£000

£000

(Loss)/profit before income tax

(52,767)

(68,004)

51,625

35,677

(44,687)

(105,364)

 

 

 

 

 

 

 

(Loss)/profit multiplied by the UK standard rate

 

 

 

 

 

 

of corporation tax 19.00% (2019: 19.00%)

(10,027)

(12,921)

9,463

6,539

(8,491)

(20,019)

Abortive acquisition costs and disposals

-

-

95

95

6

6

Expenditure not allowable

69

69

(357)

199

86

216

Other allowable deductions

(34)

(34)

(33)

(33)

(35)

(35)

Non-qualifying depreciation and disposals

2,287

2,287

1,442

2,009

83

5,122

Capital gains - effects of reliefs

168

168

150

150

603

603

Share options and SIPs

181

181

41

41

622

622

Deferred tax on balance-sheet-only items

-

-

(23)

(23)

(67)

(67)

Effect of different tax rates and unrecognised losses in overseas companies

1,059

1,059

539

539

706

1,180

Adjust current year deferred tax movement to average of 19%

-

-

-

-

-

4,252

Previous year adjustment - current tax

-

2,640

(19)

(19)

227

227

Previous year adjustment - deferred tax

(100)

(2,662)

-

-

90

90

Total tax expense reported in the income statement

(6,397)

(9,213)

11,298

9,497

(6,170)

(7,803)

 

7.   Income tax expense (continued)

 

(c)  Deferred tax

 The deferred tax in the balance sheet is as follows:

 

Deferred tax liabilities

Accelerated tax depreciation

Other temporary differences

Total

 

£000

£000

£000

At 26 July 2020

36,217

6,739

42,956

Previous year movement posted to the income statement

-

(2,561)

(2,561)

Movement during year posted to the income statement

142

(116)

26

At 24 January 2021 (unaudited)

36,359

4,062

40,421

 

Deferred tax assets

Share based payments

Tax losses & interest capacity carried forward

Interest-rate swaps

Total

 

 

£000

£000

£000

At 26 July 2020

818

-

15,617

16,435

Movement during year posted to the income statement

5

9,317

-

9,322

Movement during year posted to comprehensive income

-

-

(4,037)

(4,037)

Movement during year posted to equity

8

-

-

8

At 24 January 2021 (unaudited)

831

9,317

11,580

21,728

 

 

The company has recognised deferred tax assets of £21.7m (2020: £16.4m), which are expected to offset against future profits.  This includes a deferred tax asset of £9.3m (2020: £Nil) in respect of UK tax losses and current-year interest restrictions capable of reactivation in future periods. This is on the basis that it is probable that profits will arise in the foreseeable future, enabling the assets to be utilised.

 

Deferred tax assets and liabilities have been offset as follows:

 

 

 

2021

2020

 

 

£000

£000

Deferred tax liabilities

 

40,421

42,956

Offset against deferred tax assets

 

(10,148)

(818)

Deferred tax liability

 

30,273

42,138

 

 

 

 

Deferred tax assets

 

21,728

16,435

Offset against deferred tax liabilities

 

(10,148)

(818)

Deferred tax asset

 

11,580

15,617

 

 

As at 24 January 2021, the company had a potential deferred tax asset of £7.4m (2020: £4.9m) relating to capital losses and tax losses in the Republic of Ireland. A deferred tax asset has not been derecognised, as there is insufficient certainty of recovery.

 

On 3 March 2021 the Chancellor confirmed that the UK rate of corporation tax will increase to 25% from 1 April 2023.  Deferred tax has been calculated at the rate of 19%, being the rate substantively enacted at the balance sheet date.  The overall impact of the rate change on the deferred tax liability is expected to increase the net liability by £6m.

 

 

 

8.  Earnings and free cash flow per share

 

(a)  Weighted average number of shares

 

Earnings per share are based on the weighted average number of shares in issue of 120,565,127 (2020: 104,810,288), including those held in trust in respect of employee share schemes. Earnings per share, calculated on this basis, are usually referred to as 'diluted', since all of the shares in issue are included.

 

Accounting standards refer to 'basic earnings' per share - these exclude those shares held in trust in respect of

employee share schemes.

During a period where a company makes a loss, accounting standards require that 'dilutive' shares - for the company, those

held in trust in respect of employee share schemes - not be included in the earning per share calculation, because they will

reduce the reported loss per share; consequently, all per-share measures in the current period are based on the number of

shares in issue less shares held in trust of 119,827,162.

 

From financial year 2021, the weighted average number of shares held in trust for employee share schemes has been adjusted to exclude those shares which are expected to vest, yet remain in trust.

 

 Weighted average number of shares

Unaudited

Unaudited

Audited

 

26 weeks

26 weeks

52 weeks

 

ended

ended

ended

 

24 January

26 January

26 July

 

2021

2020

2020

Shares in issue

120,565,127

104,810,288

108,550,647

Shares held in trust

(737,965)

(2,143,674)

(1,996,358)

Shares in issue less shares held in trust

119,827,162

102,666,614

106,554,289

 

 

(b)  Earnings per share

 

26 weeks ended 24 January 2021 unaudited

Loss

Basic EPS

Diluted EPS

 

£000

pence

pence

Earnings (loss after tax)

(58,791)

(49.1)

(49.1)

Exclude effect of exceptional items after tax

12,421

10.4

10.4

Earnings before exceptional items

(46,370)

(38.7)

(38.7)

Exclude effect of property gains/(losses)

232

0.2

0.2

Underlying earnings before exceptional items

(46,138)

(38.5)

(38.5)

 

 

 

 

 

 

 

 

26 weeks ended 24 January 2021 unaudited - Pre IFRS16

Loss

Basic EPS

Diluted EPS

 

£000

pence

pence

Earnings (loss after tax)

(51,595)

(43.1)

(43.1)

Exclude effect of exceptional items after tax

7,933

6.7

6.7

Earnings before exceptional items

(43,662)

(36.4)

(36.4)

Exclude effect of property gains/(losses)

1,320

1.1

1.1

Underlying earnings before exceptional items

(42,342)

(35.3)

(35.3)

 

26 weeks ended 26 January 2020 unaudited

Profit

Basic EPS

Diluted EPS

 

£000

pence

pence

Earnings before IFRS 16

31,287

30.5

29.8

Impact of IFRS 16

(5,107)

(5.0)

(4.8)

Earnings (profit after tax)

26,180

25.5

25.0

Exclude effect of exceptional items after tax

14,147

13.8

13.5

Earnings before exceptional items

40,327

39.3

38.5

Impact of IFRS16

5,107

5.0

4.8

Earnings before exceptional items and IFRS 16

45,434

44.3

43.3

Exclude effect of property gains/(losses)

172

0.1

0.2

Underlying earnings before exceptional items

45,606

44.4

43.5

8.  Earnings and free cash flow per share (continued)

 

 

52 weeks ended 26 July 2020

Loss

Basic EPS

Diluted EPS

 

£000

pence

pence

Earnings (loss after tax)

(97,561)

(91.6)

(91.6)

Exclude effect of exceptional items after tax

59,044

55.5

55.5

Earnings before exceptional items

(38,517)

(36.1)

(36.1)

Exclude effect of property gains/(losses)

(484)

(0.5)

(0.5)

Underlying earnings before exceptional items

(39,001)

(36.6)

(36.6)

 

 

(c)  Free cash flow per share

 

The calculation of free cash flow per share is based on the net cash generated by business activities and available for investment in new pub developments and extensions to current pubs, after funding interest, corporation tax, all other reinvestment in pubs open at the start of the period and the purchase of own shares under the employee Share Incentive Plan ('free cash flow'). It is calculated before taking account of proceeds from property disposals, inflows and outflows of financing from outside sources and dividend payments. The weighted average number of shares in issue is defined in the same way as it is for earnings per share (see note 8a).

 

 

 

Free cash

Basic free

Diluted free

 

flow

cash flow

cash flow

 

 

per share

per share

 

£000

pence

pence

26 weeks ended 24 January 2021

(77,306)

(64.5)

(64.5)

26 weeks ended 26 January 2020

48,966

47.7

46.7

52 weeks ended 26 July 2020

(58,852)

(55.2)

(55.2)

 

 

(d)  Owners' earnings per share

 

Owners' earnings measure those earnings attributable to shareholders from current activities adjusted for significant non-cash items and one-off items. Owners' earnings are calculated as profit before tax, exceptional items, depreciation and

amortisation and property gains and losses less reinvestment in current properties and cash tax. Cash tax is defined as the current year's current tax charge. The weighted average number of shares in issue is defined in the same way as it is for earnings per share (see note 8a).

 

26 weeks ended 24 January 2021 unaudited

Owners'

Basic

Diluted

 

 

 

 

Earnings

Owners' EPS

Owners' EPS

 

 

 

 

£000

pence

pence

Loss before tax and exceptional items (pre-IFRS 16 income statement)

(46,172)

(38.5)

(38.5)

Exclude depreciation and amortisation (note 2)

38,719

32.3

32.3

Less reinvestment in current properties and IT

(7,633)

(6.3)

(6.3)

Exclude property gains and losses (note 3)

1,320

1.1

1.1

Less cash tax (note 7a)

-

-

-

Owners' earnings

(13,766)

 

(13,766)

(11.4)

(11.4)

 

 

 

 

26 weeks ended 26 January 2020 unaudited

Owners'

Basic

Diluted

 

Earnings

Owners' EPS

Owners' EPS

 

£000

pence

pence

Loss before tax and exceptional items (pre-IFRS 16 income statement)

57,921

56.4

55.3

Exclude depreciation and amortisation (note 2)

39,677

38.6

37.9

Less reinvestment in current properties and IT

(34,124)

(33.2)

(32.6)

Exclude property gains and losses (note 3)

172

0.2

0.2

Less cash tax (note 7a)

(12,367)

(12.0)

(11.8)

Owners' earnings

51,279

50.0

49.0

 

 

52 weeks ended 26 July 2020 audited

Owners'

Basic

Diluted

 

Earnings

Owners' EPS

Owners' EPS

 

£000

pence

pence

Loss before tax and exceptional items (pre-IFRS 16 income statement)

(34,095)

(32.0)

(31.4)

Exclude depreciation and amortisation (note 2)

79,271

74.4

73.0

Less reinvestment in current properties and IT

(32,062)

(30.1)

(29.5)

Exclude property gains and losses (note 3)

641

0.6

0.6

Less cash tax (note 7a)

2,827

2.7

2.6

Owners' earnings

16,582

15.6

15.3

 

 

Analysis of additions by type

 

Unaudited

Unaudited

Audited

 

 

26 weeks

26 weeks

52 weeks

 

 

ended

ended

ended

 

 

24 January

26 January

26 July

 

 

2021

2020

2020

Reinvestment in existing pubs

 

8,130

34,124

32,062

Investment in new pubs and pub extensions

 

7,663

23,679

41,047

Lease premiums

 

276

-

-

Freehold reversions and investment properties

 

1,359

70,732

98,463

 

 

17,248

128,535

171,572

 

 

 

 

 

Analysis of additions by category

 

Unaudited

Unaudited

Audited

 

 

26 weeks

26 weeks

52 weeks

 

 

ended

ended

ended

 

 

24 January

26 January

26 July

 

 

2021

2020

2020

Property, plant and equipment (note 13)

 

15,194

121,687

164,450

Intangible assets (note 12)

 

2,234

773

1,047

Investment properties

 

-

6,075

6,075

 

 

17,428

128,535

171,572

 

 

 

  

 

9.  Cash used in/generated from operations

 

 

 

Unaudited

 

Unaudited*

Unaudited

Audited

 

26 weeks

 

26 weeks

26 weeks

52 weeks

 

ended

 

ended

ended

ended

 

24 January

 

24 January

26 January

26 July

 

2021

 

2021

2020

2020

 

£000

 

£000

£000

£000

(Loss)/profit for the period

(58,791)

 

(51,595)

26,180

(97,561)

Adjusted for:

 

 

 

 

 

Tax (note 7)

(9,213)

 

(2,510)

9,497

(7,803)

Share-based charges (note 2)

6,420

 

6,420

5,543

10,705

Loss/(gain) on disposal of property, plant and equipment (note 3)

1,268

 

1,268

2,913

3,771

Disposal of capitalised leases (note 3)

(1,088)

 

-

(347)

(1,125)

Net impairment charge (note 3)

2,133

 

-

12,326

44,023

Interest receivable (note 6)

(167)

 

(167)

(41)

(161)

Interest payable (note 6)

23,415

 

23,415

17,786

39,226

Lease interest receivable (note 6)

(210)

 

-

(225)

(451)

Lease interest payable (note 6)

11,015

 

-

11,078

21,980

Exceptional interest (note 6)

5,511

 

5,511

-

-

Amortisation of bank loan issue costs (note 6)

860

 

860

722

1,541

Depreciation of property, plant and equipment (note 13)

37,014

 

37,014

37,718

75,386

Amortisation of intangible assets (note 12)

1,694

 

1,694

1,925

3,806

Depreciation on investment properties (note 14)

11

 

11

34

79

Aborted properties costs

17

 

10

33

33

Cancelled principal payments (note 23)

(7,322)

 

-

-

-

Amortisation of right-of-use assets (note 23)

23,042

 

-

24,425

49,059

 

35,611

 

21,931

149,567

142,508

Change in inventories

726

 

726

264

622

Change in receivables

4,908

 

2,429

(6,341)

(17,052)

Change in payables

(69,994)

 

(68,030)

16,546

(50,413)

Cash flow from operating activities

(28,749)

 

(42,944)

160,036

75,665

 

 

*This column shows the cash generated from operations as it would have been reported, before the introduction of IFRS 16.

 

 

 

 

10.  Analysis of change in net debt

 

 

26 July

Cash

Non-cash

24 January

 

2020

flows

movement

2021

 

Restated

 

 

 

 

 

£000

£000

£000

£000

 

 

 

 

 

 

174,451

50,573

-

225,024

Asset-financing creditor - due before one year

 

(7,610)

-

-

(7,610)

 

166,841

50,573

-

217,414

 

 

 

 

 

 

(870,572)

(48,096)

(836)

(919,504)

 

(15,533)

3,439

-

(12,094)

Private placement - due after one year

 

(97,722)

-

(23)

(97,745)

 

(983,827)

(44,671)

(859)

(1,029,343)

 

 

 

 

 

Net debt

 

(816,986)

5,916

(859)

(811,929)

 

 

 

 

 

 

 

 

 

 

Interest-rate swaps liability - due after one year

 

(82,194)

-

16,717

(65,477)

Total derivatives

 

(82,194)

-

16,717

(65,477)

 

 

 

 

 

Net debt after derivatives

 

(899,180)

5,902

15,858

(877,420)

 

 

 

 

 

 

Leases

 

 

 

 

 

Lease assets - due before one year

 

1,736

(655)

610

1,691

Lease assets - due after one year

 

11,115

-

(609)

10,506

Lease obligations - due before one year

 

(65,343)

4,007

(11,145)

(72,481)

Lease obligations - due after one year restated

 

(507,803)

-

(715)

(508,518)

Net lease liabilities

 

(560,295)

3,352

(11,859)

(568,802)

 

 

 

 

 

 

Net debt after derivatives and lease liabilities

 

(1,459,475)

9,254

3,899

(1,446,223

 

The cash movement on bank loans is the addition of a £48,333,332 CLBILS loan offset by associated loan issue costs.

The cash movement on asset-financing is principal payments of £3,439,000.

 

Non-cash movements

The non-cash movement in bank loans and the private placement relate to the amortisation of loan issue costs.
The amortised charge for the half year of £860,000 is disclosed in note 6. These are arrangement fees paid in respect of new borrowings and are charged to the income statement over the expected life of the loans.

 

The movement in interest-rate swaps relates to the change in the 'mark to market' valuations for the year for swaps subject to hedge accounting.

 

Non-cash movement in net lease liabilities

 

 

Unaudited

 

 

 

26 January

 

 

 

 

 

 

2020

 

 

 

 

 

 

£000

Recognition of new leases (note 23c)

 

 

 

(12,483)

Remeasurements of existing leases (note 23c)

 

 

 

(8,485)

Cancelled principal payments

 

 

 

 

7,322

Disposals of lease (note 23c)

 

 

 

 

1,761

Exchange differences (note 23c)

 

 

 

 

26

Non-cash movement in net lease liabilities

 

 

(11,859)

 

 

 

10.  Analysis of change in net debt (continued)

 

The table below calculates a ratio between net debt, being borrowing less cash and cash equivalents, and earnings before interest, tax, and depreciation (EBITDA). The numbers in this table are all before the effect of IFRS 16.

 

 

 

 

 

 

Unaudited

Unaudited

Audited

 

 

 

26 weeks

26 weeks

52 weeks

 

 

 

ended

ended

ended

 

 

 

24 January

26 January

26 July

 

 

 

2021

2020

2020

 

 

 

£000

£000

£000

(Loss)/Profit before tax (income statement)

 

 

(46,172)

57,921

(34,095)

Interest (note 6)

 

 

24,108

18,467

40,606

Depreciation (note 2)

 

 

38,719

39,869

79,639

Earnings before interest, tax and depreciation (EBITDA)

 

16,655

116,257

86,150

 

 

 

 

 

 

 

 

 

 

 

 

Rolling EBITDA

 

 

 

 

 

Last full year

 

 

86,150

219,327

-

Last half year

 

 

(116,257)

(108,111)

-

Earnings before interest, tax and depreciation (EBITDA)

 

(13,452)

227,473

86,150

 

 

 

 

 

 

Net debt/EBITDA

 

 

(60.36)

3.54

9.48

 

 

11.  Dividends paid and proposed

 

 

Unaudited

Unaudited

Audited

 

26 weeks

26 weeks

52 weeks

 

ended

ended

ended

 

24 January

26 January

26 July

 

2021

2020

2020

 

£000

£000

£000

Paid in the period

 

 

 

2019 final dividend

-

8,371

8,371

2020 interim dividend

-

-

-

2020 final dividend

-

-

-

 

-

8,371

8,371

 

 

 

 

Dividends in respect of the period

 

 

 

Interim dividend

-

-

-

Final dividend

-

-

-

 

-

-

-

 

 

 

 

Dividend per share (p)

-

-

8

Dividend cover

-

3.1

-

 

Dividend cover is calculated as profit after tax and exceptional items over dividend paid. Dividend cover has not been shown for the prior year, as the company reported a loss.

 

 

12.  Intangible assets

 

 

 

 

Computer

Assets

Total

 

 

 

software and

under

 

 

 

 

development

construction

 

 

 

 

£000

£000

£000

At 26 January 2020

 

 

74,081

1,338

75,419

Additions

 

 

459

(185)

274

Transfers

 

 

349

(349)

-

Disposals

 

 

(41,472)

-

(41,472)

At 26 July 2020

 

 

33,417

804

34,221

Additions

 

 

849

1,385

2,234

At 24 January 2021

 

 

34,266

2,189

36,455

Accumulated amortisation and impairment:

 

 

 

 

At 26 January 2020

 

 

(63,041)

-

(63,041)

Provided during the period

 

 

(1,881)

-

(1,881)

Impairment loss

 

 

(1,159)

-

(1,159)

Disposals

 

 

40,755

-

40,755

At 26 July 2020

 

 

(25,326)

-

(25,326)

Provided during the period

 

 

(1,694)

-

(1,694)

Disposals / Other

 

 

(479)

-

(479)

At 24 January 2021

 

 

(27,499)

-

(27,499)

 

 

 

 

 

 

Net book amount at 24 January 2021

 

 

6,767

2,189

8,956

Net book amount at 26 July 2020

 

 

8,091

804

8,895

Net book amount at 26 January 2020

 

 

11,040

1,338

12,378

 

The majority of intangible assets relates to computer software and software development. Examples include the development costs of our SAP accounting system, our Wisdom property-maintenance system and the Wetherspoon app.

 

 

 

13.  Property, plant and equipment

 

 

 

Freehold and

Short-

Equipment,

Assets

Total

 

 

long-leasehold

leasehold

fixtures

under

 

 

 

property

property

and fittings

construction

 

 

 

£000

£000

£000

£000

£000

Cost:

 

 

 

 

 

 

At 28 July 2019

 

1,229,172

327,159

656,261

69,051

2,281,643

Additions

 

64,215

480

15,650

41,342

121,687

Transfers

 

18,826

636

5,963

(25,425)

-

Exchange differences

 

(1,426)

(148)

(424)

(1,608)

(3,606)

Transfer to held for sale

 

(1,335)

-

(458)

-

(1,793)

Disposals

 

(4,677)

(3,828)

(4,492)

-

(12,997)

Reclassification

 

24,914

(24,914)

-

-

-

At 26 January 2020

 

1,329,689

299,385

672,500

83,360

2,384,934

Additions

 

33,204

1,984

8,958

(1,383)

42,763

Transfers

 

(7,022)

1,039

3,449

2,534

-

Exchange differences

 

2,111

187

544

2,113

4,955

Transfer to held for sale

 

1,335

-

458

-

1,793

Disposals

 

(1,335)

(2,462)

(1,177)

-

(4,974)

Reclassification

 

5,124

(5,124)

-

-

-

At 26 July 2020

 

1,363,106

295,009

684,732

86,624

2,429,471

Additions

 

4,356

-

3,434

7,404

15,194

Transfers

 

3,964

901

1,321

(6,186)

-

Exchange differences

 

(58)

(5)

(13)

(61)

(137)

Disposals

 

-

(1,878)

(1,262)

-

(3,140)

Reclassification

 

676

(676)

-

-

-

Movement from investment property

 

5,768

-

-

-

5,768

At 24 January 2021

 

1,377,812

293,351

688,212

87,781

2,447,156

 

Accumulated depreciation and impairment:

 

 

 

 

 

At 28 July 2019

 

(253,825)

(176,452)

(466,395)

-

(896,672)

Provided during the period

 

(9,697)

(5,501)

(22,520)

-

(37,718)

Exchange differences

 

122

(40)

178

-

260

Impairment loss

 

(495)

(682)

(1,609)

-

(2,786)

Transfer to held for sale

 

1,028

-

415

-

1,443

Disposals

 

1,030

3,841

4,199

-

9,070

Reclassification

 

(14,860)

14,860

-

-

-

At 26 January 2020

 

(276,697)

(163,974)

(485,732)

-

(926,403)

Provided during the period

 

(9,978)

(5,325)

(22,365)

-

(37,668)

Exchange differences

 

(169)

(37)

(340)

-

(546)

Impairment loss

 

(17,136)

(3,440)

(5,240)

-

(25,816)

Transfer to held for sale

 

(1,028)

-

(415)

-

(1,443)

Disposals

 

1,021

2,457

1,705

-

5,183

Reclassification

 

(3,310)

3,310

-

-

-

At 26 July 2020

 

(307,297)

(167,009)

(512,387)

-

(986,693)

Provided during the period

 

(9,585)

(5,688)

(21,741)

-

(37,014)

Exchange differences

 

-

-

-

-

-

Disposals

 

-

1,325

1,086

-

2,411

Reclassification

 

419

(419)

-

-

-

Movement from investment property

 

(290)

-

-

-

(290)

At 24 January 2021

 

(316,753)

(171,791)

(533,042)

-

(1,021,586)

 

 

 

 

 

 

 

Net book amount at 24 January 2021

 

1,061,060

121,559

155,169

87,781

1,425,570

Net book amount at 26 July 2020

 

1,055,809

128,000

172,345

86,624

1,442,778

Net book amount at 26 January 2020

 

1,052,992

135,411

186,768

83,360

1,458,531

Net book amount at 28 July 2019

 

975,347

150,707

189,866

69,051

1,384,971

 

 

13. Property, plant and equipment (continued)

 

Impairment of property, plant and equipment

In assessing whether a pub has been impaired, the book value of the pub is compared with its anticipated future cash flows and fair value. Assumptions are used about sales, costs and profit, using a pre-tax discount rate for future years of 7% (2020: 7%).

 

If the value, based on the higher of future anticipated cash flows and fair value, is lower than the book value, the difference

is written off as property impairment.

 

As a result of this exercise, no impairment was charged at the half year.

 

14.  Investment property

 

The company owns two (2020: three) freehold properties with existing tenants - and these assets have been classified

as investment properties. During the year, the company developed one of its investment properties into a pub.
The property has been transferred to property, plant and equipment.

 

 

 

 

 

 

 

£000

Cost:

 

 

 

 

 

At 26 January 2020

 

 

 

 

11,842

At 26 July 2020

 

 

 

 

11,842

Transfer to property, plant and equipment

 

 

 

 

(5,768)

At 24 January 2021

 

 

 

 

6,074

 

 

 

 

 

 

 

 

 

 

 

 

Accumulated depreciation and impairment:

 

 

 

At 28 July 2019

 

 

 

 

(236)

Provided during the period

 

 

 

 

(34)

At 26 January 2020

 

 

 

 

(270)

Provided during the period

 

 

 

 

(45)

At 26 July 2020

 

 

 

 

(315)

Provided during the period

 

 

 

 

(12)

Transfer to property, plant and equipment

 

 

 

 

290

At 24 January 2021

 

 

 

 

(37)

 

 

 

 

 

 

Net book amount at 24 January 2021

 

 

 

 

6,037

Net book amount at 26 July 2020

 

 

 

 

11,527

Net book amount at 26 January 2020

 

 

 

 

11,572

Net book amount at 28 July 2019

 

 

 

 

5,531

 

 

Rental income received in the period from investment properties was £161,250 (2020: £326,000).

Operating costs, excluding depreciation, incurred in relation to these properties amounted to £2,000 (2020: £2,000).

 

In the opinion of the directors, the fair value of the investment property is approximately equal to its book value.

 

 

15.  Inventories

 

Bar, food and non-consumable stock held at our pubs and national distribution centre.

 

 

 

 

 

 

 

Unaudited

Unaudited

Audited

 

 

 

 

 

 

24 January

26 January

26 July

 

 

 

 

 

 

2021

2020

2020

 

 

 

 

 

 

£000

£000

£000

Goods for resale at cost

 

 

 

 

 

22,369

23,453

23,095

 

 

16.  Receivables

 

This category relates to situations in which third parties owe the company money. Examples include rebates from suppliers

and overpayments of certain taxes.

 

Prepayments relate to payments which have been made in respect of liabilities after the period's end.

 

 

 

 

 

 

 

Unaudited

Unaudited

Audited

 

 

 

 

 

 

24 January

26 January

26 July

 

 

 

 

 

 

2021

2020

2020

 

 

 

 

 

 

£000

£000

£000

Other receivables

 

 

 

 

 

1,015

1,810

974

Accrued income

 

 

 

 

 

440

1,777

737

Prepayment

 

 

 

 

 

25,813

18,804

30,465

 

 

 

 

 

 

27,268

22,391

32,176

 

Accrued income relates to discounts which are calculated based on certain products delivered at an agreed rate per item.

 

Included in prepayments is £16.5m in government grants receivable under the coronavirus job retention scheme.

 

 

Credit risk

 

 

 

 

 

Unaudited

Unaudited

Audited

 

 

 

 

 

 

24 January

26 January

26 July

 

 

 

 

 

 

2021

2020

2020

 

 

 

 

 

 

£000

£000

£000

Due from suppliers - not due

 

 

 

 

 

883

1,451

-

Due from suppliers - overdue

 

 

 

 

 

132

359

974

 

 

 

 

 

 

1,015

1,810

974

 

Credit risk is the risk that a counterparty does not settle its financial obligation with the company. At the period's end, the company has assessed the credit risk on amounts due from suppliers, based on historic experience, meaning that the expected lifetime credit loss was immaterial. Cash and cash equivalents are also subject to the impairment requirements of IFRS 9 - the identified impairment loss was immaterial.

 

17.  Assets held for sale

 

These relate to situations in which the company has exchanged contracts to sell a property, but the transaction is not yet complete. As at 24 January 2021, no sites were classified as held for sale (2020: one).

 

 

 

 

 

 

 

Unaudited

Unaudited

Audited

 

 

 

 

 

 

24 January

26 January

26 July

 

 

 

 

 

 

2021

2020

2020

 

 

 

 

 

 

£000

£000

£000

Property, plant and equipment

 

 

 

 

 

-

350

-

 

 

 

18.  Cash and cash equivalents

 

 

 

 

 

 

 

Unaudited

Unaudited

Audited

 

 

 

 

 

24 January

26 January

26 July

 

 

 

 

 

2021

2020

2020

 

 

 

 

 

£000

£000

£000

Cash and cash equivalents

 

 

 

 

225,024

47,413

174,451

 

Cash at bank earns interest at floating rates, based on daily bank deposit rates.

 

 

19.  Trade and other payables

 

This category relates to money owed by the company to third parties.

 

Accruals refer to allowances made by the company for future anticipated payments to suppliers and other creditors.

 

 

 

 

 

 

 

Unaudited

Unaudited

Audited

 

 

 

 

 

 

24 January

26 January

26 July

 

2021

2020

2020

 

£000

£000

£000

Trade payables

67,406

165,309

104,145

Other payables

16,835

27,362

27,260

Other tax and social security

48,502

55,398

54,135

Accruals and deferred income

51,999

67,704

69,545

 

184,742

315,773

255,085

 

20.  Borrowings

 

 

 

 

 

 

Unaudited

Unaudited

Audited

 

 

 

 

 

 

24 January

26 January

26 July

 

 

 

 

 

 

2021

2020

2020

 

 

 

 

 

 

£000

£000

£000

Current (due within one year)

 

 

 

 

 

 

 

Other

 

 

 

 

 

 

 

 

Asset-financing

 

 

 

 

 

7,610

3,286

7,610

Total current borrowings

 

 

 

 

 

7,610

3,286

7,610

 

 

 

 

 

 

 

 

 

Non-current (due after one year)

 

 

 

 

 

 

 

Bank loans

 

 

 

 

 

 

 

 

Variable-rate facility

 

 

 

 

 

875,000

750,000

875,000

CLBILS

 

 

 

 

 

48,333

-

-

Unamortised bank loan issue costs

 

 

 

 

(3,829)

(4,222)

(4,428)

 

 

 

 

 

 

919,504

745,778

870,572

Private placement

 

 

 

 

 

 

 

 

Fixed-rate facility

 

 

 

 

 

98,000

98,000

98,000

Unamortised private placement issue costs

 

 

 

(255)

(301)

(278)

 

 

 

 

 

 

97,745

97,699

97,722

Other

 

 

 

 

 

 

 

 

Asset-financing

 

 

 

 

 

12,094

5,177

15,534

Total non-current borrowings

 

 

 

 

1,029,343

848,654

983,828

 

 

 

 

 

 

 

 

 

Total borrowings

 

 

 

 

 

1,036,953

851,940

991,438

 

The coronavirus large business interruption loan scheme (CLBILS) was agreed on by the company on 7 August 2020.

 

 

21.  Provisions

 

 

 

 

 

Legal claims

 

 

 

 

 

£000

As at 26 July 2020

 

 

 

 

3,038

Charged to the income statement:

 

 

 

 

- Additional charges

 

 

 

 

1,724

- Unused amounts reversed

 

 

 

 

(1,096)

- Used during year

 

 

 

 

(869)

At 24 January 2021

 

 

 

 

2,797

 

 

Legal claims

The amounts represent a provision for ongoing legal claims brought against the company in the normal course of business by customers and employees. Owing to the nature of the business, we expect to have a continuous provision for outstanding

employee and public liability claims. All claim provisions are considered current and are not, therefore, discounted to take into account the passage of time.

 

 

22.  Financial instruments

 

The table below analyses the company's financial liabilities in relevant maturity groupings, based on the remaining period

at the balance sheet date to the contractual maturity date. The amounts disclosed in the table are the contractual undiscounted cash flows.

 

 

Maturity profile of financial liabilities

 

 

 

Within

 

 

 

 

More than

 

 

1 year

1-2 years

2-3 years

3-4 years

4-5 years

5 years

Total

 

£000

£000

£000

£000

£000

£000

£000

At 24 January 2021 (unaudited)

 

 

 

 

 

 

 

Bank loans

21,547

21,547

21,547

42,248

855,637

-

962,526

Bank loans - CLBILS

920

920

48,841

-

-

-

50,681

Private placement

3,655

3,655

3,655

3,656

3,656

101,655

119,932

Trade and other payables

139,170

-

-

-

-

-

139,170

Derivatives

15,381

12,189

10,315

8,428

8,292

31,096

85,701

Lease liabilities

72,481

54,150

53,329

52,653

49,564

478,722

760,899

Asset-financing obligations

7,610

6,788

4,317

2,154

-

-

20,869

 

 

 

Within

 

 

 

 

More than

 

 

1 year

1-2 years

2-3 years

3-4 years

4-5 years

5 years

Total

 

£000

£000

£000

£000

£000

£000

£000

At 26 July 2020

 

 

 

 

 

 

 

Bank loans

21,809

17,013

17,013

177,340

723,693

-

956,868

Private placement

3,288

2,920

2,920

2,920

2,920

102,381

117,349

Trade and other payables

200,950

-

-

-

-

-

200,950

Derivatives

18,171

12,044

11,959

8,280

8,061

34,381

92,896

Lease liabilities (restated)

66,043

53,245

52,516

51,844

50,313

482,506

756,467

Asset-financing obligations

7,610

7,610

5,145

4,324

-

-

24,689

 

 

The lease liabilities restated for 26 July 2020 reflect the recalculation of a lease liability.

 

 

 

 

 

22.   Financial instruments (continued)

 

On 20 January 2021, the company agreed on a one-year extension for a further £140m of its existing bank loans, having previously agreed on an extension of £715m in January 2020.

 

On 7 August 2020, the company agreed a three-year secured loan under the coronavirus large business interruption loan scheme (CLBILS) for £48,333,332.

 

At the balance sheet date, the company had loan facilities of £1,041m (2020: £993m) as detailed below:

 

n Secured revolving-loan facility of £875m

o £20m matures February 2024

o £855m February 2025

o 14 participating lenders

n Sale of senior secured notes £98m

o Matures August 2026

o Five participating lenders

n CLBILS secured loan of £48m

o Matures August 2023

o Three participating lenders

n Overdraft facility of £20m

 

The company has hedged its interest-rate liabilities to its banks by swapping the floating-rate debt into fixed-rate debt which

has fixed £770m of these borrowings at rates of 0.61-3.84%. The effective weighted average interest rate of the swap agreements used during the year is 2.42% (2020: 2.82%), fixed for a weighted average period of 3.6 years (2020: 4.6 years).
In addition, the company has entered into forward-starting interest-rate swaps as detailed in the table below.

 

Weighted average by swap period:

 

From

To

 

Total swap value £m

Weighted average interest %

2/7/2018

29/7/2021

 

770

 

 

 

2.42

30/7/2021

30/7/2023

 

770

 

 

 

1.61

31/7/2023

30/7/2026

 

770

 

 

 

1.10

31/7/2026

30/6/2028

 

770

 

 

 

1.33

1/7/2028

29/3/2029

 

770

 

 

 

1.32

 

At the balance sheet date, £875m (2020: £750m) was drawn down under the £875m secured-term revolving-loan facility. The amounts drawn under this agreement can be varied, depending on the requirements of the business. It is expected that the draw-down required by the company will not drop below £770m for the duration of the interest-rate swaps detailed above.

 

Capital risk management

The company's capital structure comprises shareholders' equity and loans. The objective of capital management

is to ensure that the company is able to continue as a going concern and provide shareholders with returns on

their investment, while managing risk.

 

The company does not have a specific measure for managing capital structure; instead, the company plans its capital

requirements and manages its loans, dividends and share buybacks accordingly. In a normal trading year, the company measures loans using a net debt to EBITDA ratio which was 3.54 times in 2020.  With covenant waivers agreed, management's primary metric is liquidity.

 

Financial risks associated with financial instruments, including credit risk and liquidity risk, are discussed in the

annual report 2020 in the section 2, page 65.

 

Fair value of financial assets and liabilities

IFRS 13 requires disclosure of fair value measurements by level, using the following fair value measurement hierarchy:

 

n Quoted prices in active markets for identical assets or liabilities (level 1)

n Inputs other than quoted prices included in level 1 which are observable for the asset or liability,

either directly or indirectly (level 2)

n Inputs for the asset or liability which are not based on observable market data (level 3)

 

The fair value of the interest-rate swaps is considered to be level 2. All other financial assets and liabilities

are measured in the balance sheet at amortised cost, with their valuation also considered to be level 2.

 

Interest-rate and currency risks of financial liabilities

An analysis of the interest-rate profile of financial liabilities, after taking account of all interest-rate swaps,

is set out in the following table.

22.   Financial instruments (continued)

Interest-rate and currency risks of financial liabilities

 

 

 

 

 

 

 

 

 

 

 

Unaudited

Unaudited

Audited

 

 

 

 

 

24 January

26 January

26 July

 

 

 

 

 

2021

2020

2020

 

 

 

 

 

£000

£000

£000

Analysis of interest-rate profile of financial liabilities

 

 

 

 

Floating rate due after one year

 

 

 

 

101,171

-

100,572

Fixed rate due after one year

 

 

 

 

818,333

745,778

770,000

 

 

 

 

 

919,504

745,778

870,572

Asset-financing obligations

 

 

 

 

 

 

 

Fixed rate due in one year

 

 

 

 

7,610

3,286

7,610

Fixed rate due after one year

 

 

 

 

12,094

5,177

15,534

 

 

 

 

 

19,704

8,463

23,144

Private placement

 

 

 

 

 

 

 

Fixed rate due after one year

 

 

 

 

97,745

97,699

97,722

 

 

 

 

 

97,745

97,699

97,722

 

 

 

 

 

 

 

 

 

 

 

 

 

1,036,953

851,940

991,438

 

The floating-rate borrowings are interest-bearing borrowings at rates based on LIBOR, fixed for periods of up to one month.

The fixed-rate loan is the element of the company's borrowings which has been fixed with interest-rate swaps.

 

Fair values

In some cases, payments which are due to be made in the future by the company or due to be received by the company

have to be given a fair value.  The table below highlights any differences between book value and fair value of financial instruments.

 

 

 

Unaudited

 

Unaudited

Unaudited

Unaudited

Audited

Audited

 

 

 

 

Restated

Restated

Restated

Restated

 

24 January

 

24 January

26 January

26 January

26 July

26 July

 

2021

 

2021

2020

2020

2020

2020

 

Book value

 

Fair value

Book value

Fair value

Book value

Fair value

 

£000

 

£000

£000

£000

£000

£000

Financial assets at amortised cost

 

 

 

 

 

 

 

Cash and cash equivalents

225,024

 

225,024

47,413

47,413

174,451

174,451

Receivables

1,015

 

1,015

1,810

1,810

974

974

Lease assets

12,197

 

12,185

12,880

12,955

12,851

12,939

 

238,236

 

238,224

62,103

62,178

188,276

188,364

 

 

 

 

 

 

 

 

Financial liabilities at amortised cost

 

 

 

 

 

 

 

Trade and other payables

(136,240)

 

(136,240)

(260,375)

(260,375)

(200,950)

(200,950)

Asset-financing obligations

(19,704)

 

(19,712)

(8,463)

(8,478)

(23,144)

(23,485)

Lease obligations

(580,999)

 

(593,892)

(596,825)

(606,018)

(573,146)

(578,456)

Private placement

(97,745)

 

(99,358)

(97,699)

(99,457)

(97,722)

(99,171)

Borrowings

(919,504)

 

(928,699)

(745,778)

(746,554)

(870,572)

(879,088)

 

(1,754,192)

 

(1,777,901)

(1,709,140)

(1,720,882)

(1,765,534)

(1,781,150)

 

 

 

 

 

 

 

 

Derivatives - cash flow hedges

 

 

 

 

 

 

 

Non-current derivative financial liability

(65,477)

 

(65,477)

(57,096)

(57,096)

(82,194)

(82,194)

 

(65,477)

 

(65,477)

(57,096)

(57,096)

(82,194)

(82,194)

 

 The lease obligations restated for 26 January 2020 and 26 July 2020 reflect the recalculation of a lease.

 

 

 

22.   Financial instruments (continued)

 

The fair value of derivatives has been calculated by discounting all future cash flows by the market yield curve at the balance sheet date. The fair value of borrowings has been calculated by discounting the expected future cash flows at the year end's prevailing interest rates.

 

Obligations under asset-financing

The minimum lease payments under asset-financing fall due as follows:

 

 

 

 

 

 

Unaudited

Unaudited

Audited

 

 

 

 

 

24 January

26 January

26 July

 

 

 

 

 

2021

2020

2020

 

 

 

 

 

£000

£000

£000

Within one year

 

 

 

 

7,610

3,286

7,610

In the second to fifth year, inclusive

 

 

 

 

13,244

5,751

17,079

 

 

 

 

 

20,854

9,037

24,689

Less future finance charges

 

 

 

 

(1,150)

(574)

(1,545)

Present value of lease obligations

 

 

 

 

19,704

8,463

23,144

 

 

 

 

 

 

 

 

Less amount due for settlement within one year

 

 

 

(7,610)

(3,286)

(7,610)

Amount due for settlement during the second to fifth year, inclusive

 

 

12,094

5,177

15,534

 

All asset-financing obligations are in respect of various equipment used in the business. No escalation clauses are included
in the agreements.


22.   Financial instruments (continued)

 

Interest-rate swaps

At 24 January 2021, the company had fixed-rate swaps designated as hedges of floating-rate borrowings.
The floating-rate borrowings are interest-bearing borrowings at rates based on LIBOR, fixed for periods of up to one month.

 

  

 

Loss/(gain) on

Deferred

Charged

 

 interest-rate

tax

to equity

 

swaps

 

 

 

£000

£000

£000

As at 26 January 2020

57,096

(9,706)

47,390

Change in fair value posted to comprehensive income

25,098

-

25,098

Deferred tax posted to comprehensive income

-

(5,911)

(5,911)

As at 26 July 2020

82,194

(15,617)

66,577

Change in fair value posted to comprehensive income

(16,717)

-

(16,717)

Hedge ineffectiveness

-

-

(4,528)

Deferred tax posted to comprehensive income

-

4,037

4,037

As at 24 January 2021

65,477

(11,580)

49,369

 

 

The company adopts hedge accounting, meaning that the effective portion of changes in the fair value of derivatives is recognised in comprehensive income, with any gain or loss relating to an ineffective portion accounted for in the income statement. A change in fair value of £4,528,000 has been recognised in the income statement for hedge ineffectiveness

 

Interest-rate hedges

The company's interest-rate swap agreements are in place as protection against future changes in borrowing costs.

Under these agreements, the company pays a fixed interest charge and receives variable interest income which matches

the variable interest payments made on the company's borrowings.

 

There is an economic relationship among the company's revolving-loan facility, the hedged item and the company's interest-rate swaps, the hedging instruments, where the company pays a floating interest charge on the loan and receives a floating

interest-rate credit on the interest-rate swap. The interest-rate swap agreement allows the company to receive a floating interest-rate credit and requires the company to pay an agreed fixed interest charge.

 

The company has established a hedging ratio of 1:1 between the interest-rate swaps and the company's floating-rate borrowings, meaning that floating interest rates paid should be identical to those amounts received for a given amount

of borrowings.

 

These hedges could be ineffective if the:

n period over which the borrowings were drawn were changed. This could result in the borrowings

being made at a different floating rate than the interest-rate swap.

n gross amount of borrowings were less than the value swapped.

n impact of LIBOR reform were to cause a mismatch between the interest rate of the swaps and

that of the company's debt.

 

The company tests hedge effectiveness prospectively using the hypothetical derivative method and compares the changes

in the fair value of the hedging instrument with those in the fair value of the hedged item attributable to the hedged risk.

 

Interest-rate sensitivity

During the 26 weeks ended 24 January 2021, if the interest rates on UK-denominated borrowings had been 1% higher, with all other variables constant, pre-tax profit for the year would have been reduced by £524,000 and equity increased by £62,092,000. The movement in equity arises from a change in the 'mark to market' valuation of the interest-rate swaps into which the company has entered, calculated by a 1% shift of the market yield curve. The company considers that a 1% movement in interest rates represents a reasonable sensitivity to potential changes. However, this analysis is for illustrative purposes only.

 

 

 

23.  Leases

 

About 36% of the company's pubs are leasehold. New leases are normally for 30 years, with a break clause after 15 years. Most leases have upwards-only rent reviews, based on open-market rental at the time of review, but most new pub leases

have an uplift in rent which is fixed at the start of the lease.

 

(a)  Right-of-use assets

 

The table below shows the movements in the company's right-of-use assets.

 

 

 

 

 

 

 

 

 

 

 

£000

Cost

 

 

 

 

 

 

 

 

As at 26 July 2020

 

 

 

 

 

 

 

562,793

Restatement

 

 

 

 

 

 

 

18,819

As at 26 July 2020 restated

 

 

 

 

 

 

 

581,612

Additions

 

 

 

 

 

 

 

12,483

Remeasurement

 

 

 

 

 

 

 

2,116

Exchange differences

 

 

 

 

 

 

 

10

Disposals and derecognised leases

 

 

 

 

 

 

(1,815)

At 24 January 2021 (unaudited)

 

 

 

 

 

 

 

594,406

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Accumulated depreciation and impairment:

 

 

 

 

 

 

At 26 July 2020

 

 

 

 

 

 

 

(48,624)

Restatement

 

 

 

 

 

 

 

(404)

As at July 2020 restated

 

 

 

 

 

 

 

(49,028)

Provided during the period

 

 

 

 

 

 

 

(23,042)

Exchange differences

 

 

 

 

 

 

 

8

Impairment loss

 

 

 

 

 

 

 

(2,134)

Remeasurement

 

 

 

 

 

 

 

7,281

Disposals and derecognised leases

 

 

 

 

 

 

123

At 24 January 2021 (unaudited)

 

 

 

 

 

 

 

(66,792)

 

 

 

 

 

 

 

 

 

Net book amount at 24 January 2021

 

 

 

 

 

 

527,614

Net book amount at 26 July 2020 restated

 

 

 

 

 

532,584

          

 

 

During the period, 17 leases were remeasured as a result of changes in the agreed payments under the lease contracts and

changes in the lease terms.

 

Disposals and derecognised leases in the period represent the purchasing of one formerly leasehold property.

 

The July-2020 position has been restated to reflect a recalculation of lease assets. See note 31 for further details.

 

 

 

 

23.   Leases (continued)

 

(b)  Lease maturity profile

 

The tables below analyse the company's lease liabilities and assets in relevant maturity groupings, based on the remaining period at the balance sheet date to the end of the lease. The amounts disclosed in the table are the contractual undiscounted cash flows. The impact of discounting reconciles these amounts to the values disclosed in the balance sheet.

 

 

 

Lease liabilities

 

 

 

 

 

Unaudited

Audited

 

 

 

 

 

 

 

Restated

 

 

 

 

 

 

2021

2020

 

 

 

 

 

 

£000

£000

Within one year

 

 

 

 

 

72,481

66,043

Between one and two years

 

 

 

 

 

54,150

53,245

Between two and three years

 

 

 

 

 

53,329

52,516

Between three and four years

 

 

 

 

 

52,653

51,844

Between four and five years

 

 

 

 

 

49,564

50,313

After five years

 

 

 

 

 

478,722

482,185

Lease commitments payable

 

 

 

 

 

760,899

756,146

 

 

 

 

 

 

 

 

Discounting lease liability

 

 

 

 

 

(179,900)

(183,000)

Lease liability

 

 

 

 

 

580,999

573,146

 

 

 

 

 

 

 

 

Lease assets

 

 

 

 

 

Unaudited

Audited

 

 

 

 

 

 

2021

2020

 

 

 

 

 

 

£000

£000

Within one year

 

 

 

 

 

1,691

1,736

Between one and two years

 

 

 

 

 

1,604

1,638

Between two and three years

 

 

 

 

 

1,360

1,586

Between three and four years

 

 

 

 

 

1,114

1,130

Between four and five years

 

 

 

 

 

1,070

1,084

After five years

 

 

 

 

 

7,790

8,325

 

 

 

 

 

 

14,629

15,499

 

 

 

 

 

 

 

 

Discounting lease asset

 

 

 

 

 

(2,432)

(2,648)

Lease asset

 

 

 

 

 

12,197

12,851

 

The comparative numbers disclosed above are those included in the 2020 annual report.

 

 

23.   Leases (continued)

 

(c)  Lease liability

 

The tables below show the movements in the period of the lease liability and the lease asset.

Lease liability

 

 

 

 

 

Unaudited

 

 

 

 

 

 

2020

 

 

 

 

 

 

£000

 

 

 

 

 

 

 

At 26 July 2020

 

 

 

 

 

554,731

Restatement of lease liability

 

 

 

 

 

18,416

As at 26 July 2020 restated

 

 

 

 

 

573,147

Additions

 

 

 

 

 

12,483

Remeasurements of leases

 

 

 

 

 

8,485

Cancelled principal payments

 

 

 

 

 

(7,322)

Disposals

 

 

 

 

 

(1,761)

Exchange differences

 

 

 

 

 

(26)

Lease liabilities before payments

 

 

 

 

585,006

 

 

 

 

 

 

 

Interest due

 

 

 

 

 

9,478

Payments made

 

 

 

 

 

(13,485)

Net principal repayments

 

 

 

 

 

(4,007)

 

 

 

 

 

 

 

At 24 January 2021

 

 

 

 

 

580,999

 

The company has applied the practical expedient in the May-2020 amendment to IFRS 16 - an amendment which

allows reductions in rent payments made before June 2021 to be credited to the profit and loss account, rather than requiring

the remeasuring of the lease and spreading rent reduction received in this period over the term of the lease. The application of this amendment results in principal payments of £8,019,000 being credited to the profit and loss account and a reduction in associated interest charges of £1,532,000, resulting in a total credit to the profit and loss account of £8,854,000. Future rental payments, up to the end of the lease, are capitalised, including any agreed increases.

 

Future rent payments could change as a result of open-market rent reviews or options being exercised to terminate a lease early. Any changes in the minimum unavoidable lease payments will be included as a remeasurement of the lease liability.

Leases with lease terms of under one year are not capitalised.

 

Lease assets

 

 

 

 

 

Unaudited

 

 

 

 

 

 

2020

 

 

 

 

 

 

£000

 

 

 

 

 

 

 

At 26 July 2020

 

 

 

 

 

12,851

Exchange differences

 

 

 

 

 

1

Lease assets before payments

 

 

 

 

 

12,852

 

 

 

 

 

 

 

Interest due

 

 

 

 

 

214

Payments received

 

 

 

 

 

(869)

Net principal repayments

 

 

 

 

 

(655)

 

 

 

 

 

 

 

At 24 January 2021

 

 

 

 

 

12,197

 

The company has sublet several of its leases which have been capitalised above, with lease assets being the capitalised

future rent receivables from sublet sites. The company monitors the receipts of rental charges on sublet sites and will take the

appropriate steps where any amounts remain unpaid. It is the company's view that there are no significant credit losses on

the sublease assets. The interest payable and receivable shown in the tables above is the interest element of the payments made and received in the period. These amounts differ from the lease interest charged/credited to the income statement in the period - see note 6. The amounts charged/credited to the income statement in the period will also include amounts due, but not paid, in the period. The incremental borrowing rate applied to lease liabilities and assets was 2.7-3.9%, depending on the lease's length.

 

Transition: On 29 July 2019, the company adopted the standard using the modified retrospective approach.
For the full details of transition, please see pages 49-51 of the annual report for 2020.

24.  Capital commitments

 

At 24 January 2021, the company had £5.0m (July 2020: £7.1m) of capital commitments, relating to the purchase of

six (July 2020: eight) sites, for which no provision had been made in respect of property, plant and equipment.

 

The company had some other sites in the property pipeline; however, any legal commitment is contingent on planning

and licensing. Therefore, there are no commitments at the balance sheet date.

 

 

25.  Related-party disclosures

 

J D Wetherspoon is the owner of the share capital of the following companies:

 

 

Company name

 

Country of incorporation

Ownership

Status

J D Wetherspoon (Scot) Limited

 

Scotland

 

Wholly owned

Dormant

J D Wetherspoon Property Holdings Limited

 

England

 

Wholly owned

Dormant

Moon and Spoon Limited

 

England

 

Wholly owned

Dormant

Moon and Stars Limited

 

England

 

Wholly owned

Dormant

Moon on the Hill Limited

 

England

 

Wholly owned

Dormant

Moorsom & Co Limited

 

England

 

Wholly owned

Dormant

Sylvan Moon Limited

 

England

 

Wholly owned

Dormant

Checkline House (Head Lease) Limited

 

Wales

 

Wholly owned

Dormant

Project Lima Ltd.

 

Jersey

 

Wholly owned

Live

 

 

All of these companies are dormant and contain no assets or liabilities and are, therefore, immaterial. As a result, consolidated accounts have not been produced. The company has an overseas branch in the Republic of Ireland.

 

 

26.  Share capital

 

 

Number of

Share

 

shares

capital

 

000s

£000

Balance at 28 July 2019 (audited)

105,098

2,102

Repurchase of shares

(420)

(8)

Balance at 26 January 2020 (unaudited)

104,678

2,094

Repurchase of shares

-

-

Issue of shares

15,702

314

Balance at 26 July 2020 (audited)

120,380

2,408

Issue of shares

8,370

167

Balance at 24 January 2021 (unaudited)

128,750

2,575

    

 

 

The total authorised number of 2p ordinary shares is 500,000,000 (2020: 500,000,000). All issued shares are fully paid.

 

On 20 January 2021, 8,370,000 shares were issued by the company, representing 6.95% of the issued share

capital, at a value of £93.7m, before fees, representing an average cost per share of 1,120p.

 

While the memorandum and articles of association allow for preferred, deferred or special rights to attach

to ordinary shares, no shares carried such rights at the balance sheet date.

 

 

27.  Events after the balance sheet date

 

Following the prime minister's announcement of the 'road map' for the easing of lockdown restrictions, J D Wetherspoon announced that it will be opening beer gardens, roof-top gardens and patios at 394 of its pubs in England from 12 April 2021.

 

On 18 March 2021, the company agreed on a two year five months secured loan, under the coronavirus large business interruption loan scheme, for £51,700,000

 

28.  General information

 

J D Wetherspoon plc is a public limited company, incorporated and domiciled in England and Wales.
Its registered office address is: Wetherspoon House, Central Park, Reeds Crescent, Watford, WD24 4QL

 

The company is listed on the London Stock Exchange.

 

This condensed half-yearly financial information was approved for issue by the board on 19 March 2021.

 

This interim report does not comprise statutory accounts within the meaning of sections 434 and 435 of the Companies Act 2006. Statutory accounts for the year ended 27 July 2020 were approved by the board of directors on 16 October 2020 and delivered to the Registrar of Companies. The report of the auditors on those accounts was unqualified, did not contain an emphasis-of-matter paragraph or any statement under sections 498-502 of the Companies Act 2006.

There are no changes to the principal risks and uncertainties as set out in the financial statements for the 52 weeks ended

26 July 2020 which may affect the company's performance in the next 26 weeks. The most significant risks and uncertainties relate to widespread pub closures, the taxation on, and regulation of, the sale of alcohol, cost increases and UK disposable consumer incomes. For a detailed discussion of the risks and uncertainties facing the company, refer to pages 64-65 of the annual report for 2020.

 

 

29.  Basis of preparation

 

This condensed half-yearly financial information of J D Wetherspoon plc (the 'Company'), which is abridged and unaudited, has been prepared in accordance with the Disclosure and Transparency Rules of the Financial Services Authority and with International Accounting Standards (IAS) 34, Interim Financial Reporting, in conformity with the requirements of the Companies Act 2006. This interim report should be read in conjunction with the annual financial statements for the 52 weeks ended
26 July 2020 which were prepared in accordance with IFRSs as adopted by the European Union.


The directors have made enquiries into the adequacy of the Company's financial resources, through a review of the Company's budget and medium-term financial plan, including capital expenditure plans and cash flow forecasts. All of the Company's pubs are currently closed, with revenue at zero.

 

The Company has modelled a range of scenarios in which sales recover to pre-COVID levels gradually over the
next 12-18 months. These scenarios consider a range of pub reopening dates and sales performance. 

 

The directors are satisfied that the Company has sufficient liquidity to withstand all of the scenarios considered. The length of the liquidity period, in relation to each outcome, depends on those actions which the Company chooses to take (eg the extent to which cash expenditure is reduced) and also the level of government financial support (eg reduced business rates) which the Company might receive.

 

In addition, the directors have noted the range of possible additional liquidity options available to the Company, should they
be required.

 

Material uncertainty, which may cast significant doubt over the Company's ability to trade as a going concern, has resulted from the impact of the COVID-19 pandemic on the economy and the hospitality industry. It is unclear when operating restrictions, such as social distancing measures and reduced pub opening times, will be removed, allowing trade to return to 'normal'
pre-COVID levels, once pubs have reopened.

 

The Company has agreed with its lenders to replace existing financial covenant tests with a minimum liquidity covenant for the period up to and including July 2021. There is material uncertainty beyond this date about whether financial covenant tests will be satisfied or whether further waivers will be agreed on by lenders. The Company will remain in regular dialogue with its lenders throughout the period.

 

As a result, the directors have satisfied themselves that the Company will continue in operational existence for the foreseeable future. For this reason, the Company continues to adopt the going-concern basis in preparing its financial statements.

The financial information for the 52 weeks ended 26 July 2020 is extracted from the statutory accounts of the Company
for that year.

 

The interim results for the 26 weeks ended 24 January 2021 and the comparatives for 26 January 2020 are unaudited,
yet have been reviewed by the independent auditor..

 

30.  Accounting policies

 

The accounting policies adopted in the preparation of the interim report are consistent with those applied in the preparation of the Company's annual report for the year ended 26 July 2020, with the same methods of computation and presentation used.

 

Income tax

Taxes on income in the interim periods are accrued using the tax rate which would be applicable to expected total

annual earnings.
 

 

 

 

31. Disclosure of prior period errors

 

In the period, it was identified that two restatements should be made. 

 

First, the share placement funds (net of fees) have been reclassified as other reserves.  This affects the balance sheet (including the pre IFRS 16 balance sheet) and the SOCIE. £137.7m has been reclassified from the share premium account to other reserves and retained earnings (both of which are deemed distributable).

 

Secondly, there was an error in the calculation of a lease asset and liability affecting the numbers reported for the 26 January 2020 and 26 July 2020.  The asset and liability had previously been understated by £18.4m.  As a result, the balance sheet has been restated, the P&L has not been restated as the impact is not material and the following notes have been restated:

 

· Note 10: Analysis of change in net debt:

Line: Lease obligations - due after one year

· Note 22: Financial instruments

Lines: Lease liabilities and the fair values table

· Note 23: Leases

(a) Right-of-use assets

(b) Lease maturity profile

(c) Lease liability

 

 

 

 

 

 

 

 

 

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