# J D Wetherspoon FY23 total sales of £1,925 million, up 10.6% - Link: https://www.directorstalkinterviews.com/j-d-wetherspoon-fy23-total-sales-of-1925-million-up-10.6/4121128938 - Published: 2023-10-06T07:21:02+01:00 - Author: Amilia Stone **J D Wetherspoon plc **(LON:JDW) has announced its preliminary results for the 52 weeks ended 30 July 2023. | **FINANCIAL HIGHLIGHTS** | **Var %** | | ** ** | | | **Before separately disclosed** | | | • Like-for-like sales | +12.7% | | • Revenue £1,925.0m (2022: £1,740.5m) | +10.6% | | • Profit/(loss) before tax £42.6m (2022: -£30.4m) | -ve to +ve | | • Operating profit £107.1m (2022: £25.7m) | +316.7% | | • Diluted earnings/(losses) per share 26.4p (2022: -19.6p) | -ve to +ve | | • Free cash inflow per share 211.4p (2022: 17.3p) | +1,122% | | • Full year dividend 0.0p (2022: 0.0p) | – | | | | | **After separately disclosed****^(1)** | | | • Profit before tax £90.5m (2022: £26.3m) | +244.1% | | • Operating profit £106.0m (2022: £55.1m) | +92.4% | | • Diluted earnings per share 46.5p (2022: 15.0p^(2)) | +210% | | ** ** | | ^(1)Separately disclosed items as disclosed in note 4. ^(2) Restated, see note 8. > **Commenting on the results, Tim Martin, the Chairman of J D Wetherspoon plc, > said:** > “Wetherspoon continues to perform well. In the first nine weeks of the current > financial year, to 1 October 2023, like-for-like sales increased by 9.9%, compared > with the nine weeks to 2 October 2022. > “As we said last year, perhaps the biggest threat to the hospitality industry > is the possibility of further lockdowns and restrictions. > “Those interested in the UK Government’s response to the pandemic may like to > read the reports by Professor Francois Balloux, director of the UCL Genetics Institute, > in The Guardian, and by Professor Robert Dingwall, of Trent University, in the > Telegraph > “See pages 54-56 of Wetherspoon News – [https://www.jdwetherspoon.com/~/media/files/pdf-documents/wetherspoon-news/wetherspoon-news-autumn-2022.pdf)](https://www.jdwetherspoon.com/~/media/files/pdf-documents/wetherspoon-news/wetherspoon-news-autumn-2022.pdf)) > “The conclusion of Professor Balloux, broadly echoed by Professor Dingwall, based > on an analysis by the World Health Organisation of the pandemic, is that Sweden( > which did not lock down), had a Covid-19 fatality rate “of about half the UK’s” > and that “the worst performer, by some margin, is Peru, despite enforcing the > harshest, longest lockdown.” > “Professor Balloux concludes that “the strength of mitigation measures does not > seem to be a particularly strong indicator of excess deaths.” > “Indeed, as some commentators have noted, lockdowns were not contemplated in the > UK’s laboriously compiled prepandemic plans. It appears that these plans were > jettisoned, early on in the pandemic, in favour of copying China’s lockdown approach– > an example, perhaps, of Warren Buffett’s so-called “institutional imperative” –“ > everyone else has locked down, so we will, too”. > “The company currently anticipates a reasonable outcome for the financial year, > subject to our future sales performance.” **Notes to editors** 1.             J D Wetherspoon owns and operates pubs throughout the UK. 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.             The financial information set out in the announcement does not constitute the company’s statutory accounts for the periods ended 30 July 2023 or 31 July 2022. The financial information for the period ended 31 July 2022 is derived from the statutory accounts for that year which have been delivered to the Registrar of Companies. The auditors have reported on those accounts: their report was unqualified, and did not contain a statement under section 498(2) or (3) of the Companies Act 2006. Statutory accounts for 2023 will be delivered to the registrar of companies in due course. 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 2023 has been published on the Company’s website on 06 October 2023. 5.             The current financial year comprises 52 trading weeks to 28 July 2024. 6.             The next trading update will be issued on 8 November 2023. **CHAIRMAN’S STATEMENT** **Financial performance** The company was founded in 1979 – and this is the 40th year since incorporation in 1983. The table below outlines some key aspects of our performance during that period. **Summary accounts for the years 1984-2023** | ** **** ****Financial year** | ** ****Total number****of pubs****(Sites)** | ** ****Total sales****£000** | **Profit/(loss)****before tax and exceptional items****£000** | **Earnings per****share before****separately disclosed items****pence^(!)** | ** **** ****Free cash flow****£000** | ** ****Free cash flow****per share**** pence^(2,3)** | | 1984 | 1 | 818 | (7) | 0 | | | | 1985 | 2 | 1,890 | 185 | 0.2 | | | | 1986 | 2 | 2,197 | 219 | 0.2 | | | | 1987 | 5 | 3,357 | 382 | 0.3 | | | | 1988 | 6 | 3,709 | 248 | 0.3 | | | | 1989 | 9 | 5,584 | 789 | 0.6 | 915 | 0.4 | | 1990 | 19 | 7,047 | 603 | 0.4 | 732 | 0.4 | | 1991 | 31 | 13,192 | 1,098 | 0.8 | 1,236 | 0.6 | | 1992 | 45 | 21,380 | 2,020 | 1.9 | 3,563 | 2.1 | | 1993 | 67 | 30,800 | 4,171 | 3.3 | 5,079 | 3.9 | | 1994 | 87 | 46,600 | 6,477 | 3.6 | 5,837 | 3.6 | | 1995 | 110 | 68,536 | 9,713 | 4.9 | 13,495 | 7.4 | | 1996 | 146 | 100,480 | 15,200 | 7.8 | 20,968 | 11.2 | | 1997 | 194 | 139,444 | 17,566 | 8.7 | 28,027 | 14.4 | | 1998 | 252 | 188,515 | 20,165 | 9.9 | 28,448 | 14.5 | | 1999 | 327 | 269,699 | 26,214 | 12.9 | 40,088 | 20.3 | | 2000 | 428 | 369,628 | 36,052 | 11.8 | 49,296 | 24.2 | | 2001 | 522 | 483,968 | 44,317 | 14.2 | 61,197 | 29.1 | | 2002 | 608 | 601,295 | 53,568 | 16.6 | 71,370 | 33.5 | | 2003 | 635 | 730,913 | 56,139 | 17.0 | 83,097 | 38.8 | | 2004 | 643 | 787,126 | 54,074 | 17.7 | 73,477 | 36.7 | | 2005^(4) | 655 | 809,861 | 47,177 | 16.9 | 68,774 | 37.1 | | 2006 | 657 | 847,516 | 58,388 | 24.1 | 69,712 | 42.1 | | 2007 | 671 | 888,473 | 62,024 | 28.1 | 52,379 | 35.6 | | 2008 | 694 | 907,500 | 58,228 | 27.6 | 71,411 | 50.6 | | 2009 | 731 | 955,119 | 66,155 | 32.6 | 99,494 | 71.7 | | 2010 | 775 | 996,327 | 71,015 | 36.0 | 71,344 | 52.9 | | 2011 | 823 | 1,072,014 | 66,781 | 34.1 | 78,818 | 57.7 | | 2012 | 860 | 1,197,129 | 72,363 | 39.8 | 91,542 | 70.4 | | 2013 | 886 | 1,280,929 | 76,943 | 44.8 | 65,349 | 51.8 | | 2014 | 927 | 1,409,333 | 79,362 | 47.0 | 92,850 | 74.1 | | 2015 | 951 | 1,513,923 | 77,798 | 47.0 | 109,778 | 89.8 | | 2016 | 926 | 1,595,197 | 80,610 | 48.3 | 90,485 | 76.7 | | 2017 | 895 | 1,660,750 | 102,830 | 69.2 | 107,936 | 97.0 | | 2018 | 883 | 1,693,818 | 107,249 | 79.2 | 93,357 | 88.4 | | 2019 | 879 | 1,818,793 | 102,459 | 75.5 | 96,998 | 92.0 | | 2020^(6) | 872 | 1,262,048 | (44,687) | (35.5) | (58,852) | (54.2) | | 2021^(3) | 861 | 772,555 | (154,676) | (119.2) | (83,284) | (67.8) | | 2022^(3) | 852 | 1,740,477 | (30,448) | (19.6) | 21,922 | 17.3 | | 2023^(3) | 826 | 1,925,044 | 42,559 | 26.4 | 271,095 | 211.4 | **Notes** **Adjustments to statutory numbers** 1. Where appropriate, the earnings/losses per share (EPS), as disclosed in the statutory accounts, have been recalculated to take account of share splits, the issue of new shares and capitalisation issues. 2. Free cash flow per share excludes dividends paid which were included in the free cash flow calculations in the annual report and accounts for the years 1995-2000. 3. EPS and free cash flow per share are calculated using dilutive shares in issue. 4. Before 2005, the accounts were prepared under UKGAAP. All accounts from 2005 to date have been prepared under IFRS. 5. Apart from the items in notes 1-4, all numbers are as reported in each year’s published accounts. 6. From financial year 2020 data is based on post-IFRS 16 numbers following the transition from IAS17 to IFRS 16. 7. Free cash flow is defined in the APM section within accounting policies in the annual report. The free cash flow calculation can be found on the cash flow statement. **Comparison to Pre-Pandemic Period (FY19)** The sales recovery, following the pandemic, continued in FY23. Like-for-like sales for the financial year increased by 7.4% (FY22: -4.7%), compared to FY19. Bar sales increased by 2.1%, food sales by 13.7%, slot/fruit machine sales by 43.0% and hotel sales by 15.4%. Like-for-like sales, compared to FY19, have continued to improve in the first 9 weeks of the current financial year (FY24) and are 17.3% ahead of the equivalent 9-week period. The comparisons in the remainder of this statement are with the previous financial year, which ended on 31 July 2022. **Cash flow** Free cash flow, including pre-tax proceeds of approximately £169 million from the sale of the majority of the company’s interest rate swaps, was £271.1 million (2022: £21.9 million). Excluding the proceeds from the swaps, free cash flow was approximately £102 million. Free cash flow was calculated after capital payments of £47.0 million for existing pubs (2022: £45.9 million), £12.3 million for share purchases for employees (2022: £12.8 million) and payments of tax and interest. **Balance sheet** Wetherspoon’s balance sheet is significantly stronger than it was in the period before the pandemic. Debt levels, excluding IFRS-16 lease debt, have decreased by £163 million since January 2020, just before the first lockdown, to £641.9 million. This reduction has been achieved after investments in freehold reversions (pubs where Wetherspoon was previously the tenant) of £81.7 million and £108.5 million in new pubs. During the pandemic, the company raised a total of £229 million of new equity. On an IFRS-16 basis, which includes notional debt from leases, debt decreased from £1.45 billion to £1.06 billion between January 2020 and the end of FY23. **Trading summary** Total sales for FY23 were £1,925 million, an increase of 10.6%, compared to the 53 weeks ended 31 July 2022. Like-for-like sales, compared to FY22, increased by 12.7%. Like-for-like bar sales increased by 9.0%, food sales by 17.7%, slot/fruit machine sales by 26.4% and hotel rooms by 11.8%. The operating profit, before separately disclosed items, was £107.1 million (2022: £25.7 million). The operating margin, before separately disclosed items, was 5.6%( 2022: 1.5%). The profit before tax and separately disclosed items was £42.6 million (2022: £30.4 million loss), including property gains of £2.2 million (2022: £2.1 million). In the year, the company sold 13 pubs, terminated the leases of 14 pubs, and closed 4 pubs. This gave rise to a cash inflow of £7.0 million after associated fees. There was a loss on disposal of £9.4 million, recognised in the income statement, relating to these pubs. Earnings per share before separately disclosed items, were 27.0p (2022: losses per share of 19.6p). Total capital investment was £78.5 million (2022: £122.7 million). £20.4 million was invested in new pubs and pub extensions (2022: £51.1 million), £47.0 million in existing pubs and IT (2022: £45.9 million) and £11.2 million in freehold reversions of properties where Wetherspoon was the tenant (2022: £25.8 million). **Separately disclosed items** Overall, there was a pre-tax ‘separately disclosed gain’ of £48.0 million (2022: £56.7 million). There was a £97.7 million gain related to the fair value movement of interest rate swaps; a £9.4 million charge relating to the disposal of pubs; and a £38.3 million property impairment charge, in respect of pubs which were deemed unlikely to generate sufficient cash flows, in the future, to support their carrying value. Although there have been a number of impairments over the years in respect of individual properties, the book value of the company’s assets is £1.38 billion, which is approximately eight times the company’s EBITDA of £170 million. There are many pubs in the estate where expected future cash flows would result in a valuation which is considerably in excess of book value. However, accounting rules do not take account of these potential valuations. This historical cost accounting approach can also create anomalies in pub valuations. For example, one pub in South London has made an estimated return on equity, since opening over 20 years ago, after all costs including interest and tax, of £4.4 million; yet its valuation has been impaired due to low profitability in the aftermath of the pandemic. **Dividends and return of capital** The board has not recommended the payment of a final dividend (2022: £0). There have been no share buybacks in the financial year to date (2022: £0). **Financing** As at 30 July 2023, the company’s total net debt, excluding derivatives and lease liabilities, was £641.9 million (2022: £891.7 million), a decrease of £249.8 million. In November 2022, the company repaid government “CLBILS” loans of £100 million, which had been due to mature in August 2023. The company has total available finance facilities of £983 million. The company has interest rate swaps in place in respect of £200 million, from August 2023 to February 2025. The swap rate currently being paid, excluding the banks’ margin, is 5.67%. The total cost of the company’s debt, in the year under review, including the banks’ margin was 6.25%. **Property** The company opened three pubs during the year and sold, closed or terminated the leases of 31 pubs. The company had a trading estate of 826 pubs at the financial year end. In the last 12 years, the company has increased the ratio of freehold pubs it owns from 43% to 70%, as a result of investment in freehold reversions and opening freehold pubs. As indicated above, at 30 July 2023, the net book value of the property, plant and equipment of the company was £1.38 billion. The properties have not been revalued since 1999. **Taxation** The total tax charge is £8.7 million in respect of profits before separately disclosed items (2022: £5.6 million credit).  The total tax charge comprises two parts. The first part is the actual current tax( the ‘cash’ tax) which this year is nil (2022: nil) because of losses carried forward from prior years. The second part is deferred tax (the ‘accounting’ tax), which is tax payable in future periods, that must be recognised in the current period for accounting purposes. The accounting tax charge in the year is £8.7 million (2022: £5.6 million credit). The company is seeking a refund of historic excise duty from HMRC, totalling £524k, in relation to goods sent to the Republic of Ireland, when Wetherspoon pubs first opened in that country. The company has been charged excise duty on the same goods twice, as they were purchased in the UK, and excise duty was paid in full. Irish excise duty was then paid in addition. **Business rates transmogrified to a sales tax** Business rates are supposed to be based on the value of the building, rather than the level of trade of the tenant. This should mean that the rateable value per square foot is approximately the same for comparable pubs in similar locations. However, as a result of the valuation approach adopted by the government “Assessor” in Scotland, Wetherspoon often pays far higher rates per square foot than its competitors. This is highlighted (in the tables below) by assessments for the Omni Centre, a modern leisure complex in central Edinburgh, where Wetherspoon has been assessed at more than double the rate per square foot of the average of its competitors, and for The Centre in Livingston (West Lothian), a modern shopping centre, where a similar anomaly applies. As a result of applying valuation practice from another era, which assumed that pubs charged approximately the same prices, the raison d’être of the rating system– that rates are based on property values, not the tenant’s trade – has been undermined. Similar issues are evident in Galashiels, Arbroath, Anniesland – and, indeed, at most Wetherspoon pubs in Scotland. In effect, the application of the rating system in Scotland discriminates against businesses like Wetherspoon, which have lower prices, and encourages businesses to charge higher prices. As a result, consumers are likely to pay higher prices, which cannot be the intent of rating legislation. | **Omni Centre, Edinburgh** | | **Occupier Name** | **Rateable value (RV)** | **Customer area (ft²)** | **Rates per square foot** | | **Playfair (JDW)** | **£218,750** | **2,756** | **£79.37** | | Unit 9 (vacant) | £48,900 | 1,053 | £46.44 | | Unit 7 (vacant) | £81,800 | 2,283 | £35.83 | | Frankie & Benny’s | £119,500 | 2,731 | £43.76 | | Nando’s | £122,750 | 2,804 | £43.78 | | Slug & Lettuce | £108,750 | 3,197 | £34.02 | | The Filling Station | £147,750 | 3,375 | £43.78 | | Tony Macaroni | £125,000 | 3,427 | £36.48 | | Unit 6 (vacant) | £141,750 | 3,956 | £35.83 | | Cosmo | £200,000 | 7,395 | £27.05 | | **Average (exc JDW)** | **£121,800** | **3,358** | **£38.55** | | **The Centre, Livingston** | | **Occupier Name** | **Rateable Value (RV)** | **Customer Area (ft²)** | **Rates per square foot** | | **The Newyearfield (JDW)** | **£165,750** | **4,090** | **£40.53** | | Paraffin Lamp | £52,200 | 2,077 | £25.13 | | Wagamana | £67,600 | 2,096 | £32.25 | | Nando’s | £80,700 | 2,196 | £36.75 | | Chiquito | £68,500 | 2,221 | £30.84 | | ASK Italian | £69,600 | 2,254 | £30.88 | | Pizza Express | £68,100 | 2,325 | £29.29 | | Prezzo | £70,600 | 2,413 | £29.26 | | Harvester | £98,600 | 3,171 | £31.09 | | Pizza Hut | £111,000 | 3,796 | £29.24 | | Hot Flame | £136,500 | 4,661 | £29.29 | | **Average (exc JDW)** | **£82,340** | **2,721** | **£30.40** | In summary, as a result of the approach taken in Scotland, business rates for pubs are de facto a sales tax, rather than a property tax, as the above examples clearly demonstrate. **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 – the same taxes should apply to businesses which sell the same products. **How pubs contribute to the economy** Wetherspoon and other pub and restaurant companies have always generated far more in taxes than are earned in profits. In the financial year ended 30 July 2023, the company generated taxes of £760.2 million. The table below shows the £6.0 billion of tax revenue generated by the company, its staff and customers in the last 10 years. Each pub, on average, generated £6.8 million in tax during that period. The tax generated by the company, during this 10-year period, equates to approximately 25 times the company’s profits after tax. | | **2023** | **2022** | **2021** | **2020** | **2019** | **2018** | **2017** | **2016** | **2015** | **2014** | **TOTAL** | | **2014 to 2023** | | **£m** | **£m** | **£m** | **£m** | **£m** | **£m** | **£m** | **£m** | **£m** | **£m** | **£m** | | VAT | 372.3 | 287.7 | 93.8 | 244.3 | 357.9 | 332.8 | 323.4 | 311.7 | 294.4 | 275.1 | **2,893.4** | | Alcohol duty | 166.1 | 158.6 | 70.6 | 124.2 | 174.4 | 175.9 | 167.2 | 164.4 | 161.4 | 157 | **1,519.8** | | PAYE and NIC | 124.0 | 141.9 | 101.5 | 106.6 | 121.4 | 109.2 | 96.2 | 95.1 | 84.8 | 78.4 | **1,059.1** | | Business rates | 49.9 | 50.3 | 1.5 | 39.5 | 57.3 | 55.6 | 53 | 50.2 | 48.7 | 44.9 | **450.9** | | Corporation tax | 12.2 | 1.5 | – | 21.5 | 19.9 | 26.1 | 20.7 | 19.9 | 15.3 | 18.4 | **155.5** | | Corporation tax credit (historic capital allowances) | – | – | – | – | – | – | – | – | -2 | – | **-2.0** | | Fruit/slot machine duty | 15.7 | 12.8 | 4.3 | 9 | 11.6 | 10.5 | 10.5 | 11 | 11.2 | 11.3 | **107.9** | | Climate change levies | 11.1 | 9.7 | 7.9 | 10 | 9.6 | 9.2 | 9.7 | 8.7 | 6.4 | 6.3 | **88.6** | | Stamp duty | 0.9 | 2.7 | 1.8 | 4.9 | 3.7 | 1.2 | 5.1 | 2.6 | 1.8 | 2.1 | **26.8** | | Sugar tax | 3.1 | 2.7 | 1.3 | 2 | 2.9 | 0.8 | – | – | – | – | **12.8** | | Fuel duty | 1.9 | 1.9 | 1.1 | 1.7 | 2.2 | 2.1 | 2.1 | 2.1 | 2.9 | 2.1 | **20.1** | | Apprenticeship levy | 2.5 | 2.2 | 1.9 | 1.2 | 1.3 | 1.7 | 0.6 | – | – | – | **11.4** | | Carbon tax | – | – | – | – | 1.9 | 3 | 3.4 | 3.6 | 3.7 | 2.7 | **18.3** | | Premise licence and TV licences | 0.5 | 0.5 | 0.5 | 1.1 | 0.8 | 0.7 | 0.8 | 0.8 | 1.6 | 0.7 | **8.0** | | Landfill tax | – | – | – | – | – | 1.7 | 2.5 | 2.2 | 2.2 | 1.5 | **10.1** | | Furlough tax | – | -4.4 | -213 | -124.1 | – | – | – | – | – | – | **-341.5** | | Eat Out to Help Out | | – | -23.2 | – | – | – | – | – | – | – | **-23.2** | | Local government grants | – | -1.4 | -11.1 | – | – | – | – | – | – | – | **-12.5** | | **TOTAL TAX** | **760.2** | **666.7** | **38.9** | **441.9** | **764.9** | **730.5** | **695.2** | **672.3** | **632.4** | **600.5** | **6,003.5** | | **TAX PER PUB (£m)** | **0.92** | **0.78** | **0.05** | **0.51** | **0.87** | **0.83** | **0.78** | **0.71** | **0.67** | **0.66** | **6.78** | | **TAX AS % OF NET SALES** | **39.5%** | **38.3%** | **5.0%** | **35.0%** | **42.1%** | **43.1%** | **41.9%** | **42.1%** | **41.8%** | **42.6%** | **39.0.%** | | **PROFIT/(LOSS) AFTER TAX** | **33.8** | **-24.9** | **-146.5** | **-38.5** | **79.6** | **83.6** | **76.9** | **56.9** | **57.5** | **58.9** | **237.3** | _Note – this table is prepared on a cash basis. IFRS-16 from FY20 onwards._ **Corporate governance** Wetherspoon has been a strong critic of the composition of the boards of UK-quoted companies. As a result of the ‘nine-year rule’, limiting the tenure of NEDs and the presumption in favour of ‘independent’, part-time chairmen, boards are often composed of short- term directors, with very little representation from those who understand the company best – people who work for it full time, or have worked for it full time. Wetherspoon’s review of the boards of major banks and pub companies, which teetered on the edge of failure in the 2008-10 recession, highlighted the short “tenure”, on average, of directors. In contrast, Wetherspoon noted the relative success, during this fraught financial period, of pub companies Fuller’s and Young’s, the boards of which were dominated by experienced executives, or former executives. As a result, Wetherspoon has increased the level of experience on the Wetherspoon board by appointing four “worker directors”. All four worker directors started on the ‘shop floor’ and eventually became successful pub managers. Three have been promoted to regional management roles. They have worked for the company for an average of 24 years. Board composition cannot guarantee future success, but it makes sensible decisions, based on experience at the coalface of the business, more likely. The UK Corporate Governance Code 2018 (the ‘Code’) is a vast improvement on previous codes, emphasising the importance of employees, customers and other stakeholders in commercial success. It also emphasises the importance of its comply-or-explain ethos, and the consequent need for shareholders to engage with companies in order to understand their explanations. A major impediment to the effective implementation of comply or explain seems to be the undermanning of the corporate governance departments of major shareholders. For example, Wetherspoon has met a compliance officer from one major institution who is responsible for around 400 companies – an impossible task. As a result, it appears that compliance officers and governance advisors, in practice, often rely on a “tick-box” approach, which is, itself, in breach of the Code. A further issue is that many major investors, in their own companies, for sensible reasons, do not observe the nine-year rule, and other rules, themselves. An approach of “do what I say, not what I do” is clearly unsustainable. **Further progress** As always, the company has tried to improve as many areas of the business as possible, on a week-to-week basis, rather than aiming for ‘big ideas’ or grand strategies. Frequent calls on pubs by senior executives, the encouragement of criticism from pub staff and customers and the involvement of pub and area managers, among others, in weekly decisions, are the keys to success. Wetherspoon paid £36.0 million in respect of bonuses and free shares to employees in the period ended 31 July 2023, of which 98.6% was paid to staff below board level and 83.4% was paid to staff working in our pubs. Wetherspoon has been the biggest corporate sponsor of ‘Young Lives vs Cancer’ (previously CLIC Sargent), having raised a total of £22.2 million since 2002. During the pandemic, our contributions had been reduced, but, since the reopening of our pubs’ there have been great efforts seen and our contributions have bounced back significantly. **Bonuses and free shares** As indicated above, Wetherspoon has, for many years (see table below), operated a bonus and share scheme for all employees. Before the pandemic, these awards increased, as earnings increased for shareholders. | **Financial year** | **Bonus and free shares** | **Profit/(loss) after tax^(1)** | **Bonus and free shares as % of profits** | | ** ** | **£m** | **£m** | ** ** | | 2007 | 19 | 47 | 41% | | 2008 | 16 | 36 | 45% | | 2009 | 21 | 45 | 45% | | 2010 | 23 | 51 | 44% | | 2011 | 23 | 52 | 43% | | 2012 | 24 | 57 | 42% | | 2013 | 29 | 65 | 44% | | 2014 | 29 | 59 | 50% | | 2015 | 31 | 57 | 53% | | 2016 | 33 | 57 | 58% | | 2017 | 44 | 77 | 57% | | 2018 | 43 | 84 | 51% | | 2019 | 46 | 80 | 58% | | 2020 | 33 | (39) | – | | 2021 | 23 | (146) | – | | 2022 | 30 | (25) | – | | 2023 | 36 | 34 | 106% | | **Total** | **503** | **591** | **53%^(2)** | ^(1 IFRS 16 was implemented in the year ending 26 July 2020 (FY20). From this period all profit numbers in the above table are on a post-IFRS 16 basis. Before this date all profit numbers are on a pre-IFRS 16 basis.) ^(2 Excludes 2020, 2021 and 2022.) **Length of Service** The attraction and retention of talented pub and kitchen managers are important for any hospitality business. As the table below demonstrates, the retention of managers has improved, even during the pandemic. | **Financial year** | **Average pub manager length of service** | **Average kitchen manager length of service** | | ** ** | **(Years)** | **(Years)** | | 2013 | 9.1 | 6.0 | | 2014 | 10.0 | 6.1 | | 2015 | 10.1 | 6.1 | | 2016 | 11.0 | 7.1 | | 2017 | 11.1 | 8.0 | | 2018 | 12.0 | 8.1 | | 2019 | 12.2 | 8.1 | | 2020 | 12.9 | 9.1 | | 2021 | 13.6 | 9.6 | | 2022 | 13.9 | 10.4 | | 2023 | 14.3 | 10.6 | **Food Hygiene Ratings** Wetherspoon has always emphasised the importance of hygiene standards. We now have 753 pubs rated on the Food Standards Agency’s website (see table below). The average score is 4.99, with 99.2% of the pubs achieving a top rating of five stars. We believe this to be the highest average rating for any substantial pub company. In the separate Scottish scheme, which records either a ‘pass’ or a ‘fail’, all of our 60 pubs have passed. | **Financial Year** | **Total Pubs Scored** | **Average Rating** | **Pubs with highest Rating %** | | 2013 | 771 | 4.85 | 87.0 | | 2014 | 824 | 4.91 | 92.0 | | 2015 | 858 | 4.93 | 94.1 | | 2016 | 836 | 4.89 | 91.7 | | 2017 | 818 | 4.89 | 91.8 | | 2018 | 807 | 4.97 | 97.3 | | 2019 | 799 | 4.97 | 97.4 | | 2020 | 781 | 4.96 | 97.0 | | 2021 | 787 | 4.97 | 98.4 | | 2022 | 775 | 4.98 | 98.6 | | 2023 | 753 | 4.99 | 99.2 | | | | | | **Property litigation** In 2013, Wetherspoon agreed an out-of-court settlement of approximately £1.25 million with developer Anthony Lyons, formerly of property leisure agent Davis Coffer Lyons, relating to claims that Mr Lyons had been an accessory to frauds committed by Wetherspoon’s former retained agent Van de Berg and its directors Christian Braun, George Aldridge and Richard Harvey in respect of properties in Leytonstone (which currently trades as the Walnut Tree), Newbury (which was leased to Café Rouge) and Portsmouth (which currently trades as The Isambard Kingdom Brunel). Of these three properties, only Portsmouth was pleaded by Wetherspoon in its case 2008/9 case against Van de Berg. Mr Lyons denied the claim and the litigation was contested. In the Van de Berg litigation, Mr Justice Peter Smith ruled that Van de Berg, but not Mr Lyons (who was not a party to the case), fraudulently diverted the freehold of Portsmouth from Wetherspoon to Moorstown Properties Limited, a company owned by Simon Conway, which leased the property to Wetherspoon. As part of a series of cases, Wetherspoon also agreed out-of-court settlements with: 1) Paul Ferrari of London estate agent Ferrari Dewe & Co, in respect of properties referred to as the ‘Ferrari Five’ by Mr Justice Peter Smith in the Van de Berg case, and 2) Property investor Jason Harris, formerly of First London and now of First Urban Group who paid £400,000 to to Wetherspoon to settle a claim in which it was alleged that Harris was an accessory to frauds committed by Van de Berg. Harris contested the claim and did not admit liability. Messrs Ferrari and Harris both contested the claims and did not admit liability. **Press corrections** The press and media, over the decades, have generally been fair and accurate in reporting on Wetherspoon. However, in the febrile atmosphere of the first lockdown, something went awry and a number of harmful inaccuracies were published. In order to try to set the record straight, a special edition of Wetherspoon News was published, which includes details of the resulting apologies and corrections. It can be found on the company’s website https://www.jdwetherspoon.com/~/media/files/ pdf-documents/wetherspoon-news/does-truth-matter_.pdf. **Board changes** Su Cacioppo retired from the Wetherspoon board on the 7th October 2022, after 31 years with the company. Su started as a pub manager in 1991, then became an area manager, before eventually becoming the board director responsible for the personnel, legal and marketing departments in 2008. Sir Richard Beckett KC also retired from the board at last year’s AGM, after 13 years as a non-executive director of the company, latterly as head of the nominations committee. I would like to thank sincerely Su and Richard for their dedicated, creative and conscientious work over many years. **Pubwatch** Pubwatch is a forum which has improved wider town and city environments, by bringing together pubs, local authorities and the police, in a concerted way, to encourage good behaviour and to reduce antisocial activity. Wetherspoon pubs are members of 538 schemes country wide. The company also helps to fund National Pubwatch, founded  in 1997 by just two licensees and a police office. This is the umbrella organisation which helps to set up, co- ordinate and support local schemes. It is our experience that in some towns and cities, where the authorities have struggled to control antisocial behaviour, the setting up of a Pubwatch has been instrumental in improving safety and security – of not only licensed premises, but also the town and city in general, as well as assisting the police in bringing down crime. Conversely, we have found, in several towns, including some towns on the outskirts of London, that the absence of an effective Pubwatch scheme results in higher incidents of crime, disorder and antisocial behaviour. In our view, Pubwatch is integral to making towns and cities a safe environment for everyone. Share on: