Westlife Development Ltd. · Global Facts –Power of the Brand A new McDonald’s restaurant is...

Westlife Development Ltd.Hardcastle Restaurants Pvt. Ltd.

Corporate Presentation

August, 2020

Disclaimer

This presentation contains forward-looking statements that represent our beliefs, projections and predictions about future

events or our future performance. Forward-looking statements can be identified by terminology such as “may,” “will,” “would,”

“could,” “should,” “expect,” “intend,” “plan,” “anticipate,” “believe,” “estimate,” “predict,” “potential,” “continue” or the negative

of these terms or other similar expressions or phrases. These forward-looking statements are necessarily subjective and

involve known and unknown risks, uncertainties and other important factors that could cause our actual results, performance

or achievements or industry results to differ materially from any future results, performance or achievement described in or

implied by such statements. The forward-looking statements contained herein include statements about the business

prospects of Westlife Development Ltd (‘Westlife Development’), its ability to attract customers, its affordable platform, its

expectation for revenue generation and its outlook. These statements are subject to the general risks inherent in Westlife

Development’s business. These expectations may or may not be realized. Some of these expectations may be based upon

assumptions or judgments that prove to be incorrect. In addition, Westlife Development’s business and operations involve

numerous risks and uncertainties, many of which are beyond the control of Westlife Development, which could result in

Westlife Development’s expectations not being realized or otherwise materially affect the financial condition, results of

operations and cash flows of Westlife Development. Additional information relating to the uncertainties affecting Westlife

Development’s business is contained in its filings with various regulators and the Bombay Stock Exchange (BSE). The

forward-looking statements are made only as of the date hereof, and Westlife Development does not undertake any

obligation to (and expressly disclaims any obligation to update any forward-looking statements to reflect events or

circumstances after the date such statements were made, or to reflect the occurrence of unanticipated events.

Westlife Development | 2020 | Confidential | August, 2020 | 2

McDonald’s Leads Globally

Forbes 2019 Brand Ranking - World’s 10th most valuable brand

# 1. Apple

# 2. Google

# 3. Microsoft

# 4. Amazon

# 5. Facebook

# 6. Coca-Cola

# 7. Samsung

# 8. Disney

# 9. Toyota

# 11. AT&T

# 10. McDonald’s

# 12. Louis Vuitton

# 13. Intel

# 14. Nike

# 15. Cisko

Source: www.forbes.com


McDonald’s Leads Globally

Interbrand’s best Global Brands Ranking 2019 - World’s 9th most valuable brand

# 1. Apple

# 2. Google

# 3. Microsoft

# 4. Amazon

# 5. Coco-Cola

# 6. Samsung

# 7. Toyota

# 8. Mercedes

Benz

# 10. Disney

# 9. McDonald’s


Global Facts – Power of the Brand

A new McDonald’s restaurant is opened in every 14.5 hours

McDonald’s restaurants feed 68 mn people every day

McDonald is also one of the world’s largest supplier of toys. It gives

away ~ 1.5 bn toys each year with Happy Meals

McDonald’s hires ~1 mn workers in the US every year

Source: www.seriousfacts.com/mcdonalds-facts/

McDonald’s sells over 75 burgers every single second

McDonalds serves 9 mn pounds of fries per day globally

~7% of the potatoes grown in the U.S. are turned into McDonald’s fries

McDonald’s earn ~USD 75 mn each dayMcDonald’s earn ~USD 75 mn each day


https://www.seriousfacts.com/mcdonalds-facts/

Westlife Development Limited – The Custodian of Brand McDonald’s in West and South India

WDL through its subsidiary HRPL operates

McDonald’s; ~60%

promoter holding

One of the fastest growing

players in India’s Quick

Service Restaurant (QSR)

sector

320* restaurants

across 42 cities

(as of June, 2020)

224 McCafé's and

269 McDelivery hubs

(as of June, 2020)

Modern and

contemporary store

designs enhancing

customer experience

Wide range of menu

offering, servicing all

day and providing value

for money

Robust Supply Chain;

Integrated

Farm to Fork model

Good Food Story-

Continuous improvement

to provide wholesome and

nutritious food


A Highly Recognized Organization

Akshay Jatia conferred with the 21st

Century Icon Awards 2019 under the

category Dedicated Stalwart Award

Smita Jatia, among the four Indians featured in

Forbes Asia’s Power Businesswoman list

The list highlights 25 accomplished women who are playing a

significant role in shaping Asia’s business landscape in the next

few decades. These women are defying stereotypes & breaking

down barriers across industries


With an Extensive Footprint

Presence in 320 restaurants across 42 cities (as of June, 2020)


A Journey of Innovation & Excellence

Note: *DL – Development

License Stores are system-wide

HRPL stores

PRODUCT PLATFORMS and INNOVATIVE PRODUCT ADDITIONS

McAloo

TikkiTM 2004Chicken

McNuggetsTM

2010

McFlurryTM

2011

McEggTM

2012

Veg Pops

2013

Chicken Wings

2014

Indi McSpicyTM

2015

Good Food

Journey; Rice

Bowls; 2018

Breakfast

2010McSpicyTM

2011Masala Grill

2013

Royale

2014

Chicken Pops

2015Maharaja MacTM

2016/17

STORE ADDITIONS

FY95 – FY97

1995 - Started as a JV

Oct, 1996 - 1st store in

Mumbai

FY04 – FY06

Mar, 2004 – Started MDS

Oct, 2004 - Entered south

market

FY10 – FY12

May, 2010 - Ownership

status changed to DL*

Oct, 2010 - 100th store

FY16 – FY19

Sept, 2015 - 50th McCafe

Mar, 2016 - 250th store Dec,

2016 - 100thMcCafe

Mar, 2018 - 150th McCafe

Jan, 2019 – Launched

McDonald’s App

FY01 – FY03

Dec, 2001 - Drive-thru

started at Mumbai

(Kalamboli)

FY07 – FY09

Sept, 2007 - 50th store

FY13 – FY15

Oct, 2013 – Launched McCafe

Jun, 2014 - 200th store

Spice Fest

2012McSpicy Fried

Chicken;2020


With Immense Growth Potential

Source: 1) Euromonitor, 2018; 2) Brand Track, Mumbai and Internal McDonald’s sources

2018 Market Size

USD 128 bn8.9% CAGR

IEO MARKET1

WESTERN

FAST FOOD

2023E Market Size

USD 195 bn

QUICK SERVICE

RESTAURANT1

2018 Market Size

USD 22 bn8.9% CAGR 2023E Market Size

USD 33 bn

2018 Market Size

USD 1.9 bn

12.5% CAGR2023E Market Size

USD 3.4 bn

2018 Market Size

USD 19.8 bn8.5% CAGR

2023E Market Size

USD 29.8 bn

INDIAN

FAST FOOD1

WESTERN

FAST FOOD12018 Market Size

USD 1.9 bn

3

108.6

18

12.1

20

Mumbai Benchmark AsianCity2003 2013 2018

15 year

CAGR 9.7%

15 year

CAGR 4.7%

IEO Monthly Frequency2


Growth Drivers for Food Sector India

India is expected to

become the world’s

youngest country by 2020,

with a mean age of 29.

• World Bank estimates

64% of India’s current

population falls in the

working group

• Higher youth and

working population

exhibits the potential of

increase in consumption

expenditure

Bringing a shift in

consumer behaviour and

spending patterns

• In 2004-05, 7% of

households had annual

income of more than Rs

5 lacs.

• In 2017-18, 17% of

households have an

annual income of more

than Rs 5 lacs

• Internet in India is

expected to grow to 700

mn + by 2020.

• Increase in penetration

of internet would lead to

higher usage of apps

including the plethora of

food ordering and

delivery service apps.

• Number of foreign

tourists arrival in India

stood at 10 mn in 2017

with annual growth rate

of 14%.

• Domestic tourism market

also expanded

considering 1,652.4 mn

domestic tourists in

2017.

• 34% of the population

resides in urban areas

and contributes 60% to

the GDP

Changing demographic landscape

Rising Income Levels

Increase in travel & tourism

Internet Penetration

Increase in

urbanisation

Source: NRAI Report 2019


Solid Foundation - Our Competitive Advantage

• Contemporary store design, EoTF stores, ROP 2.0

• Diverse operating formats (Malls, Food Courts, DT, High Street & Transit Points)

• Long-term rental deals (20 years vs industry average of 9-12 years)

• Strong unit economics - cash on cash ROI of 20% + in 24 - 30 months

• Menu innovation

• Strong “Farm to Fork” supplychain

• Economies ofscale

• The Good Food Story

• One of the most experienced management team in QSR industry

• Deployment of global best practices

• One of the most skilled QSR player - ~1.25 lakh hours in training programs at

restaurant level


Vision 2022

GROW BASELINE

SALES

BROADENING

ACCESSIBILITY OF

BRAND

McDONALD’S

GROW MARKET

SHARE & MARGIN

Sales growth to Rs. 20 - 25 bn

Restaurant level cash on cash returns >20%

Take EBITDA margin from low

to mid teens

Mid to high single digit SSSG%

400-500 restaurants Presence

in 45+cities

80-100 EoTF restaurants

Investment of Rs. 5+bn

McCafe: 75 to 300-350

McDelivery: 124 to 300-325

Leverage other brand

extensions and menu in future


SCENARIO DURING COVID-19

Covid 19 – Q1FY21 Sequence of Events

Mar’20 Apr’20 May’20 Jul’20Jun’20

24th Mar’20 – PM announces 21 day

nationwide lockdown

14th Apr’20 – PM extends lockdown till 3rd

May’20, with permission to select

industries in rural areas to operate

1st May’20 – Lockdown again extended till

17th May’20 and later till 31st May’20

• India became the 4th most infected country

• Lockdown was lifted from 8th June’20 onwards.

• Tamil Nadu - 19th June to 5th July lockdown

• Maharashtra was under complete lockdown and dine – in

had not commenced

• Overall 57% of our operational stores were not open for

dine – in.

• Pune witnessed complete lockdown from 18th

– 23rd July; some parts of Kerala from 18th

July and even partial lockdown in Bangalore

• Business environment remains quite

uncertain due to frequent changes in

regulations

Uncertainty prevails as the environment remains volatile from statutory standpoint in our regions, which gives

us very low predictability of the business ahead

50 119 197 263 261End of month

operational

stores


Ensuring Business Continuity

Kept the stores operational for our convenience

platform wherever the government statutes allowed

Unique work from home policy implemented to keep

our crew motivated and engaged

Focus on business continuity

Continuous support provided by the corporate office

to our crew members

No job losses

Cash Conservation

Reduce Fixed Costs

Rebates & Deferments

Revisit Supply Chain

• Optimize Inventory Management

• Suppliers Management

Restaurant Corporate

Supply Chain Financials


Building Customer Confidence by Introducing Golden Guarantee Promise & Other Initiatives

Implemented a 42-point checklist across dine-in, delivery and take-out to ensure highest standards of food safety and

hygiene across all channels

McDonald’s India ushers in the era of dining with its

‘Golden Guarantee’ of 100% Safe, 100% Delicious brand experience


Dine – in - Ensuring Safety at Every Step of Customer Journey

ENTER ORDER PAY RECEIVE CONSUMEDISPOSE &

FACILITIES

• Temperature

Check

• Hand

Sanitization

• Entry

Management

• Social

Distancing

• Greeting with

NAMASTE

• Social

Distancing

• EDC sanitized

before every use

• QR code

scanning to view

menu

• Encourage

contactless

payments

• Table service in

EOTF

• Trays, Tables &

Chairs sanitized

after every use

• No reusable

cups/glasses to

be used

• Customer

needs to be

addressed

quickly

• Solicit feedback

• No reusable

cups/glasses to

be used

• Customer

needs to be

addressed

quickly

• Solicit

feedback

• Staff to thank

each customer

for visiting &

repeat

business

FAREWELL

Paved the way for the future of dining by implementing a 42-pointer checklist that ensures that our people and our

customers are safe with us, every step of the way


Delivering Happiness with extra care


BUSINESS STRATEGY

Strategic Levers

Trust and Permissibility

Brand Extensions & Accessibility

Food – Menu and ValueModern and

Contemporary Design

Running great restaurants

Right location & Right economics

Talent Management

High Performance Culture

Training and Development

Financial Discipline

Our

Brand

Our

Restaurants

Our

People


OUR RESTAURANTBROADENING ACCESSIBILITY OF BRAND

MCDONALD’S

Store Additions

Over 3.5x stores in last ~10 years

FY10

87

FY11

107

FY12

129

FY13

161

FY14

184

FY15

209

FY16

236

FY17

258

FY18

277

FY19

296

FY20

319

* System-wide HRPL store count


Our Restaurant DesignsEoTF design enhancing customer experience

Modern and contemporary store designs

Providing digital experience and table service to our customers

through EOTF stores is receiving good traction

EOTF stores expansion increased from 25 in FY19 to ~70 in FY20

90% of our restaurants are now of modern and contemporary

design

Continuous investments made in restaurants to make it

modern and contemporary


Experience of the Future Stores

EOTF elements that enhance the overall customer experience at the store

EoTF design enhancing customer experience

Table Service Self Ordering

ScreensPersonal Guest

Assistance

Gaming Pads Air Chargers


New Business Unit Economics (ROP 2.0)

Average Investment

of ~ Rs. 25 – 30 mn

Stores typically need 2-3 years

to establish, depending upon the

brand awareness in the city

Year 1: Positive

contribution to ROM%

Year 3:

Sales: Rs. 40-45 mn;

Cash ROI 20%+


Achievements under ROP 2.0

Initiatives under ROP 2.0

Results of ROP 2.0 significantly

outperformed our targets

Equipment Options

• Localisation of seating and kitchen

equipment, yet providing an

upgraded look

Operating Costs

• Use of energy savingequipments

• Redesign of HVAC basis heat map

• Improved labour productivity

Break

even

Avg.

Development

Cost1

2013-14ROP 2.0

Target

ROP 2.0

Actual

1x

24

Months

Negative margins

Positivemargins

and cash flow

12-18

Months~12

Months

0.8x 0.7x

Cash

Break-even1

ROM %1

Note: 1. Can vary basis restaurant type, region and presence of brand extensions.

Cash on Cash ROI1 to 10%+ in Year 1

Restaurant Design

• New external Façade

• Pre-fabrication of parts of the

building structure


OUR BRANDGROW BASELINE SALES

Servicing Multiple Segments

Menu: Strategic lever for driving AUV

1 – QSR 50 – QSR Magazine 2017

* Graphs not to scale, for representational purpose only

McDonald’s globally has one of the highest average unit volume of $2.6 mn1

McDonald’s India has wide exposure to the different segments in QSR

Chicken

Burger

Pizza

Beverages

Desserts

Delivery

Breakfast

Indian fast food

Others

Burgers

~13 products with many burgers that record

annual sales of Rs. 1+bn

Wraps

3 wraps

Naan & Sides

12 Strong product offerings

Desserts

15 desserts offerings

Breakfast

Only organised WFF player in this space

offering ~13 products

Beverages

WFF player having 45+ products

among hot & cold beverages

Rice Platform

2 product offerings


Strong Focus on Value and Creating More Occasions

Ramzan Special Value Campaigns


Creating More Occasions to celebrate

International Family Day Happy Hours Take-out Thursdays


Initiatives on Menu Innovation

Schezwan Aloo Double

Patty Burger

Grilled Schezwan Chicken

Double Patty Burger

Entered Fried Chicken Market

McSpicy Fried

Chicken


Building Trust and Permissibility

…By constantly improving our food

Up to 20% less sodium in

our products

Most breakfast patties

are grilled or steamed

McAloo TikkiTM is a

balanced meal

40% less oil in our mayo;

Up to 11% less calories

in our burgers

McVeggieTM has 25%

more dietary fibres

No artificial colour,

preservatives or flavours in

our patties

Whole Wheat Buns

with sesame lining

Soft serve is 100%

milk 96% fat free


Building Trust and Permissibility

… By taking into consideration cultural sensitivity & menu localisation

Only country to have SEPARATE

Vegetarian and Non Vegetarian Kitchen

sections

Adapting popularforms like PUFF{Local tastes like “Aloo Tikki” & “Rice Meal” in a uniquely McDonald’s form}


Brand Extensions

100% Arabica beans, freshly

ground handcrafted coffee

Exclusive Breakfast menu from 7

AM - 12 Noon


Brand Extensions Increase Addressable Market and Add More Occasions

Total market segment exposure

for McDonald’s* (USD bn)

* Source: Euromonitor International, 2018 - QSR Food Service Market, HRPL proprietary third party market segmentation

study. Past market segment - Chicken, burger, pizza, other cuisine fast food + ice cream parlours

WFF marketexposure

Deliverymarket

New marketsegmentexposure

Café Total marketsegmentexposure

$ 1.9

$ 11.5 $ 13.4

$ 9.8 $ 23.2

In-store for celebrations,

bonding and hanging out

McDelivery, Drive-thru and

breakfast for convenience

McCafé for experience and

indulgence

As we add brand extensions to each

restaurant, the results are greater as a

whole than the individual parts resulting in

1+1+1=5


McCafé

McCafé’s goal is to become a coffee & beverage destination built around premium coffee at

affordable prices while also offering unique relevant food options

• Organised café market is expected to be $13.3 bn by 20221 from USD 9.8 bn in 20181

• McCafé brings premium coffee to India - 100% Arabica and handcrafted Barista

coffee

• With McCafé, HRPL gets an opportunity to serve customers at all hours and not just

during peak lunch and dinner time

• Enter the coffee and specialty beverages arena to broaden its opportunity beyond the

QSR industry

• Serves 45+ hot & cold beverages - cappuccinos, smoothies, share shakes, frappes,

iced teas & more

• Overall the Company has 224 McCafés as of June 2020

Source: 1) Euromonitor, 2018


McCafé Sales in 4 Years

McCafé sales have increased more than 8x in last 4 years

McCafe base of restaurants has increased 3x in 4 years. 223 McCafes as of FY20 including 33 additions in FY20

75 110 149 190 223

1.02.3

4.3

6.78.7

1.01.3

1.72.1

2.3

0.0

0.5

1.0

1.5

2.0

2.5

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0

10.0

FY16 FY17 FY18 FY19 FY20

Total Sales (x times) Average Sales Per Day (x times) No. of McCafes/


McDelivery

If you can't come to McDonald's, McDonald's will come to you

• Online food delivery1 business is $11.5 bn in 2018 and is likely to m o r e t h a n double to

$23.5 bn in 2022

• Customer convenience is the core of all our operations, so it’s a way of extending ease and

convenience by delivering food at customers’ doorsteps

• McDelivery services are available through our own channels as well as third party aggregators.

Digital and tech initiatives aid in driving robust growth of over 6x in sales over last 4 years

• Our competitive advantage:

o Operations (Out time and delivery time is lot lower than most other QSR),

o Variety of food and beverages (most of the QSR don’t have full-fledged beverage and

breakfast play),

o Strong reach and penetration

o Food offers

Source: 1) Euromonitor, 2018


McDelivery Sales in 4 Years

MDS sales have increased more than 6x in last 4 years

Significant growth from digital channels and tie up with aggregators continue to be accretive

1.0 1.22.1

4.1

6.31.0 1.1

1.6

2.5

3.2

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

FY16 FY17 FY18 FY19 FY20

Total Sales (x times) Average Sales Per Day (x times) No. of MDS hubs

136 149 165 216 264


McBreakfast

• Breakfast category was launched in 2010. McBreakfast, the first ever branded

breakfast category in India was re-introduced in 2017

• McBreakfast offerings aims at providing wholesome nutritious breakfast rich in protein

• Primary purpose is to add convenience to the fast paced lives of our customers

• Breakfast menu is a good blend between the classic Continental and Indian offerings

- Veg & Egg Muffins, Scrambled Eggs, Hot Cake and Waffles


We are a Digital Trailblazer

Global McDonald’s App

to increase in-store

frequency

Experience of the Future

stores to enhance overall

customer experience

McDelivery App On The Go

Initiatives taken on the digital platform


Building loyalty through McDonald’s App

Grown to contribute 18% of total In-store

business vs 15% pre-COVID – showing loyal

customer base with high retention

Takeout established as a strong channel for

GMAL with AC driving value offers

Launched Drive-Thru VIP Program offers

to capitalize on growing use case

After a sharp drop in the Core lockdown

phase (April), rapid resurgence in

redemptions seen Mid-may onwards,

with ~ 30% WoW growth


SCALE FOR GOODGOOD FOR PEOPLE, COMMUNITY AND

PLANET

Only QSR in the Industry with an Integrated ‘Farm to Fork’ Supply Chain

Return logistics

(for plastic crates)

Tier 2 Supplier Tier 1 Supplier Distribution & Logistics Service Provider Restaurant

Grower /Processor

Processing unit

• Lettuce growers

• Potato growers

• Poultry

• Coating systems

• Noida

• Mumbai

• Kolkata

• Bengaluru

Strong long-term

relationships with most

of our suppliers /

vendors

Dedicated fleet of

refrigerated trucks

Dedicated fleet of

multi-temp and single

temp trucks

InboundTransportation

DistributionCentre

OutboundTransportation

Radhakrishna Foodland is sole service provider

320* restaurants

across 42 cities

*System-wide

HRPL stores

Differentiating Factors

• Temperature controlled movement and storage - utmost care taken of perishability and shelf life of each product

• Major supply points network optimised - either close to source of raw material or close to market - reduction in food miles

• Significant economies to the system - A result of the partnering and long-term approach with suppliers

• Over 95% local sourcing


Serving Our Community

We partnered with many

NGOs and corporates to

distribute safe and hygienic

food to police officers,

healthcare workers and daily

wage earners

#ServingTheNationWithExtraCare: Touched 56,000+ lives


Sustainable Growth

Impact in 2019 - 20

Saved 28 lakh units

of electricity

Saved 300,000 Ltrs

of water

Saved 2,400 Gas

cylinders

Cut our carbon

emission by 2,300

tonnes

Saved 550,000 Ltrs

of diesel

Pioneered large scale

lettuce farming

Sourced 95% ingredients

locally and sustainably

Converted Used Cooking

Oil to 100% bio-dieselIndigenized

French fries

Introduced

bio-degradable cutlery

Deployed Energy

Management System

Sourced Forest Stewardship

Council Certified Packaging

SUSTAINABILITY MILESTONES


OUR PEOPLEHIGH PERFORMANCE CULTURE

Our Board of Directors

ACHAL JATIA - DIRECTOR

EXECUTIVE CHAIRMAN –

HARDCASTLE PETROFER PVT. LTD.

AMIT JATIA – VICE CHAIRMAN

WESTLIFE DEVELOPMENT LTD.

B. L. JATIA - CHAIRMAN

MANAGING DIRECTOR – HARDCASTLE

& WAUD MFG. CO. LTD.

SMITA JATIA – DIRECTOR

WESTLIFE DEVELOPMENT LTD.

TARUN KATARIA

NON-EXECUTIVE DIRECTOR, STERLITE

INVESTMENT MANAGERS LTD. AND

PODDAR HOUSING & DEVELOPMENT LTD.

BOARD MEMBER OF HSBC BANK

(SINGAPORE)

P.R.BARPANDE

MEMBER OF INSTITUTE OF

CHARTERED ACCOUNTANTS OF INDIA

MANISH CHOKHANI

MEMBER OF LIVINGUARD AG

INDEPENDENT DIRECTOR – ZEE

ENTERTAINMENT LTD. & SHOPPOERS

STOP LTD. AMONG OTHERS

AMISHA JAIN

CEO - ZIVAME

INDEPENDENT DIRECTORS


Leadership Team

PANKAJ ROONGTA

CHIEF FINANCIAL OFFICER & VICE

PRESIDENT – FINANCE & ACCOUNTS

SAURABH KALRASENIOR DIRECTOR – BUSINESS OPERATIONS,

RESTAURANT SOLUTIONS GROUP, STRATEGY,

MARKETING & COMMUNICATIONS

VIKRAM OGALE

SENIOR DIRECTOR – SUPPLY CHAIN,

QUALITY SYSTEMS & NEW PRODUCT

DEVELOPMENT

SEEMA ARORA NAMBIAR

SENIOR VICE PRESIDENT – PEOPLE

RESOURCES

DR. SHATADRU SENGUPTALEGAL & COMPANY SECRETARY

Over 275 years of senior management cumulative experience

SANJAY SONI

SENIOR VICE PRESIDENT PLANNING &

DEVELOPMENT


Our People, Our Asset

• Employed a total of 10,000+ employees

• ~30% of our employees are women

• The Company invests lot of time and efforts in training its

employees. In FY20 the company invested ~2.4 lacs total man-

hours in training

• Programs like Restaurant Leadership Practices,

Business Leadership Practices and various On-Floor

and Off Floor trainings for our employees

• International Business Leaders workshop, hosted in

Singapore for the restaurant managers to build

international exposure and best practices of other

countries

Employee Training

Skill India

• Pioneering people skilling initiative that supports

Government’s vision of creating skilled India.

• Started our first program – BBA – Retail Operations

Program in partnership with RASCI and Ness Wadia

College, Pune, to bridge the skill gap and create industry

ready talent for retail industry


FINANCIAL DISCIPLINEGROW MARKET SHARE AND MARGIN

10

0

10

0

10

0

10

0

95

.1

10

1.7

10

3.1

10

8.4

98

.3

10

8.3

10

8.4

10

9.5

10

6.9

11

7.4

13

0.8

13

6.9

13

2.6

14

7.6

14

9.8

14

4.6

14

1.5 15

8

16

3.5

13

4.6

65

.1

Q1 Q2 Q3 Q4

FY15* FY16 FY17 FY18 FY19 FY20 FY21

Strong SSSG Momentum Leading to Strengthening ofBaseline

Consistently registering positive and healthy SSSG for 18

consecutive quarters (excluding Covid -19 impacted Q4FY20) by

focusing on delivering great customer experience and growth across

Delivery, McCafe and Breakfast

1.7

%

3.1

% 8.4

%

3.4

%

6.5

%

5.1

%

1.0

% 8.7

%

8.4

%

20

.7%

25

.1%

24

.1%

25

.7%

14

.5%

5.6

%

6.7

%

7.0

%

9.2

%

-6.9

%

-54

.0%

Q2 F

Y1

6

Q3 F

Y1

6

Q4 F

Y1

6

Q1 F

Y1

7

Q2 F

Y1

7

Q3 F

Y1

7

Q4 F

Y1

7

Q1

FY

18

Q2

FY

18

Q3 F

Y1

8

Q4 F

Y1

8

Q1 F

Y1

9

Q2 F

Y1

9

Q3 F

Y1

9

Q4 F

Y1

9

Q1 F

Y2

0

Q2 F

Y2

0

Q3 F

Y2

0

Q4 F

Y2

0

Q1F

Y2

1

12

.3%

16

2.4

Jan – Feb’20

Jan – Feb’20

Sustained momentum in same store sales resulted in higher

average sales per restaurant (AUV) in every quarter, except in

Q4FY20, which was impacted due to Covid - 19

NOTE: *FY15 SSG normalised to base of 100


Trend in Sales & SSSG

7,403 7,643 8,334

9,308

11,349

14,016

15,478

-6.4% -5.9%

1.8%

4.0%

15.8%17.0%

4.0%

-10%

-5%

0%

5%

10%

15%

20%

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

FY14 FY15 FY16 FY17 FY18 FY19 FY20

Note: 1) FY16 number is normalised to the extent of exceptional gain of Rs 234.01 mn related to additional credit in respect of indirect taxes paid on inputs up to March 31,

2015, recognized in Q2 FY16

1

Sales (In Rs Mn) SSG


Trend in Gross Margins

56.9%

58.4%

60.0%60.7%

62.6%

63.9%65.2%


Note: 1) FY16 number is normalised to the extent of exceptional gain of Rs 234.01 mn related to additional credit in respect of indirect taxes paid on inputs up to March 31,

2015, recognized in Q2 FY16


7.3%

2.7%

5.9% 5.3%7.5%

8.9% 9.3%


12.6%

8.7%

11.9% 11.0%13.1%

14.4% 14.6%


Trend in ROM & Op. EBITDA

Restaurant Operating Margins (ROM)

Operating EBITDA Margins

1

1

Note: 1) FY16 number is normalised to the extent of exceptional gain of Rs 234.01 mn related to additional credit in respect of indirect taxes paid on inputs up to March

31, 2015, recognized in Q2 FY16;


Trend in PAT & Cash Profits(Rs. in mn)

488

273

438

560

889

1,258

1,299


10

-291

-206

-121

129

403

366


Profit After Tax (PAT) Cash Profits

Note: 1) FY16 number is normalised to the extent of exceptional gain of Rs 234.01 mn related to additional credit in respect of indirect taxes paid on inputs up to March 31, 2015, recognized

in Q2 FY16; (2) FY20 numbers are recurring numbers excluding exceptional item of Rs 166 mn due to Covid-19.

1 122


Strong Promoter Commitment

FII and Public41%

Promoter Group59%

Shareholding Pattern*

Major Public Institutional Shareholders

• SBI Mutual Fund

• ICICI Prudential Life Insurance Company

• Sundaram Mutual Fund

• DSP Blackrock Fund

• Wellington Management Company

• HSBC Asset Management

Westlife

Development Ltd.

(BSE: 505533)

Hardcastle

Restaurants

Pvt. Ltd.

100%

*Shareholding Pattern as on June 30, 2020


Thank you

IR Contact

For additional information:

Devanshi Dhruva | Investor Relations

(+91 22) 4913 5306

[email protected]

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