The Gym Group plc

Good morning and welcome to the 2025 four-year results presentation for the Gym Group. Thank you for making the time to join us in the room and on the dial-in. After the presentation we'll take your questions in the room first and then from the webcast. Our CFO Luke Tate and I will be doing the presenting today. And here's what we plan to cover. I'll start with an overview before handing to Luke to share our 2025 full year financial results. I'll then provide a progress report on our next chapter growth plan and summarise before taking your questions. So, starting with the overview. I'm pleased to report strong progress for the full year 2025. Closing membership was up 4%, with revenue for the period up 8%, 3% on a like-for-like basis. With this performance and strong management of costs, EBIT Darles normalised rent was up 19% at 56.7 million. The market we operate in grew again in 2025. UK penetration is up to a new high, around 17%, and we expect this growth to continue. In line with our next chapter growth plan, we've continued to strengthen the core of the business, with mature site ROEC up a further 2 percentage points to 27%. We also accelerated our site rollout, opening 16 new sites in 2025 at the top end of guidance. We expect to open at least 20 in 2026, again all funded from free cash flow. And finally, I'm pleased to report a strong start to 2026 with 9% revenue growth for the January-February peak trading period. So the momentum continues, giving us confidence as we look ahead. I'll now hand over to Luke for the financial update.

Thank you, Will. Good morning. So, starting with a summary of our financial KPIs. The key revenue KPIs, which we announced in January, have both shown good growth year on year. We had average members of 945,000 during the year, up 4% versus last year, and average revenue per member per month was £21.60, also up 4% on prior year. As a result, revenue for the year was £244.9 million, up 8% on prior year. The revenue growth has dropped through well to profit, with EBITDA less normalised rent, the £56.7 million, up 19% or £9 million year-on-year, and £1.2 million ahead of consensus. Statutory profit before tax was £7.4 million, up £4.9 million, or nearly 200% year-on-year. Free cash flow of 38.3 million was up 10% versus prior year and enabled the opening of 16 new sites and a net debt reduction of 2 million to 59.3 million, reducing the net debt to EBITDA leverage ratio to one times, down by 0.3 times versus December 2024. We'll now look at each of these key financial metrics in more detail on the following slides. Starting with the income statement, EBITDA grew strongly in the year, up 19% versus last year. Revenue was £244.9 million, up by £18.6 million year-on-year. The acceleration of new openings has resulted in over 70% of the revenue growth coming from the new openings. Overall, costs came in slightly better than expectations. Cost of sales were in line with prior year, at £2.9 million. Site costs were well controlled with the 5.8 million increase reflecting the new openings and a 1% increase in like for like site costs. We'll expand on the key drivers shortly but we benefited from lower electricity rates in 2025 which offset increases such as a living wage and NI. The central cost increase year on year slowed further in the second half as guided with full year costs as a percentage of revenue dropping by 0.4% to 11.3%. The 5% increase year on year relates principally to the annual inflationary salary increase and a number of investments in delivering the next chapter growth plan. In 2026 we expect to see further operating leverage and central cost margin to drop below 11%. Normalised rent increased by 2.6 million, reflecting new site growth with an underlying increase of 4%. As a result, EBITDA was 56.7 million, up 9 million year-on-year, with a strong drop-through of incremental revenue to profit. EBITDA margin was 23%, up 2 percentage points on prior year. Moving on down the P&L EBITDA growth converted well to PBT and EPS growth. The non-cash charge for share based payments increased to 5.5 million, predominantly reflecting the delay in granting awards in 2024 and the recent strong financial performance. Depreciation and amortisation of 62.4 million grew by 2.3 million due to the estate growth and investment in technology. Net financing costs of £20.4 million remain essentially in line with prior year due to a reduction in bank and finance lease interest offsetting an increase in property lease interest. The decrease year-on-year in bank and finance lease interest was driven by lower average net debt during the year and lower interest rates. It's worth noting that the IFRS 16 property lease charges are £2.9 million higher than the cash rent costs and they are expected to align in around 2029. Adjusted profit before tax was £10.6 million, up £7 million or nearly 200% year-on-year and non-underlying items of £3.2 million was £2.1 million higher than prior year. This is due to the non capex costs relating to the implementation of the new member management and payment systems due to go live this summer. There was no P&L or cash tax in 2025. The deferred tax asset will start to wind in 2026, but no cash tax is expected until 2029. Finally, profit after tax for the year was 7.4 million, 3 million higher than prior year. Revenue grew by 8% in the year. Average revenue per member per month grew by 4%. This was principally down to a combination of yield increases in the Lyca Estate and the optimisation of yield in the new site openings, including coming off introductory headline rate discounts. The average headline rate of a standard membership was £25.64, up by £1.11 year on year. Like-for-like revenue was up 3% in line with guidance, with the average membership remaining at 100% year-on-year, and the average yield increasing by 3%. Looking at site costs in more detail, we've been able to control site costs well despite the ongoing inflationary environment. In the first half, like-for-like site costs were actually down by 1%. As mentioned earlier, this was principally driven by a further reduction in electricity commodity prices and our energy optimisation programme. For example, we now have installed 210 voltage optimisation units across the estate. In the second half, site cost inflation was 3%, bringing the full year increase to 1%, which was slightly lower than guidance of 2%. The increase was driven by a 44% increase in the non-commodity element of the electricity cost in Q4 as well as three quarters of NI and UBR increases. These cost increases will annualise during 2026 and therefore we expect the cost inflation in the first half to be higher than in the second half. Our cost optimisation programme will continue to offset increases elsewhere for example we see potential for significant energy optimization through air handling unit sensors as well as the last phase of the VA rollout we recently launched an academy with a specialist training company that helps staff our gyms more efficiently and we also successfully appealed 116 of the 2023 ratings list valuations last year However, as we guide into September, we do expect site cost inflation to be higher in 2026 until the non-commodity electricity rate in particular annualises in Q4 this year. This will then remain unchanged until October 27. Commodity rates have also been fixed until October 2027. Turning now to cash flow, strong cash flow generation in the year enabled us to self fund our expansionary capex, buy shares for the EBT and pay down debt. The working capital inflow of 5.3 million reflects the cash generative nature of our business model, careful cash management and a higher proportion of pay up front memberships. After deducting the cash spend on maintenance capex of 17.3 million, operating cash flow was 44.7 million. The cash element of non-underlying items was 1.8 million. Bank and lease interest was 4.6 million. As mentioned earlier, due to losses incurred during COVID and accelerated capital allowances, we do not expect to pay any cash tax until 2029. Free cash flow was 38.3 million, up 10% year on year, giving a free cash flow yield based on recent share price of around 12%. Expansionary capex was 33.9 million and after refinancing an EBT share purchase costs, net debt reduced by 2 million year on year. We continue to invest to grow the business and ensure a well-maintained estate. Total cash capex in the year was 51.2 million, up from 40 million in the prior year. Maintenance capex across both property and tech was 17.3 million in the year. Property maintenance of 14.7 million was 6% of revenue. Tech and data maintenance capex of 2.6 million was spent on hardware including CCTV upgrades and on our data infrastructure. Expansionary capex was 33.9 million. with the main spend being on new sites as well as as we opened 16 new sites last year in line with the top end of our guidance tech and data expansionary spend relates principally to investments in our digital assets to enable next chapter growth initiatives such as product add-ons and our conversion optimization program spend on upgrading our member management and payment systems was 4.2 million and will unlock functionality around member referrals, reductions in payment failure rates and new retention strategies. The project is expected to complete in 2026. Turning now to net debt, non-property net debt was £59.3 million at year end, down £2 million from December 2024. The net debt consisted of £62 million of bank debt and £0.3 million of finance lease debt and £3 million of cash. As a result of the reduction in net debt, the leverage ratio reduced to 1x down from 1.3x at year end 2024 and 1.7x at the end of 2023. Given the further acceleration in new openings planned in 2026 funded from free cash flow, we do not expect any further reduction in net debt at this year end. Moving on to ROIC, ROIC for the mature estate increased by 2 percentage points to 27% last year, benefiting from the strong EBITDA growth in the year. This 2 percentage points increase was on the back of a 4 percentage points increase the year before. If the 13 workforce dependent sites are excluded, the mature site ROIC increases to 30%. We expect further progress this year on mature site ROIC and as a result have continued confidence in returning to 30% ROIC over the medium term. The new sites are performing well with the site statement in 2022 delivering an average ROIC of 30% last year. The small 2023 cohort is on track to deliver an average ROIC of 25% with one site having been impacted by an unusual level of competitors openings. The 2024 cohort of 12 gyms is trading well and on track to deliver ROIC of 30%. And although early in their tenure, the 16 2025 sites are progressing well with strong initial membership volume. Overall, our confidence remains high on returning 30% on new openings. We set out our planned capital allocation policy with our results in 2023 and we've delivered against it. Our first priority is to maintain the existing estate and we guided to maintenance capex spend of circa 6% of revenue. Our second priority was to keep net debt to EBITDA leverage below two times. As at December 2025, it was one times. Thirdly, we prioritised organic new site openings and in January we increased our rollout plan to circa 75 sites over the next three years from free cash flow. And finally, we would return any excess capital to shareholders. In January we commenced a 10 million share buyback and to date we've purchased and cancelled 1.1 million shares. We'll continue to operate to this capital allocation policy going forwards. Finally, turning to current trading and outlook. Revenue year to date at the end of February was up 9% versus prior year with average members up 4% and average revenue per member per month up 5%. Like for like was 3%. The run rate EBITDA when adjusting for gyms open at the end of last year but not yet mature is circa 65 million. We are planning to open 20 to 22 new gyms this year which in line of previous years will be second half weighted. We expect to spend between 60 and 65 million on capex funded from free cash flow. Looking ahead for the full year, we expect like for like sales growth of circa 3% and like for like site cost inflation of 3 to 4% with the first half waiting. Our electricity rates are fixed until October 2027. Central costs are expected to drop below 11% of revenue this year. And as a result, we now expect 2026 EBITDA less normalised rent to be at the top end of analysts forecast range. And now I'll hand over to Will for the strategy update.

Thank you, Luke. In March 2024, I set out our next chapter growth plan and I wanted to give you another progress report. Firstly, a reminder of the investment case, sustained growth from free cash flow, and why we think it's so compelling. Starting at 12 o'clock on the circle, health and fitness is a large market that's benefiting from continued structural growth. And in gyms, the high-value, low-cost sector is growing fast. As with other categories, we're benefiting from consumers' appetite for no-frills, great value propositions, and from new, more committed generations of gym-goers. This winning proposition has high levels of customer satisfaction and is delivered by an advantaged labour light business model. We also have multiple drives of growth listed on the right hand side of the slide with detailed plans on each of them. Strong execution on those growth drivers is increasing returns in our existing estate in turn funding the organic rollout of quality new sites. This virtuous circle of sustained growth is being powered by data and technology, two areas we continue to invest in as the foundation for any successful digital subscription business. UK consumers now spend £6.5 billion on gym memberships, with 11.3 million of us being members. That penetration continues to grow with another strong increase in 2025 to 16.6%. And as you can see from the green bars, low cost gym growth is strong. With a proposition that's high quality and affordable, we're introducing new generations of gym goers to something they really value and benefiting from continuing trade down from the mid market. And in this growing market segment, we're one of two brands that account for around 80% of member share. There are several consumer trends that support our continued growth. Consumers' fitness IQ is increasing all the time, meaning their use of a gym is ever more rounded and more engaged. They tell us they want to prioritise mental health and see gyms as an obvious way to do that. They want to feel and look strong, increasing the need for equipment you'll only find in a good gym. And, amplified by the rise of social media, consumers are increasingly seeing the gym as part of their identity lifestyle and social life all this is creating increased demand for gyms and our advantage model best meets that need affordably and conveniently we're also seeing the rise of glp ones which we see as a positive trend for two reasons firstly because glp ones are giving more people the confidence to come to the gym and secondly because of growing awareness that strength training protects muscle mass during the treatment period. This ever-growing engagement in fitness and gyms is particularly strong among Gen Z consumers and because they're so engaged they're prioritising fitness over anything else when it comes to discretionary spend and they now make up 44% of our membership base. This generation of consumers is one of the many reasons I'm optimistic for the Gym Group's future and will keep working hard to meet their needs going forward. Our simple scalable proposition based on value, convenience and results is highly rated by our members and the progress here continues. For any subscription business usage is important and we continue to see an uptick in visits per member. The proportion of members visiting us four times a month grew again in 2025 to 54.6% While the proportion of members rating us 5 out of 5 in satisfaction surveys has risen year on year to a remarkable 62% So we're growing in a growing part of a growing market and we have a fundamentally strong proposition We also have a clear growth plan that everyone in our company is focused on and I wanted to give you a further progress report on that plan. As a reminder, there are three elements to the plan. Strengthening the core is about increasing returns from our existing sites and members, driving growth in like-for-like revenue and free cash flow. It's the pillar of the plan that's helped us to deliver a six percentage point improvement in mature site ROIC over the last two years to 27% and will underpin further growth in that measure. Strengthening the core has also supported growth in free cash flow and that in turn allows us to accelerate our organically funded rollout of quality sites in the UK. These first two cogs are where our executional focus is for the time being because we see so much headroom here. We do, however, continue to assess opportunities to broaden our growth over the longer term and I'll return to that later in the presentation. So, turning to the first part of the plan. We continue to strengthen the core of the business in 2025 across revenue management, acquisition and retention. On revenue management, we continue to increase prices in a measured, data-driven way. We also supported yield by adding new guest pass and multi-site add-ons to our standard product and further optimised off-peak pricing, unlocking incremental revenue in target sites. On acquisition, we made significant further progress on brand memorability, social media reach and web conversion. And on retention, we saw average member tenure increase again in 2025, supported by several initiatives. Progress here included 16% growth in members taking a long-term product, for example 9 or 12 months, a 39% increase in early life kickstart inductions, and strong engagement with our market leading app. I'll briefly expand on a few of these areas, starting with pricing. The data on this slide and the next clearly shows the ongoing pricing opportunity we benefit from. Our members pay around £25 a month for a large, well-equipped gym that's run by a friendly expert team and open 24-7. It's not surprising members score us so highly on Value for Money. And while we're similarly priced to our key high value, low cost competitors, the mid market is 60% higher. Our market segment has a clear advantage on value, supporting pricing headroom and ongoing trade down from the mid market. And this ongoing pricing opportunity is also clear in our consumer data. The graph on the left hand side of the slide is output from a large quantitative study we refresh annually with pricing experts, SKP. It plots perceived value on the y-axis against perceived price on the x-axis and shows that we, along with other high value, low cost players, remain underpriced with the opportunity to sit nearer or in the blue corridor shown on the chart. And the table on the right hand side is also reassuring. It shows that while we increased prices in 2025, so did our competitors, meaning the headroom we can exploit in competing locations actually grew. One of the ways we can add perceived value supporting our pricing strategy is to further strengthen and modernise our brand. After research with our core Gen Z audience, we've evolved our visual identity and tone of voice, rolling out the new approach gradually and cost-effectively across web, app, marketing campaigns and of course our gyms. Increasing brand awareness also brings new prospects into our e-commerce journey and we've seen another set of encouraging improvements on unprompted awareness. And with that growing brand awareness, we're increasing the number of people coming into our web buying journey. And with over 10 million non-member traffic starting that buying journey in 2025, small improvements to conversion rate make a big difference. I talked about our web conversion program before with our e-commerce team running multiple A-B tests at any given time to increase conversion. and as you can see we saw some good results from this in 2025 with more to come this year. We also have a team who work tirelessly to improve our already sector leading app. The app supports our retention program engaging existing members. 2025 enhancements included more personalized onboarding for new members, more digital workouts and better dashboards to track your progress. And the app isn't just a retention tool, it's proving to be a sales tool as well. 93% of the new add-on sales we had last year were via the app. It's also growing as a convenient channel for past members to rejoin us. So, that's a few examples of the many ways we're strengthening the core of the business, supporting like-for-like revenue, mature site returns and free cash flow. and in line with our strategy and capital allocation policy we're currently deploying that free cash flow to accelerate the rollout of quality sites in the UK and in 2024 PWC estimated 10 years plus of UK white space for low-cost gyms so the opportunity here is compelling we opened 16 new sites in 2025 at the top end of our guidance We've continued to be rigorous in identifying the characteristics of our best performing sites, some of which are set out on the left hand side of the slide. We've then applied that formula in a disciplined way to the 16 sites we chose to open. We're taking a measured returns focused approach to roll out. And what about the gyms themselves? Across the estate we have great gyms with strong customer ratings and improving returns. But we identified Hedrum to elevate the gym experience further, driving those high value perceptions and supporting sustained revenue growth. The evolved approach is being applied to all new sites and as I'll cover in a moment, also being rolled out into our mature estate. The work to do this, which included input from a world leading retail design agency, was based on five key principles set out on the slide. Here's a short video showcasing the new approach. Plc Plc We've had fantastic feedback from members on the new design template and we're very encouraged by the performance of the 2025 sites so far. Where we've been open long enough to get a read, these sites are building membership 22% faster than our 2022-23 cohort and getting even higher customer ratings. And after just three months, these sites are already at 92% of the member volume needed to deliver a 30% ROIC. So we're seeing accelerating performance in new sites as well as growing returns in the mature estate. And that performance has supported our decision to accelerate further our cash funded rollout. We opened 28 sites in the last two years with maturation of those sites generating a run rate EBITDA less normalised rent of £65 million. Looking ahead, as we said in our January trading statement, we're targeting 75 new sites over the next three years and we'll open no less than 20 this year. we have strong visibility visibility of the 2026 pipeline though we do expect openings to be h2 weighted again this year and as per our capital allocation policy we'll continue to invest in our mature estate to keep it as well maintained and as competitive as possible and we're working hard to maximize the return on this capital Firstly, by prioritising mature site investment in a data-driven way. We've developed a detailed prioritisation matrix which now includes a statistical model estimating likely member headroom at site level. And once the site is prioritised, we refurbish it in the new design template and support it with local relaunch marketing. I'm excited by the results we've seen to date with this approach the strong member feedback growth in volume and increasing prices and as a result these refurbs are on track to deliver 30% return on the capital we're investing in them so that's a progress report on the first two elements of the plan in 2025 and I'm looking forward to making further progress in these areas in 2026 Turning to the third cog of the plan, we continue to look at ways to broaden our growth. We're investigating new channels, new products and new markets. And we're looking for returns that align with core competencies, are highly incremental and have strong returns. Given the quality of the returns in the core business, the bar for anything additional is extremely high. So far we've looked in detail at a few opportunities but have been disciplined about saying no if our criteria aren't fully met. We have however launched a new channel in partnership with WellHub, a fitness and wellness platform accessing over 400 employers in the UK. We piloted this channel testing it for high levels of incrementality and have now rolled it out nationally. Performance continues to track ahead of business case. So that's the progress report on our next chapter growth plan and I'll now summarise. The next chapter growth plan has created strong momentum. We've consistently grown revenue, margin and EBITDA less normalised rent. We've also been able to accelerate site openings while reducing our leverage ratio. And I'm pleased to say our teams are doing all this in a sustainable way, creating social value, engaged employees and new jobs, while also reducing our energy consumption per gym. As I said at the beginning, I'm confident that we'll continue to deliver on our investment case a sustained growth from free cash flow. Firstly, we have an advantage business model that delivers exceptional value for money in a market with structural growth. And we're attracting a new generation of gym goers for whom fitness in the gym is increasingly non-discretionary. Secondly, we have multiple like-for-like growth opportunities in the existing estate and strong white space to roll out new sites. Against that backdrop in 2025 we delivered 19% growth in EBITDA less normalised rent and another strong step forward on mature site ROIC to 27%. We're accelerating our self-funded rollout to 75 sites over the next three years and in line with our capital allocation policy have commenced a £10 million share buyback. Looking to 2026, we expect EBITDA less normalised rent to be at the top end of analysts' forecast range. And I'm pleased to report a strong start to the year with 9% year-on-year revenue growth for the Jan-Feb peak trading period. Finally, I'd like to thank our committed expert people for delivering these strong results. The GYM Group benefits from a fantastic team and it's a real pleasure to be a part of that team.

thank you and we will now take your questions thank you very much if you would like to ask a question for people in the room raise your hand and wait for the microphone to come to you and please state your name and company if you are watching online please press the raise hand button to ask a question Or alternatively, please type your question in the Q&A section and this will be read into the room. I am now handing back to Will Orr for questions in the room.

The proportion of members scoring you 5 out of 5 at 62% is clearly a very good score. Could you give any insight into what makes people score you less than 5 out of 5 as number one?

92% score us 4 out of 5 or 5 out of 5 and the metrics that are important around that choice would be principally friendly expert people, really good equipment, clean, safe, those sort of drivers of satisfaction.

thanks and could you just remind me where we're up to in terms of refurbing the mature sites to the new style and if you can tell us anything about any changes to volumes you've seen at those sites

yeah so as I was saying the refurb sites that we're that we've done already are performing well we've seen some improvement in volume we've been able to put some pricing through and we're seeing better satisfaction so they're tracking nicely towards the 30% return on the incremental capital that we've we've put in and then in terms of the estate as a whole across new and refurbed we've now got I think 37 sites in the new format and we'll expect to double that this year as we roll it out fine and then number three you talked about the 2025 new sites 92% of volumes required to deliver the 30% ROIC what is required from price obviously because you've just given sort of a higher volume percentage there yeah so we have introductory offers and the volume growth is faster than it ever has been and then we you know customers step on to full price so that's essentially the model but with that pace of volume to that 92% I think you'd have pretty good confidence as customers step up to full price you'd get to the 30% and beyond on that cohort. Thanks very much. Just on the expansion has there been any sort of change looking into 2026 in terms of the size of openings and the weighting you're having towards London because obviously London has been doing very well in the last year or two Yes, so in terms of size, I think it will sort of net a sort of similar level to previous years. I think we sort of talk about sort of 14,000, 15,000 square feet being the average. But there will again be a variation around that. We'll open sites up to sort of, you know, best part of 20,000 square feet and down to just below that. 10 and then London waiting will be a bit lower I think this year than it has been in the last in the last two but not not hugely. Last question for me in terms of the advertising campaign you had do you get any measurement coming out of that in terms of the success that has been and what's your plan for that going forward? yeah so we ran that for the sort of January February peak so sort of the first time we've run it and and we'll we'll have a sort of PCA on it in the next post campaign analysis on it in the next couple of uh in the next couple of weeks but we've seen some efficiency on on CPA so I think that will be encouraging about its sort of cut through uh and performance and I think we'd we plan to continue with that theme of for every group there's a gym group

Good morning Jack Cummings at Berenberg and my first question is just on the openings I think you said circa 20 in January and you said at least 20 and I think the presentation said 20 to 22 so kind of what's giving you the confidence in that number and can you maybe share any details in terms of how many you are on site at the moment and show them one by one

yeah so on that one we've opened one we're on site a further three and exchanged on a further eight so we've got 12 secured I think in terms of confidence I think we've got good visibility of a sort of good pipeline for 2026 we sort of already I think know what those sites are going to be it's just in some cases securing them. So yeah, I think we've got reasonable levels of confidence around that.

Perfect. Thank you. And second question, I think in the release, and you put in presentation as well, you said about continuing to assess opportunities for the new adjacencies, the partnership, could you maybe just flesh that out a little bit? Would anything be outside of the core low cost GM? Or is this just partnerships with other kind of like workplaces, etc?

Yeah, so I mean we see lots of opportunities As we said, you know the sort of hurdle rate on them is extremely high given the sort of current deployment of of capital and And one or two things we've looked at them in some detail. I think the well hub thing is quite illustrative of the sort of the approach as in it's a a channel that's genuinely incremental it's low distraction for us the economics on them on the members that we get through that channel are are good and and it's obviously it's obviously pretty close to the core of what we do so I think that's illustrative of the approach and we'll just keep assessing opportunities against that kind of high hurdle rate

Perfect. And my final question is just on returns. You've obviously seen really improving returns over the past couple of years, and I think in the slide it was they're 30% excluding the workforce-dependent ones. Is 30% a ceiling, or given the growth that you're seeing at the moment, could we actually start to move into the low 30s percentage on return on investor capital? Thank you.

Good question Jack. I think we still see pretty sustained opportunity on pricing, pricing headroom, value for money and the increasingly sort of committed spend towards health and wellness you know as in Gen Z and seeing gyms as non-discretionary so I think whilst all those all those align in the same way I think we can continue to drive the gyms forwards

Thank you very much. It's a much higher level question. If you mentioned the Pricewaterhouse 10 year runway for new gyms. I just wondered what that would imply for penetration rates in terms of population. And if you talk about demographic differences with younger people, what that means penetration amongst that cohort. And then I've got a follow up on that.

as you see from the chart what we've seen is you know somewhere between a sort of um sort of sort of around i think a long-term average about half a percent extra penetration a year um but we still we've actually saw a bit more last year but i think that's probably the sort of run rate you'd see as you as you progress through those 10 10 years and i think from a sort of demographic point of view i think when you open in the white space probably the demographic mix is is similar um so i don't think it's sort of strong i think a strong view either way on how that demographic mix might shift as that white space evolves

And just to follow up on GLP-1s, there's a lot of studies that it's older women predominantly who are taking it. Are you seeing any hard data on more older women coming in to lift weights?

I think that's right. I think that our understanding of it is that there is a skew in that direction. I mean, it's a bit hard to... to measure because not everybody will sort of disclose but we did we do a One of the best ways to try and understand what's going on is we're surveying our fitness trainers and in January 39% of our fitness trainers said they were training at least one person doing GLP treatment and last June that was 24% so it's stepping up well within our membership base which is obviously broad because we've got nearly nearly a million members so so I would say it's growing in terms of our membership and we see that as positive for the for the reasons that we talked about in the in the presentation and that you know if we put together really sort of responsible expert provision of advice and training I think we can appeal right across the sort of age spectrum when it comes to that.

Related to that, and a question Jack asked about the ventillary revenues, are there other things you're looking at that would go alongside that in terms of guidance counselling on nutrition and partnering with people who are prescribing?

Yes, yeah, that's the sort of thing, that's an area that we're exploring for sure, yeah.

Hi there, Tim Barrett from Deutsche Neumis. Question on yield please. The gap with peers, low cost peers really isn't closing. Would your view be that it doesn't need to if there's a kind of rising tide in the high value low cost segment? And the second question possibly for Luke on the capex split. It sounds like your funding after the upgrades out of maintenance capital and still getting a 30% return on it, which is really interesting. Is that true and is there kind of an argument for going faster on those? Thank you.

Good questions, Tim. on yield and I think that we will do we AB test everything we do and so we will follow our own strategy to to maximize revenue but I think it is very helpful that the other main names in the sector are also moving forwards quite you know quite positively in in yield terms so it always is just providing us more and more headroom I think we always said we thought that that that would happen that the headroom would open up as time went on and it does it's continuing to do that in fact you saw in the data that Will presented that actually the headroom got a little bit more last year so so I think it's I think it's really helpful that that's happening but I think we are also you know we are also pursuing our own strategy if you sort of mean and then on the the refurb capex yeah it's still it's still quite early days but we're seeing a nice sort of incremental membership movement on that refurb and as we said to this point we've done all that refurb within the sort of refurb spend that we were planning anyway I think the second party which we're still learning is what does it sort of give us permission to do in terms of price and I think if we can come if we can combine that sort of volume uptick and a price uptake then I think it would really increase our confidence levels and getting a you know equivalent return on that investment as we get on new sites and then I think there is as you say an opportunity potentially to go a bit faster

Good. Any more? Is that we're done? Got all the questions? Yeah. Okay. Good. Well, thank you very much for coming. And as I say, we're very pleased with the results and the momentum and the start to 2026. So thank you.