SSP Group plc

Morning, everybody. Can everyone hear me OK? Yeah, good. Listen, thank you for joining us today for the preliminary results for SSP for the year ended the 30th of September, 2023. For those of you who don't know me either in the room or on the call, I'm Patrick Coveney. I'm the Group CEO of SSP and I'm joined for today's presentation by Jonathan Davis, our Deputy CEO and Group CFO. Sarah John, our Corporate Affairs Director and several other members of our leadership team are here with us as well today. The presentation that we're going to go through builds on the results R&S that we released at 7am this morning. I'm going to start with a brief introduction before Jonathan runs through the financial review, and then I'll come back in to go through the performance and strategic update. We'll then take questions from everyone, both in the room and on the webcast. By way of introduction then, I wanted to give some context for SSP's recent history through COVID and where we sit today. From an almost cessation of travel when COVID hit, the business has transitioned from a focus on protection and near-term hibernation to, for the past 18 months or so, a strong recovery and rebuild phase. We have delivered to plan in this phase. The combination of passenger growth, back to almost pre-COVID levels, together with the actions we have taken, including reopening the estate, rebuilding the economic model, upgrading the customer proposition, strengthening client and brand partnerships, engaging colleagues and embedding sustainability has put us in a very strong position now. The output of all of this is strong financial performance, moving EBITDA from a loss of 108 million in 2021 to profit of 280 million with a near 300 basis point margin improvement year on year. EPS from minus 32p to now 7.1p. And reassuringly, the cash generation in our model and in our culture enabled us to deliver net debt to EBITDA leverage levels for 2023 at just below our midterm target range. In other words, at 1.4 times. The strength of this performance gives us the confidence to propose a resumption of the ordinary dividend, which we're doing on a full year basis at 2.5p. Importantly, we have strong momentum in the business as we move to the next phase of delivery, that being about long-term sustainable growth and returns, compounding returns, which I'll talk about later. And we've also got off to a good start to financial year 24. With that, let me hand over to Jonathan to run through the financials.

Thank you, Patrick. Good morning, everybody. So we've seen a further encouraging performance in the second half of last year and we've delivered a very good set of results for the full year. Looking at the highlights on an underlying basis and pre IFRS 16, sales were around 3 billion, up 38% year-on-year and 8% ahead of 2019 levels. EBITDA was 280 million, so broadly doubling, and operating profit was 164 million compared with only 30 million last year. EPS was 7.1 pence a share compared with a loss of 4.5p last year. And as Patrick said, leverage fell to 1.4 times net debt to EBITDA, so slightly below now our medium term target range. And that was after a year of record capital investment of 220 million. So on the basis of this strong profit recovery and the healthier balance sheet we're proposing to pay a dividend of two and a half pence a share which represents a 35% payout of net income. So in the middle of our payout range of 30 to 40%. So briefly looking at the results under IFRS 16. Operating profit here was £205 million for the year, so £40 million higher than the pre-IFRS 16 numbers, with EBITDA £236 million higher, principally reflecting lower concession fees as the minimum guarantees are capitalised and flow through depreciation, but therefore was offset by an increased depreciation charge which was nearly £200 million higher. In the reported numbers, you also see an exceptional charge of around 38 million, which includes some impairments of goodwill and right of use assets, as well as some exit costs, mainly in relation to the planned closure of our German motorway business. Now, to provide some context, I want to look very briefly at the results compared to the planning scenarios that we set out this time last year. So at the prelims last year, we said that we were planning for sales to be in the range of 2.9 to 3 billion and EBITDA of between 250 and 280 million, all at the prevailing FX rates last November. Now, as you've already seen, the reported sales in EBITDA were almost bang on the top end of that range. Worth pointing out here, which you can see on the right hand column, the same FX rates, so last year's spot rates in November, full year results would have been ahead of that range with EBITDA up a further 9 million. The FX impact that we've seen here was a consequence of the appreciation of sterling versus all of our major currencies during the year and the geographic mix of profits which were weighted to currencies which saw some very material swings during the year, notably the US dollar which is a big part of the business for us but also the Indian rupee and the Egyptian pound. And in the appendix, we've set out the currency mix last year for sales EBITDA and operating profit, which therefore gives everybody a clear view of our FX exposure to future currency swings. And I should just remind you that is purely translational, a currency effect. Now turning to our performance and first of all sales, I'm gonna start by looking at the recovery versus 2019 before then concentrating on the year on year performance. And I'll focus on the second half numbers, which were up against a reasonable recovery last year and therefore, frankly, rather more meaningful. So reported sales were 10% ahead of 2019 in the second half and up 15% on a constant currency basis. Within this, passenger volumes were back to around 93% of pre-COVID levels. The patch recovery has been faster in air taking it to about 96% than it was in rail at about 85%. Of course rail continues to be impacted by strike action in the UK and some protests in Europe. Looking at the divisions, North America is leading the way as 123% of 2019 sales. And the UK, whilst the slowest region to recover, largely because of its waiting to rail, has continued to strengthen with sales now back almost to pre-COVID levels. Now, if I look at the year-on-year trends, In the second half we saw reported sales up 22% year-on-year or 25% on a constant currency basis. Like-for-like sales were up 19% driven by volume of around 11% and inflation of about 8%. That of course reflects our pricing action to mitigate the continued high levels of cost inflation that we're seeing across most of our operating cost base. You can also see here that the like for like volume recovery in air was strong up 15% year on year. And that was even against a very strong summer holiday season last year. And we'd continue to see steady volume recovery in rail remembering that the strike action in the UK and continental Europe has not something like four to 5% off the volumes here. So if we look at the regional breakdown Again, looking at the year-on-year numbers and the second half, we saw very strong performances in terms of like-for-like in North America at 24% and Asia-Pac and EME at 44%. The latter driven by buoyant passenger numbers, particularly in India, Thailand and Egypt, and by markets like Hong Kong and Singapore recovering from a fairly low base in the previous year. We also saw good like-for-like growth in continental Europe and the UK both in the mid-teens. Net gains came largely from North America and the Asian region. as you would anticipate, given our pipeline. And if we look at the last eight weeks, year on year sales have run at about 22%, with most regions seeing a continuation of the strong second half light for lights and net gains that I've talked about, helped by another extended holiday season running through into the autumn, very much as we saw last year. So we have good momentum in sales with like for like sales running in the mid teams. And therefore we expect to see like for like sales in the region of six to 8% for the full year 2024, given the tougher comparatives that we will of course face as we get to the second half. So turning to profit, EBITDA more than doubled in the full year with very strong growth across all regions. In North America, we saw a further margin improvement of 2.5%, and the EBITDA margin at 13.7% is now in line with the pre-COVID level. In continental Europe, the EBITDA margin was broadly flat, and that's despite the sales growth. And this really reflected the contract extensions at a number of major airports, notably in the Nordic countries, where we were impacted by both pre-opening costs and some rent increases. In the year in the UK, we saw good year on year profit growth benefiting from a strong recovery in the air business. And that was despite the impact of the rail strikes. The on off nature of the rail strikes that we saw right throughout last year resulted in a fairly high flow through to profit and therefore was a drag on the margin. Nevertheless, the overall EBITDA margin at 9.4% was up 3% year on year. In Asia Pacific and IME we saw EBITDA more than trebling year on year and margins back ahead of pre-COVID levels. Driven by very strong growth across most of the region and the recovery from low levels of activity in certain countries like Hong Kong and Singapore. Which have been impacted by the loss of Chinese passengers. Now if you look at the overall P&L for the group. EBITDA margin recovered to 9.3%, so up 2.8% year-on-year, in line with our previous guidance and reflecting the benefits of the strong like-for-like sales growth. If we look down the P&L you can see that gross profit margin improved by 10 basis points versus last year. Another really strong performance given the level of ongoing inflationary pressures in many food commodities. And once again I think demonstrated our ability to mitigate inflation through pricing action as well of course as the effectiveness of our work on menu and range engineering. The labour ratios were about 90 basis points better than last year and that's despite the continuing inflationary pressures on pay rates. This reflected the recovery in sales volumes as well as our disciplined management of labour levels through efficient scheduling and of course the increasing use of digital order and payment technology. Concessions fees were broadly flat year on year, reflecting the recovery in sales, which has left fewer units now paying minimum guarantees, but this was offset by the impact of the renewals in a number of major airports, as I've said. And finally, depreciation was at a more normal level of sales recovered at around 4%, and that left operating margin at 5.4%, so up four percentage points year on year. Now, looking further down the P&L, we saw net profit of 57 million compared with the loss last year of 36 million. Interest costs were lower year on year, and that's despite the rising interest rates, which were offset by margin improvements on both our bank debt following the refinancing last summer and on our US private placement notes due to our improving credit rating. And given our current expectations, we expect financing costs to be a little up next year, but not much. The tax charge represents an effective tax rate of 22.7% of net profit. So back in line with our pre COVID range of 22 to 23%. And our expectations currently are for the ETR to say in the same sort of range. And finally the minority interest share of profits rose from 24 to 50 million which is a result of the very strong performance in the regions where we have our joint ventures. I'll give you some more detail on those now. So 2019 is actually a useful reference point here. You can see that on the chart. So you can see the strength of the profit growth in North America and Asia with EBITDA well above 2019 levels and then consequently the minority interest share of EBITDA also rising. In the US, the minority interest charge increased from 13 to 23 million and up to 25% of EBITDA, all as a result of the stronger growth in airports with higher joint venture shares, remembering that these shares range from anywhere between 10 and 49%. Across Asia-Pacific and IME the minority interest charge has doubled but as you can see here on the chart this is essentially all driven by India which has performed extremely well but where there's a higher minority interest in fact around 60% in aggregate and just to explain that we have a controlling shareholding in the Indian joint venture broadly 50-50 for the overall market, but this in turn has further controlled joint ventures with some of our airport clients, which therefore reduces our ultimate economic interest. And looking forward, we would expect this minority interest charge to increase by something like 15 to 25% year on year, reflecting the anticipated growth in these regions, as well as the fact that some of these mixed effects we think will reverse next year. Turning to cashflow, we used 125 million of cash in the year, which was after the investment of 220 million in capital projects and a further 40 million on acquisitions. The capex was slightly below our earlier expectations of 250 million as we saw a number of projects fall from the latter part of 23 into 24. Working capital was a small outflow of around 20 million reflecting the further unwind of 50 million of deferred payments largely rents and that was partly mitigated by the normal generation of cash as we saw our negative working capital grow with sales and that contributed about 30 million. All of this left net debt at 392 million at the end of September and our leverage at 1.4 times. So a quick word or two on the new business pipeline and capex. Looking forwards, we have a pipeline of net new business excluding acquisitions that equates to about 450 million of annualized sales once fully open. Of these two thirds are in North America, Asia Pacific and EMEA. No, this is as of the start of the year in October, so it doesn't compare directly to the 700 million pipeline that we've talked about historically, which dated all the way back through Covid. So about 250 million's worth of that has now been opened by the end of last year. So we expect to open about two-thirds of this over the next couple of years, so around about 150 million per annum, which equates to net gains of about 5% in both 2024 and 2025. Looking beyond this, based on the current pipeline and the strong momentum in terms of new business wins you've seen, We think that net gains will run at between 3% and 5%. The important message here is that almost all of the net gains we are talking about here are already underpinned by the secure business pipeline. Now looking at the capital investment associated with this. In 2024, as I said, we expect capital investment to rise to be in the region of 280 million. That includes the 30 million of capex deferred from 23 into 24 I've mentioned. Looking into the detail for 2024, We expect this to comprise about £80 million for the mobilisation of the secured pipeline. About £60 million for the catch-up on renewals and maintenance that was deferred during Covid. And a further £140 million to fund the normal annual cycle of renewals, maintenance and technology. And we'd expect that to stay at a similar level in 2025. Looking further forward we'd expect to see contract renewal and maintenance capex running at similar levels so around four percent of sales in line with depreciation and on top of this the expansionary capex would follow our long-standing financial model of about two to three pounds of sales from every pound of capital invested. So assuming the net gains of three to five percent that would leave capex somewhere in the region of 250 to 270 million. Now, let me try to summarize and give you a view of what all this adds up to as we look into next year. So looking at our latest planning assumptions, and this is all on a constant currency basis. As I said earlier, we now expect like for like sales in the region of six to 10% as a consequence of the momentum in the business and the higher levels of inflation. As I've just shown you, we expect net gains to be in the region of 5%, and therefore adding in a full year of the midfield acquisition that we made earlier in the year, we'd expect to see growth in aggregate of somewhere between 13% and 17% on a constant currency basis. This would equate to sales of about 3.4 to 3.5 billion for the year. In other words, adding 100 million or so to the higher end of our previous guidance and tightening the range once you adjust for FX. Based on these assumptions for like-for-like and net gains, we'd expect to deliver EBITDA in the region of 345 to 375 million. So again, ahead of our previous guidance. And in the middle of that range, that would represent further margin enhancement in the region of 100 basis points year on year. Again, in line with our previous planning assumptions. The margin enhancements, of course, driven by the operating leverage in the business and our ongoing efficiency programme, which Patrick will touch on, but offset by pre-opening costs that go with the high level of net new business, including renewals and some rent increases. At an operating profit level with depreciation at 4%, we'd expect the range to be somewhere around 210 to 235 million. That represents growth of around 30 to 40% year on year. And clearly this would flow through to a very material step up in our EPS. And in the appendix, we provided some additional information on expectations for the bottom end of the P&L. So finally, to wrap up, a brief word on capital allocation strategy. Essentially, it's unchanged. Our first priority as ever is for organic investment to grow the business where we know we've got a proven track record of delivering high returns on investment. And we will continue to exercise the same disciplines as we've done historically when it comes to investment appraisal. The second priority is M&A. And we believe that there will be good value creating opportunities arising in the near term, as we recently demonstrated with the midfield concessions deal. As I've already mentioned, given the strength of the profit recovery and the balance sheet, we are today announcing the reinstatement of the full year ordinary dividend. And we continue to feel that medium term leverage in the range of one and a half to two times net debt to EBITDA is appropriate. But of course, as ever, we would expect to return any surplus cash to shareholders as we did prior to COVID. So let me pass back to Patrick for the business review.

Thanks, Jonathan. I'm going to set out the progress that we've made in 23 against our strategic priorities and also describe the way in which this strategy sets us up to deliver further growth and returns, compounding returns, in fact, going forward. We set out our strategic priorities this time last year. Our strategy focuses on the delivery of high growth and returns with a sustainable margin. We are doing this by consciously pivoting the business to higher growth channels and higher growth regions that give us access to higher like-for-like sales and new business opportunities. We are strengthening our capabilities to drive competitive advantage and performance by investing in and enhancing our customer propositions everywhere, by accelerating the use of digital, by engaging our people and by transforming our approach to and delivery of sustainability. Delivering operating efficiency is a core mindset and skillset at SSP, but we are bringing in new processes and tools to drive this even further. Central to our decision-making in all areas of strategy is to balance short-term margin with long-term sustainable growth and returns. So turning to the outcomes this year, it can be easy to see to underestimate the scale of the geographic pivot that our business has made. North America and Asia combined now represent 53% of the EBITDA of the business. A 10 percentage point increase on last year and a 17 percentage point increase relative to 2019. Those two regions have gone from being about a third of our EBITDA pre-COVID to more than half of our EBITDA right now and growing strongly. We're building a new business and one that is more aviation focused and geographically optimized for where travelers are going to be over the next decade. The scale of the growth, both in terms of net gains and in the 19% like for like that we delivered in the second half of 2023, reflect this strategic pivot and the increasing strength of our formats, brands and culinary propositions everywhere. The momentum we have in volume growth is creating positive operating leverage, which together with our focus on operating efficiencies has enabled us to move our EBITDA margin forward and sustainably to 9.3%. Turning now to what all of this means for the individual regions. Sitting behind our strategic choices and capital allocation priorities is a conviction that we expect an even greater proportion of our revenue, our profit and our returns to come from our North American and Asian businesses. In both of these regions, we go to market with strong local partnerships. These partners are essential to our operating model, enabling us to better access clients and contracts, establish stronger relationships with local brands, contribute fully to capital deployment, and ultimately allowing us to grow more quickly. So let's start with North America. you can see that the investment to support the delivery of accelerated growth is very much coming through, with like-for-like revenue in the year up 33% and in the second half up 24%. That's, just to remind you, that's like-for-like growth of a third and a quarter respectively in the year. Notwithstanding the continued levels of higher inflation, we've been able to move gross margins forward in America to levels now ahead of where they were in 2019. Digital enablement is helping performance with almost 90% of our stores in North America now with some model of digital ordering solution. But remember, we still operate at relatively small scale in North America, a little over 10% share in a large and growing market. We have many organic growth opportunities in existing and new airports. And as you've seen this year, the potential to augment this with value creating in fill M&A. Just to be granular on this for one second, at the start of FY23, we operated in 38 North American airports. Since then, we've secured 11 additional airports, including successfully integrated midfield, which added four new airports from within this group of 11. Looking forward, we expect to deploy, as Jonathan said, approximately 40% of our total group new unit growth CapEx budget in North America over the next three years. In Asia then, which are our Asia Pacific and EME regions, EBITDA trebled in the year, helped by a very strong performance in our joint venture in India. The growth we are delivering represents a material and deliberate strategic pivot in terms of where in Asia and where in EME we want to compete. Namely, we're moving the business from being essentially China-centric pre-COVID to one that's Southeast Asia-centric now. We're also pushing very hard to build out our presence, scale, and relationships in the Middle East. We've seen very significant levels of mobilization and new business wins in Asia this year. These wins will flow through in 24 and 26 and underpin our pipeline, as Jonathan set out earlier. Some of the most interesting format work on proposition we're doing is actually happening in Asia Pacific, most particularly in lounges where the bedrock capability of our business in India is now being extended to other markets. So let me say a little more specifically about India. In India, we have an excellent partnership, that being Travel Food Services, or TFS, which has been in place since October 2016. This continues to evolve and we are closely aligned with our partner, K Hospitality, both culturally and in our growth and returns objectives. Together, we have grown the business substantially with exceptional revenue and profit performance this year. India is now the second largest market in SSP in terms of unit numbers and represented just over 60% of the reported profitability of APAC and EMEA in 2023. But we still have a small share in the market and we are creating significant momentum behind our business development activity, including planned expansion to six new airports, which have been already secured in our pipeline. You see, India is already the third largest aviation market in the world and is expected to grow very materially on the back of enormous investments in aviation and passenger demand. One of the things that I'm learning in this job is the importance of tracking airline capacity. In other words, making sure we're fishing where the fish are and to know that you have to track where the planes, in particular the new planes, are now being deployed. So let's be explicit about what that means for India. Indian-owned airlines have approximately 700 or operate approximately 700 commercial aircraft right now. But in the past year alone, they've ordered 1,200 more planes, which will be delivered between 25, 26 and 27, sorry, by 25, 26 and 27. This is a massive step up in aviation capacity, which of course requires a commensurate investment in passenger experience in airports, including in F&B. Given our footprint, our relationships, our capability and our performance trajectory, we'd expect that this momentum will continue for many years. Moving now to continental Europe and the UK. We expect our 100% owned businesses in these markets to deliver good growth accompanied by a progressive improvement in margin from here. First, in continental Europe, this is a business that's made up of four sub-regions, the Nordics, France, Germany and Spain. These are each businesses in which we typically have high quality long established teams and also quite high market shares. We're focused now on only our rail and air portfolios, having announced the exit of our German MSA business in September. In the air channel, the recent approval of our partnership with ADP in Paris will bring 55 more units into the joint venture in Charles de Gaulle and Orly from January, 2024. In addition, we've significantly increased our air footprint, especially in the Spanish islands. In the rail channel, we've entered a number of new regional railway stations in France and Germany, as well as confirming our entry into Italy through the rail channel in Rome and Milan. We're strengthening our brand and format propositions across the region with a particular focus actually on rolling out our Starbucks and Pret relationships across the region. While the profit performance has been held back somewhat this year as a consequence of the scale of the retention renewal activity and the ongoing disruption from industrial action, the initiatives we are taking will enable us to make good progress from here. In the UK, we've made a step change this year in how we're running the business on all fronts, and that's feeding through to performance. EBITDA has moved forward from 39 million to 73 million, despite a significant level of industrial disruption, which as we're all experiencing this week, looks likely to continue at least in the near term. Our Reset team is delivering a revitalized set of customer propositions and is freshening up the quality of our state. This is most evident in the near term in the air environment, but you'll see it increasingly in rail as well. You heard Jonathan reference COVID catch-up capital earlier, the pink bars on the top of his bar chart. Most of that capital is going into the UK and it's supporting a pronounced change in how SSP is now being viewed by clients. To give you some data on what we mean by this, our annual client survey indicated that 86% of our UK clients are now either satisfied or very satisfied with what SSP is doing. This is a material step up on an equivalent score in 2019 of 53%. You can also see it and feel it in terms of the formats where we're becoming more and more relevant as a business in bars and casual dining, big units in big airports. For example, in Gatwick, in our new partnership with BrewDog and The Breakfast Club, with the BrewDog opening officially there yesterday with Carrie Daniels and our UK team in Gatwick last night. You will also see this progress with an exciting new bar called Vinery that we're bringing to Terminal 2 at Heathrow, which will open in April of this year. The progress that we've made this year in the UK gives us confidence to say that we can do better than just maintaining share in the UK. We can deliver good growth from here accompanied by progressively rising margins. So let's move away from regional performance to talk now about how we are capturing the opportunity and serving customers and clients in these markets. Underpinning everything is a belief that we need to have the right offer for customers, including outstanding tasting food. So we've introduced several important new brand partners in the year, like Hard Rock Cafe and BrewDog, and that's complemented by the progress that we're making in our own brands, like the award-winning propositions Kohop Bar in Thailand or Oakland Drafthouse in the US. So in terms of format, let me pick out some examples. As you'll have heard me say over the last 18 months, bars and casual dining are becoming more important for SSP everywhere. Food is no longer a commodity at airports. Customers are seeking out food and beverage experiences, particularly in big signature bars and restaurants. Our North American business is built in format terms to deliver these experiences. We've also made huge progress, though, in lounges, where we've developed strong capability in India, which is enabling us to scale up our business in Malaysia very materially. In convenience formats, we recognise the imperative to be relevant for grab-and-go food for customers in airports and other travel environments. With our significant history and capability in convenience retail through M&S in the UK, We are not only investing in a renewal program behind this brand, but also expanding our own brands, including Cafe Local, with 15 new rail units open since June, and another 15 to be opened by the end of this calendar year. And Point, where we now have taken our blueprint from the Nordics and rolled it out in Spain, taking the total to 28 units, with further openings planned in Thailand and in Switzerland this year. This commitment to enhancing the customer propositions that we offer is paying off, demonstrated by our rising customer ratings. We track this through a program called Reputation, and in FY23, we achieved our highest score in the last five years, 4.2 out of five, up from 3.4 and 3.9 in FY21 and FY22, respectively. We're not only building a bigger business, we're building a better business for customers. Driving efficiency, productivity, and cash is an SSP's corporate DNA, and if I could say so, having spent 18 years before coming to SSP in private label food manufacturing myself, it's also in mine. I wanted to give a few examples of how we're bringing this to life, starting with digital. You can now go into almost any of our bars, casual dining, or quick service restaurants that we have across the world, and find some sort of digital ordering option. But beyond that, we're looking at how to reconfigure and redesign units more fundamentally in a way that capitalises on their digital potential. You can see an example of this here with the digitally enabled food court that we've put into Terminal 2 in Dublin Airport called The Mez. And the essence of that is that you can only order digitally. There's also a common kitchen, like a dark kitchen, in fact, within an airport that assembles all of the food across four completely different brand formats. It's a plug and play option for different brands in the same kitchen. We also optimize hot stock holding using AI, and then everything gets delivered to the customer through a single collection point. So this is working for the client, it's working for our customers, it's driving like for like cost efficiencies, and it's also materially enhanced the airport's net promoter scores. The next is an example from North America of menu optimization. This demonstrates how we are getting after gross margins while at the same time delivering a strong customer proposition. Many of you will have seen the details of this in our Capital Markets Day in New York back in June. And the third area is building consistency about how our kitchens look and feel, because as we get larger as a business, we've got a significant opportunity to get benefits in terms of both scale and scope in our kitchens. These kitchens now enable us to serve customers more quickly, reducing their stress and increasing their satisfaction. Furthermore, a more standardised kitchen design and fit out improves productivity, but it also improves safety and maintenance outcomes. Critically, the more quickly we can turn seats, the more we can drive like for like performance. Projects like these will be key to underpinning our margin progression this year and for the years ahead. We continue to prioritize the critically important area of sustainability, and we're seeing strong momentum across our business in delivering the strategy. I will let you read the individual points of evidence on the slide that's behind me, but I'd encourage you also to click on the QR code to see more of our approach and to see many of our examples of how we're reducing our climate impact. Not only are we making stellar progress against our targets, for example, a 42% reduction in our scope one and two greenhouse gas emissions since 2019, we're also building capability in areas like restaurant construction and design. And as a result, we're seeing evidence of the value that sustainability is bringing to helping us win more business. Very tangibly, sustainability is good business for us. Our sustainability credentials were crucial factors behind our wins in UK City Airport, in Hong Kong, and in the new units that we opened only two weeks ago in the newly opened Abu Dhabi Midfield Airport. Clients across the world are increasingly noticing and valuing what we're doing. Right, almost everything I've spoken about so far relates to the performance of our units that are already open. Let me now pivot to looking at what's coming ahead. In short, we're growing our business at a faster rate, a materially faster rate than we've grown it before. There are four ways in which we're doing it. First, we are mobilising units from our pipeline at pace. The example here is Malaysia, where our teams have done an outstanding job, not just mobilising new units, but mobilising a new country for SSP. From one unit in one airport to 31 units in four airports in just 12 months. Second, we have accelerated the growth of the pipeline with 450 million of further committed new sales to be onboarded over the next three years, and Jonathan set out the components of this growth earlier. Third, we're complementing the business development momentum we're having with strategic infill M&A. The example here is Midfield Concessions, a family-owned business based in the US, which was a strategic fit for us, but which crucially is also expected to deliver fully on the returns expectations that we demand. With the completion of Denver, the final airport within that portfolio three weeks ago, all 40 units across seven airports, four of which are new to SSP, are now transferred, giving us a platform to build out our presence in those airports further. And lastly, new market entry, so setting the business up in high-growth markets that we weren't in previously. New news for us today is that we've secured our entry into Saudi Arabia, at least the first step in our entry into Saudi Arabia, a significant travel market with huge planned further investments in aviation, initially with 10 units across three terminals in Riyadh. So... Earlier, Jonathan set out how our performance and development trajectory feeds into FY24 guidance. I now want to talk a little further out. As a business, we have strong momentum on all fronts. That momentum is underpinned by our economic model, where we focus on like-for-like revenue growth, converting that revenue effectively to profitability and cash, and then reinvesting a portion of that cash to fund further new growth. we are creating a compounding and sustainable growth and returns model. To be precise then, the parameters of how that phase from 2025 onwards will be, one, because we are pivoting to higher growth markets with improved and sustainable customer propositions, we expect to be able to deliver stronger like for like than we have historically. We also have significant net gains opportunities given the higher levels of structural growth in those markets, our strong business footprint there, notwithstanding relatively low market shares and high levels of client support. We estimate net gains at three to 5%. Clearly, current momentum is at the top end of that range, but that range signals that we will continue to be disciplined in the returns that we demand as we go after these individual opportunities. we won't chase growth at poor returns. Two, we expect to deliver sustainable operating margin enhancement, benefiting from operating leverage, delivering efficiencies, and deploying pricing strategies to offset the impact of cost inflation. We will manage this in a sustainable way that will support the delivery of our growth and returns for the long term. Three, we will deliver sustainable medium-term earnings growth driven principally by that strong operating profit growth. Four, we will fund both maintenance and new business expansion from operating cash flow. This is underpinned by tight cash management. And finally, we're able to fund all of the growth that we can reasonably anticipate while also delivering on the capital allocation framework that Jonathan described earlier. Shareholders should benefit from both strong earnings growth and an attractive dividend. So in summary, our business is in very good shape, financially, strategically, and operationally. We have excellent momentum in all areas. The progress that we're making is evidenced in strong like-for-like sales, high levels of new business wins, margin enhancement, as well as meaningfully strengthened relationships with our customers, our clients and our brand partners. In FY23, we believe that we got the balance right between strong in-year performance and setting our business up to capture the significant industry growth potential that we see in the coming years. And today we've set out for you the drivers that will build SSP performance and returns specifically in FY24 and thereafter. Thank you very much. So we're going to take questions over here now. Fintan.