0
Pubs and bars
0
Employees
£ 0 m
Revenue (£)
(2021: £401.7m*)
£ 0 m
Net cash inflow (£)
(2021: £118.1m)
*From continuing operations
*From continuing operations
At A Glance
A focused pub operator
We are a focused pub operator, with a culture that places guests at the heart of everything we do. Our vision is ‘Pubs to be proud of’. This embodies our cultural DNA of being a focused pub operator, whilst consistently delivering high levels of guest satisfaction and standards through our great pub teams.
Scotland
No. of Community pubs
15
No. of Revere pubs
1
No. of Signature pubs
5
EV Chargepoints
8
North of England
No. of Community pubs
263
No. of Revere pubs
15
No. of Signature pubs
17
No. of Tenanted & Leased pubs
76
EV Chargepoints
34
Midlands
No. of Community pubs
457
No. of Revere pubs
6
No. of Signature pubs
37
No. of Tenanted & Leased pubs
125
EV Chargepoints
44
Wales
No. of Community pubs
157
No. of Revere pubs
1
No. of Signature pubs
16
No. of Tenanted & Leased pubs
45
EV Chargepoints
11
South of England
No. of Community pubs
165
No. of Revere pubs
21
No. of Signature pubs
26
No. of Tenanted & Leased pubs
20
EV Chargepoints
26
Delivering on our purpose
Pubs are where we go to socialise, celebrate, share an experience, or simply enjoy a drink or bite to eat, with our friends, our family, or our colleagues. They are seen as an affordable treat and our high-quality pubs are at the heart of many local communities, offering a warm welcome. A place to enjoy good company. Marston’s is a people-powered business and our behaviours and strategic objectives are core to how we achieve our purpose.
STRATEGY
A clear guest-focused pub strategy
In 2021, we launched our vision: ‘Pubs to be proud of’. Our strategy is unchanged as we focus on achieving our clear pub and corporate goals which will ultimately promote the long-term success of the Company, generating value for shareholders.
Our strategic pillars
We always put our guests first, aiming to delight them every time they’re in our pubs
- This year we have simplified our pub estate. Our menus have been streamlined too and some of our pubs have been repositioned to one of our three formats.
- We have invested in our guest journey and insight, with improved systems and processes, supporting guest-led decisions.
Case Studies
New menu launch
We have streamlined our menus across the estate, significantly reducing the number of different menus and aligning them to one of our formats.
We’re committed to each other, the business and being the best version of ourselves
Continuous improvement has been delivered by investing in our people, improving our reward and recognition programmes and investing in employee engagement; one of our critical success factors.
Case Studies
Latitude programme
In early 2022 Marston’s entered new territory by embarking upon our programme ‘Latitude’ to try and help people leaving prison get back into work.
We challenge ourselves, and each other, to ensure we’re always improving and moving forward
To deliver our £1 billion sales target, we are investing in key areas of our estate, evolving our franchise-style model through innovative offers and creating a ‘Never full, fancy another’ sales culture.
Case Studies
Transformational year for pub investments
We have invested heavily in our estate over the past 12 months, completing over 250 projects.
Key Performance Indicators
Loved by guests
All of our pubs to have a Reputation score of 800 or more
To be the ‘best pub around here’ and for our guests to support us
Why it’s important
Delivering great guest experiences every time ensures our guests will visit our pubs time and time again.
Link to strategy
Linked to remuneration
Trusted
All of our pubs to be 5* EHO
Prioritising the health and safety of our guests and our people
Why it’s important
Ensuring all of our pubs meet these standards is an integral part of our commitment to deliver our vision of ‘Pubs to be proud of’.
Link to strategy
Great place to work
Peakon engagement score of 8 or more
To be a great place to work; engaging with, listening to and enabling our people.
Why it’s important
As a ‘people-powered’ business, we want to attract and retain the best people.
Link to strategy
Linked to remuneration
'Never full, fancy another' sales culture
Spend per head vs LY%
To instil an entrepreneurial mindset and sales culture within our business, maximising the spend per guest visit.
Why it’s important
A great pub is never full (we can always fit you in) and great pub teams always ask our guests if they would like something else.
Link to strategy
Better than the rest
To be the no.1 pub company on Reputation.com
We’ve moved from 4th to 3rd place during the 2021/22 reporting year. We are targeting 1st place.
To consistently outperform our competitors from a guest’s perspective.
Why it’s important
We can see how we compare to our competitors in the eyes of the guest.
Link to strategy
Responsible business
To remain in the FTSE4Good index
Demonstrating that we are a responsible and sustainable business.
Why it’s important
Creating a sustainable future for our business benefits all of our stakeholders.
Link to strategy
'Back to a billion'
Total revenue – £m
Net debt (excluding lease liabilities) – £m
Free cash flow (FCF) – £m
To achieve our corporate goals: £1 billion sales and net debt (excluding lease liabilities) below £1 billion.
Why it’s important
Reaching our financial goals will stimulate growth and value for all stakeholders.
Link to strategy
Linked to remuneration
Financial strategy driving shareholder value
Grow earnings
Progressive and sustainable divended
Reduced debt
Debt: equity transfer
Increased returns
Increased NAV
2022 REVIEW
Focused vision, sustainable business, clear goals
2022 has been a year of two halves. The first half year results were impacted by trading restrictions and consumer confidence as a consequence of the disruption caused by the Omicron variant, affecting December 2021 and the critical Christmas trading period through to the end of January 2022. During the second half, we were encouraged that we traded well and consumer demand for our pubs remained robust as more normalised trading conditions resumed.
Chair’s statement
We remain well-placed to meet the challenges ahead by executing our strategy, which in turn supports the long-term success of the Company and generates value for all stakeholders.
Chief Executive’s statement
With the impact of COVID-19 restrictions hopefully behind us, the Group will benefit from an estate that is balanced across formats and locations and is set for future sustainable growth and shareholder value creation over the medium to long term.
Group operational and financial review
Like-for-like retail sales for the 10 weeks to the end of the year were 4% up, showing encouraging recovery and the positive impact of our strategy.
RESPONSIBLE BUSINESS
Doing more to be proud of
We are passionate about delivering our ESG and sustainability strategy: ‘Doing more to be proud of.’ Whilst there is still more to do, we believe we can make meaningful contributions to all our stakeholders, from cutting carbon emissions and tackling food waste, to caring for our people and encouraging them to grow, and supporting the communities in which we operate.
Alignment of ESG to our business
At Marston’s we have invested in sustainable and responsible business practices for many years, including being amongst the first in our sector to implement environmental initiatives, such as zero waste to landfill and the installation of electric car chargers across our pub estate. We recognise that there is still more to do, particularly to help protect the planet (our most fragile stakeholder). This year, we have focused on defining our ESG strategy, engaging and consulting with our stakeholders to understand what ESG pillars matter to them most. We have aligned our ESG strategy to our corporate strategy, and to how we operate our business. This alignment has provided clarity of vision, helped establish ownership, drive improvements and facilitated improved reporting on the progress that we have made, and will continue to make.
The ‘Doing more to be proud’ of initiative was developed and three distinct working groups have been established with a clear mandate, objectives and targets. Some areas, such as health and safety and food waste, naturally have more than one touch point and provide more opportunities for working together and harnessing the power of cross-functional expertise.
The initiatives we take on ESG are linked to our key stakeholders and what matters to them most, whilst being aligned to and forming an integral part of our corporate strategy.
Our responsibility pillars
Doing more to reduce our environmental impact
In recent years our estates team has gained industry recognition for their pioneering work to reduce emissions at our pubs, reduce water consumption and increase recycling. We remain responsive to emerging technology to prevent further environmental harm, to current economic events, and to partnerships which promote and support a better environment and better lives for all.
Carbon neutrality
By 2030 (Scope 1&2 emissions)
Target
Net Zero
By 2040 (Scope 3)
Target
0 %
Reduction in food waste by 2030
Target
0
EV chargers
Current progress
2022 Highlights
‘Going Green’
In May 2022 we launched ‘Going Green’, our new energy saving employee engagement campaign, which aims to reduce energy, costs and associated emissions.
Expanding our EV infrastructure
We have now installed 123 rapid electric vehicle chargers across our estate making it the UK’s largest network of rapid EV chargers in hospitality.
Environmental awards
This year Andy Kershaw, our Director of Property, was awarded ‘The Special Achievement Award’ at the Footprint Drinks Sustainability Awards.
Our people and Pub Partners at the heart of our business
Our vision is ‘Pubs to be proud of’ and we recognise that we need engaged and motivated people to help us achieve our vision and strategic objectives. Our people strategy aligns to our corporate strategy and purpose, ensuring we remain focused on the people priorities that support and deliver our strategic objectives. Our Pub Partners are an integral part of our business and influence the character and diverse mix of our pub estate. We recognise that our Partners’ commitment to their businesses is what determines their success.
0 %
Employee engagement participation in 2022
0
Apprentices in our business
0
Pubs operating under a Pillar agreement
2022 Highlights
The Burnt Chef Project
The Burnt Chef Project is our new mental health awareness training partner, supporting us to deliver mental health awareness and resilience training to our line managers.
Reputation for our Pub Partners
Having implemented Reputation into our managed estate, we have now made the system available to our Pub Partners, since January 2022.
Partners’ awards
In October 2022, the Gunn Inn, West Sussex, our very own tenanted and leased pub, was named Great British Pub of the Year 2022.
Our pubs are at the heart of their communities
Our pubs are highly valued by the communities which they serve. We believe that strong local relationships and understanding what is important to the local guest is essential for the long-term success of our pubs. We constantly strive to create happy, meaningful, memorable experiences. Providing good food and drink is at the heart of our business. Keeping that offering special and innovative is what our guests love.
0
Suppliers onboarded to SEDEX
0
Improvement in Reputation score since new menu launch
0
FTSE4Good score
2022 Highlights
Marston’s Charitable Foundation & Pipe Major, Dagenham
In August 2022, the work the Pipe Major in Dagenham was doing for the local community was brought to the attention of Marston’s Charitable Foundation.
Development of our menus
Our new pub menus for all our pub formats were launched in April 2022. The menus were built from research on what our guests most valued about our food.
Men’s Shed Ty Mawr Inn, Cardiff
The Men’s Shed is already having a positive impact in promoting the health and wellbeing of local men in Lisvane and the surrounding area.
Downloads
Marston’s PLC
Annual Report and Accounts 2022