hardcastle restaurants pvt. ltd. - westlife development · this presentation contains...

Westlife Development Ltd.Hardcastle Restaurants Pvt. Ltd.

Corporate Presentation

November, 2019

www.westlife.co.inWestlife Development Limited | Confidential | November 2019

http://www.westlife.co.in/

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 realised. Some of these expectations may be

based upon assumptions or judgements 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 realised 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 Ltd.

www.westlife.co.inPg 2Westlife Development Limited | Confidential | November 2019


McDonald’s Leads Globally

www.westlife.co.in

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

Pg 3Westlife Development Limited | Confidential | November 2019


www.westlife.co.in

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

Westlife Development Limited | Confidential | November 2019 Pg 4


www.westlife.co.in

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 day



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

Westlife Development Limited – The Custodian

of Brand McDonald’s in West and South India

www.westlife.co.in

WDL through its

subsidiary HRPL operates

McDonald’s; 62%

promoter holding

One of the fastest

growing players in

India’s Quick Service

Restaurant (QSR) sector

304* restaurants

across 42 cities

(as of Sep, 2019)

205 McCafé's and239 McDelivery hubs

(as of Sep, 2019)

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

www.westlife.co.inPg 7

Akshay Jatia conferred with the 21st Century

Icon Awards 2019 under the category

Dedicated Stalwart Award

Won the highest honour at the Sabre South Asia Awards 2019 for efforts to drive Brand Advocacy –

‘Superior Achievement in Brand Building’

Achieved 2 Gold Awards at the DMA Asia ECHO

Awards 2019 in the retail and experiential

category for the Election Campaign

#MakeYourChoice

Won the ‘Bronze Spike’ for our Election Campaign #MakeYourChoice, under the

category ‘Media-use of Stunts’

Bagged a Silver EMVIE, 2019 at The Advertising

Club’s EMVIE Awards for our Election Campaign

#MakeYourChoice under the category

Innovation / Experiential Marketing

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 and breaking down barriers across industries

Westlife Development Limited | Confidential | November 2019


www.westlife.co.in

MADHYA PRADESH 5

GUJARAT 41

CHHATTISGARH 2

MAHARASHTRA 132

TELANGANA 29

KARNATAKA 55

GOA 3

ANDHRA PRADESH 5

PUDUCHERRY 1

KERALA 8

TAMIL NADU 23

With an Extensive Footprint

Total restaurants – 304*

Presence in 42 cities

(as of Sep, 2019)

Note: * System-wide HRPL stores. India map not to scale.

2%

13% 1%

43%10%

18%

1%

2%0%

3%

8%

Madhya Pradesh Gujarat Chhattisgarh

Maharashtra Telangana Karnataka

Goa Andhra Pradesh Puducherry

Kerala Tamil Nadu




A Journey of Innovation and Excellence

Spice Fest

2012

Note: *DL – Development License

Stores are system-wide HRPL stores

PRODUCT PLATFORMS and INNOVATIVE PRODUCT ADDITIONS

McAloo

TikkiTM

2004

Chicken

McNuggetsTM

2010

McFlurryTM

2011

McEggTM

2012

Veg Pops

2013

Chicken Wings

2014

Indi McSpicyTM

2015

Good Food

Journey; Rice

Bowls 2018Breakfast

2010

McSpicyTM

2011

Masala Grill

2013

Royale

2014

Chicken Pops

2015

Maharaja 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

www.westlife.co.in

FY20

June, 2019 –300th store



www.westlife.co.in

With Immense Growth Potential

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

2018 Market Size

USD 128 bn

8.9% CAGR

IEO MARKET1

WESTERN

FAST FOOD

2023E Market Size

USD 195 bn

QUICK SERVICE

RESTAURANT1

2018 Market Size

USD 22 bn

8.9% CAGR 2023E Market Size

USD 33 bn

2018 Market Size

USD 1.9 bn


USD 3.4 bn

2018 Market Size

USD 19.8 bn


USD 29.8 bn

INDIAN

FAST FOOD1

WESTERN

FAST FOOD12018 Market Size

USD 1.9 bn3

108.6

18

12.1

20

Mumbai Benchmark Asian City

2003 2013 2018

15 year

CAGR 9.7%

15 year

CAGR 4.7%

IEO Monthly Frequency2



www.westlife.co.in

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

Growth Drivers for Food Sector India

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

www.westlife.co.in

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



Strategic Levers

www.westlife.co.in

Running great restaurants

Right location & Right economics

Modern and Contemporary Design

Food – Menu and Value

Brand Extensions

Trust and Permissibility

Talent Management

High Performance Culture

Training and Development

Financial Discipline

Our

Restaurants

Our

BrandOur

People



Broadening Accessibility of Brand McDonald's

OUR RESTAURANT



Store Additions

Over 3x stores in last ~9 years

* System-wide HRPL store count

www.westlife.co.in

FY10

87

FY11

107

FY12

129

FY13

161

FY14

184

FY15

209

FY16

236

FY17

258

FY18

277

FY19

296

H1FY20

304



www.westlife.co.in

CHURCHGATE

300th

RESTAURANT

300th Restaurant Milestone

23 years ago, we brought the iconic McDonald’s Golden

Arches to India.

It has been an incredibly delicious journey ever since.



Our Restaurant Designs

www.westlife.co.in

EoTF 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 50+ in H1FY20

90% of our restaurants are now of modern and contemporary design

Continuous investments made in restaurants to make it modern and

contemporary



www.westlife.co.in

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)

www.westlife.co.in

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 upgradedlook

Operating Costs• Use of energy saving equipments• Redesign of HVAC basis heat map• Improved labour productivity

Break

even

Avg.

Development

Cost1

2013-14ROP 2.0

Target

ROP 2.0Actual

1x

24Months

Negative margins

Positivemargins

and cash flow

12-18Months

~12Months

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



Grow Baseline Sales

OUR BRAND



www.westlife.co.in

Servicing Multiple Segments

Menu: Strategic lever for driving AUV

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 47 products among hot & cold beverages

Rice Platform

2 product offerings1 – 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



Strong Focus on Value and Menu innovation

Some of the initiatives and menu additions

Grilled Chatpata Aloo Burger

new new

Eggstival

Fruit Splash

www.westlife.co.in

Fries on Us Campaign McSaver – Breakfast Mix & Match

Pg 24

10 mn cups brewed in 5 years



www.westlife.co.in

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 abalanced meal

40% less oil in our mayo; Up to 11% lesscalories 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




www.westlife.co.in

… By taking into consideration cultural sensitivity & menu localisation

Only country to have SEPARATE

Vegetarian and Non Vegetarian Kitchen

sections

Adapting popular forms

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

www.westlife.co.in

Building Trust and Permissibility




www.westlife.co.in

McBreakfast

Brand Extensions

100% Arabica beans, freshly ground

handcrafted coffee

Exclusive Breakfast menu from

7 AM - 12 Noon



Brand Extensions Increase AddressableMarket and Add More Occasions

Total market segment exposure

for McDonald’s* (USD bn) In-store for celebrations,

bonding and hanging out

McDelivery, Drive-thru and

breakfast for convenience

McCafé for experience and

indulgence

* 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

As we add brand extensions to eachrestaurant, the results are greater as a

whole than the individual parts resulting in

1+1+1=5

www.westlife.co.in

WFF marketexposure

Deliverymarket

New marketsegmentexposure

Café Total marketsegmentexposure

$ 1.9

$ 11.5 $ 13.4

$ 9.8 $ 23.2



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 205 McCafés as of Sep 2019

www.westlife.co.in

Source: 1) Euromonitor, 2018



www.westlife.co.in

McCafé Sales in 3 Years

McCafé sales have increased more than 6x in last 3 years

At the end of H1FY20, McCafé count stood at 205. McCafé base of restaurants has increased 2.7x in 3.5 years

75 110 149 190

Pg 30

1.0 1.2

2.1

4.11.0 1.1

1.6

2.5

0.0

0.5

1.0

1.5

2.0

2.5

3.0

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

FY16 FY17 FY18 FY19

Total Sales (x) Average Sales Per Day (x) 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 more

than 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 ~4.3x 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

www.westlife.co.in

Source: 1) Euromonitor, 2018



www.westlife.co.in

McDelivery Sales in 3 Years

1.0 1.2

2.1

4.11.0 1.1

1.6

2.5

0.0

0.5

1.0

1.5

2.0

2.5

3.0

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

FY16 FY17 FY18 FY19

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

MDS sales have increased more than 4x in last 3 years

• At the end of H1FY20, MDS hubs count stood at 239.

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

136 149 165 216



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

• New breakfast menu is a good blend between the classic Continental and Indian offerings - Veg & Egg Muffins,

Masala Dosa Brioche, Scrambled Eggs, Hot Cake and Waffles



We are a Digital Trailblazer

Initiatives taken on the digital platform

www.westlife.co.in

Global McDonald’ App to

increase in-store frequency

Experience of the Future stores to enhance

overall customer experience

McDelivery App



Good for people, Community and Planet

SCALE FOR GOOD



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 temptrucks

InboundTransportation

DistributionCentre

OutboundTransportation

Radhakrishna Foodland is sole service provider

304* 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

www.westlife.co.in

Only QSR in the Industry with an

Integrated ‘Farm to Fork’ Supply Chain



www.westlife.co.in

• Aim to establish care centres and care houses free of cost for the

benefit of families whose children are undergoing medical

treatment

• We built a family room and the OPD in Bai Jerbai Wadia Hospital

to give terminally ill children and their families a place to rest and

refresh

• In H1FY20, 2,686 patients utilized RMHC – Family Room

Services

• We achieved a significant milestone by reaching over 5,500

families through our facility, since inception three years back

• Generally carry out occasions related celebrations for cancer

patients to



www.westlife.co.in

Sustainable Growth

Pioneered large scale

lettuce farming

Sourced 95%

ingredients

locally and sustainably

Converted Used

Cooking Oil to 100%

bio-diesel

Indigenized

French fries

Introduced

bio-degradable cutlery

Deployed Energy

Management System

Sourced Forest

Stewardship

Council Certified Packaging

SUSTAINABILITY MILESTONES

Impact in 2018-19

Saved 28 lakh units

of electricity

Saved 300,000 Ltrs

of water

Saved 2,400 Gas

cylinders

Cut our carbon

emission by 4,300 tonnes

Saved 550,000 Ltrs

of diesel



High Performance Culture

OUR PEOPLE



www.westlife.co.in

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



www.westlife.co.in

Leadership Team

SURESH LAKSHMINARAYANAN

CHIEF FINANCIAL OFFICERSAURABH KALRA

SENIOR DIRECTOR – BUSINESS OPERATIONS,

RESTAURANT SOLUTIONS GROUP, BRAND

EXTENSIONS, STRATEGY & IT

VIKRAM OGALE

SENIOR DIRECTOR – SUPPLY

CHAIN, QUALITY INSURANCE &

NEW PRODUCT DEVELOPMENT

SEEMA ARORA NAMBIAR

SENIOR VICE PRESIDENT –

MARKETING & PEOPLE RESOURCES

DR. SHATADRU SENGUPTACOMPANY SECRETARY

Over 275 years of senior management cumulative experience

SANJAY SONI

SENIOR VICE PRESIDENT

DEVELOPMENT



www.westlife.co.in

Our People, Our Asset

OUR PEOPLE

• 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 H1FY20 the company invested

1,36,625 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

Pg 42

• 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



Grow Market Share and Margin

FINANCIAL DISCIPLINE



Strong SSSG Momentum Leading to

Strengthening of Baseline

Healthy SSSG for 15 consecutive quarters by

focusing on delivering great customer

experience, menu innovation and growth

across Delivery, McCafe and Breakfast

Sustained momentum in same store sales

resulted in higher average sales per

restaurant (AUV) and operational profitability

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

%

Q2

FY

16

Q3

FY

16

Q4

FY

16

Q1

FY

17

Q2

FY

17

Q3

FY

17

Q4

FY

17

Q1

FY

18

Q2

FY

18

Q3

FY

18

Q4

FY

18

Q1

FY

19

Q2 F

Y19

Q3

FY

19

Q4

FY

19

Q1

FY

20

Q2

FY

20

10

0.0

10

0.0

10

0.0

10

0.0

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

8.0

Q1 Q2 Q3 Q4

FY15* FY16 FY17 FY18 FY19 FY20

NOTE: *FY15 SSG normalised to base of 100



www.westlife.co.in

7,403 7,643 8,334

9,308

11,349

14,016

-6.4% -5.9%

1.8%

4.0%

15.8%

17.0%

-10%

-5%

0%

5%

10%

15%

20%

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

FY14 FY15 FY16 FY17 FY18 FY19

Trend in Sales & SSSG

Pg 45

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


6,918

7,785

H1FY19 H1FY20

24.9%

6.8%Sales (In Rs Mn) SSG Sales

(In Rs Mn)

SSG


www.westlife.co.in

Trend in Gross Margins

56.9%

58.4%

60.0%60.7%

62.6%

63.9%

64.7%

FY14 FY15 FY16 FY17 FY18 FY19 H1FY20

Pg 46


1



www.westlife.co.in

Restaurant Operating Margins (ROM)

Operating EBITDA Margins

12.6%

8.7%

11.9% 11.0%13.1%

14.6% 14.7%


7.3%

2.7%

5.9% 5.3%

7.5%9.1% 9.5%


Trend in ROM & Op. EBITDA

Pg 47

1

1




Trend in PAT & Cash Profits

(Rs. in mn)

488

273

438

560

889

1,258

719


10

-291

-206

-121

129

403

191


Profit After Tax (PAT) Cash Profits

www.westlife.co.inPg 48


1 1



FII and Public38%Promoter

Group62%

Shareholding Pattern*

Major Public Institutional Shareholders

• Arisaig India Fund Limited

• SBI Mutual Fund

• Bay Capital Investments

• Wellington Management Company

• ICICI Prudential Life Insurance Company

• Mirae Asset Management

Shareholding Pattern of WDL

Strong Promoter Commitment

Westlife

Development Ltd.

(BSE: 505533)

Hardcastle

Restaurants

Pvt. Ltd.

100%

*Shareholding Pattern as on Sep 30, 2019



THANK YOUIR Contact

For additional information:

Devanshi Dhruva

Investor Relations

(+91 22) 4913 5306

[email protected]

www.westlife.co.in


mailto:[email protected]



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