Westlife Development Ltd.westlife.co.in/download-pdf/Investor/Presentations... · Maharaja MacTM 2016/17 STORE ADDITIONS FY95 –FY97 1995 - Started as a JV Oct, 1996 - 1st store

Westlife Development Ltd.Hardcastle Restaurants Pvt. Ltd.

Corporate Presentation

December, 2020

Disclaimer

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

McDonald’s Leads Globally

Forbes 2020 Brand Ranking - World’s 10th most valuable brand

# 1. Apple

# 2. Google

# 3. Microsoft

# 4. Amazon

# 5. Facebook

# 6. Coca-Cola

# 7. Disney

# 8. Samsung

# 9. Louis Vuitton

# 11. Toyota

# 10. McDonald’s

# 12. Intel

# 13. Nike

# 14. AT&T

# 15. Cisco

Source: www.forbes.com


McDonald’s Leads Globally

Interbrand’s best Global Brands Ranking 2020 - World’s 9th most valuable brand

# 1. Apple

# 2. Amazon

# 3. Google

# 3. Microsoft

# 5. Samsung

# 6. Coco-Cola

# 7. Toyota

# 8. Mercedes

Benz

# 10. Disney

# 9. McDonald’s


Global Facts – Power of the Brand

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

McDonald’s restaurants feed 68 mn people every day

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

away ~ 1.5 bn toys each year with Happy Meals

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

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

McDonald’s sells over 75 burgers every single second

McDonalds serves 9 mn pounds of fries per day globally

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

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


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

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

WDL through its subsidiary HRPL operates

McDonald’s; ~60%

promoter holding

One of the fastest growing

players in India’s Quick

Service Restaurant (QSR)

sector

311* restaurants

across 42 cities

(as of Sep, 2020)

224 McCafé's and

276 McDelivery hubs

(as of Sep, 2020)

Modern and

contemporary store

designs enhancing

customer experience

Wide range of menu

offering, servicing all

day and providing value

for money

Robust Supply Chain;

Integrated

Farm to Fork model

Good Food Story-

Continuous improvement

to provide wholesome and

nutritious food


A Highly Recognized Organization


Smita Jatia gets recognised

among “The Most Powerful

Women in Business” by

Business Today

HRPL recognised among

‘India’s 100 Best Workplaces

for Women 2020’ by Great

Place to Work

Brand team judged as the best in

Asia Business Unit of McDonald’s

Corporation for their work on ‘Brand

& Convenience’ campaign

With an Extensive Footprint

Presence in 311 restaurants across 42 cities (as of Sep, 2020)


A Journey of Innovation & Excellence

Note: *DL – Development

License Stores are system-wide

HRPL stores

PRODUCT PLATFORMS and INNOVATIVE PRODUCT ADDITIONS

McAloo

TikkiTM 2004Chicken

McNuggetsTM

2010

McFlurryTM

2011

McEggTM

2012

Veg Pops

2013

Chicken Wings

2014

Indi McSpicyTM

2015

Good Food

Journey; Rice

Bowls; 2018

Breakfast

2010McSpicyTM

2011Masala Grill

2013

Royale

2014

Chicken Pops

2015Maharaja MacTM

2016/17

STORE ADDITIONS

FY95 – FY97

1995 - Started as a JV

Oct, 1996 - 1st store in

Mumbai

FY04 – FY06

Mar, 2004 – Started MDS

Oct, 2004 - Entered south

market

FY10 – FY12

May, 2010 - Ownership

status changed to DL*

Oct, 2010 - 100th store

FY16 – FY20

Sept, 2015 - 50th McCafe

Mar, 2016 - 250th store Dec,

2016 - 100thMcCafe

Mar, 2018 - 150th McCafe

Jan, 2019 – Launched

McDonald’s App

FY01 – FY03

Dec, 2001 - Drive-thru

started at Mumbai

(Kalamboli)

FY07 – FY09

Sept, 2007 - 50th store

FY13 – FY15

Oct, 2013 – Launched McCafe

Jun, 2014 - 200th store

Spice Fest

2012McSpicy Fried

Chicken;2020


With Immense Growth Potential

Source: 1) Euromonitor, 2019; 2) Brand Track, Mumbai and Internal McDonald’s sources

2019 Market Size

USD 55 bn9.9% CAGR

IEO MARKET1

WESTERN

FAST FOOD

2024E Market Size

USD 79 bn

QUICK SERVICE

RESTAURANT1

2019 Market Size

USD 4.6 bn13.2% CAGR 2024E Market Size

USD 7 bn

2018 Market Size

USD 1.9 bn

19.2% CAGR2024E Market Size

USD 3.8 bn

2019 Market Size

USD 2.3 bn9.1% CAGR

2023E Market Size

USD 3.1 bn

INDIAN

FAST FOOD1

WESTERN

FAST FOOD12019 Market Size

USD 2.1 bn

3

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


Growth Drivers for Food Sector India

India is expected to

become the world’s

youngest country by 2020,

with a mean age of 29.

• World Bank estimates

64% of India’s current

population falls in the

working group

• Higher youth and

working population

exhibits the potential of

increase in consumption

expenditure

Bringing a shift in

consumer behaviour and

spending patterns

• In 2004-05, 7% of

households had annual

income of more than Rs

5 lacs.

• In 2017-18, 17% of

households have an

annual income of more

than Rs 5 lacs

• Internet in India is

expected to grow to 700

mn + by 2020.

• Increase in penetration

of internet would lead to

higher usage of apps

including the plethora of

food ordering and

delivery service apps.

• Number of foreign

tourists arrival in India

stood at 10 mn in 2017

with annual growth rate

of 14%.

• Domestic tourism market

also expanded

considering 1,652.4 mn

domestic tourists in

2017.

• 34% of the population

resides in urban areas

and contributes 60% to

the GDP

Changing demographic landscape

Rising Income Levels

Increase in travel & tourism

Internet Penetration

Increase in

urbanisation

Source: NRAI Report 2019


Solid Foundation - Our Competitive Advantage

• Contemporary store design, EoTF stores, ROP 2.0

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

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

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

• Menu innovation • Strong “Farm to Fork” supplychain

• Economies ofscale

• The Good Food Story

• One of the most experienced management team in QSR industry

• Deployment of global best practices

• One of the most skilled QSR player – over 1 lakh hours in training programs atrestaurant level


Vision 2022

GROW BASELINE

SALES

BROADENING

ACCESSIBILITY OF

BRAND

McDONALD’S

GROW MARKET

SHARE & MARGIN

Sales growth to Rs. 20 - 25 bn

Restaurant level cash on cash returns >20%

Take EBITDA margin from low

to mid teens

Mid to high single digit SSSG%

400-500 restaurants Presence

in 45+cities

80-100 EoTF restaurants

Investment of Rs. 5+bn

McCafe: 75 to 300-350

McDelivery: 124 to 300-325

Leverage other brand

extensions and menu in future


SCENARIO DURING COVID-19

Covid-19 impact has been devastating on the region we operate in..

• India has the 2nd highest cases globally with a total

of 7.1 million infections

• The curve has just started flattening out in the last 2-

3 weeks

• 65% of all cases are in West and South India

• India was the country with the longest nationwide

lockdown globally



Though phased relaxations started in Q2; 50% of our stores were not allowed to operate dine-in until October…

Jun’20 Jul’20 Oct’2

0

Aug’20

• Lockdown was lifted from 8th June’20

onwards in most states – Kerala, Karnataka,

Andhra Pradesh, Telangana, Goa, Gujarat

and Chhattisgarh

• Maharashtra was under complete lockdown

and dine – in had not commenced

• Overall 57% of our operational stores were

not open for dine – in.

Maharashtra dine in

commenced with 33%

seating capacity and

with restrictions on

operating hours

Phase-wise relaxations across different states as the cities start re-opening for business with minor interruptions

261 270 278 302

End of period

operational

stores

Sep’

20287

• 10 days complete lockdown in Pune

• Madhya Pradesh commenced dine in

operations

• Entire quarter dine in was not operational

in Chennai on Sundays

• Maharashtra dine in was not operational

entire quarter

• Phased re-opening

Tamil Nadu Mall store

(Chennai) from mid

July

• Phased re-opening

Tamil Nadu

standalone stores

(Chennai) from mid

August

Note: Operational stores : Open on any sales channel


But we embraced this crisis as leadership opportunity with strong recovery month on month ….…

Apr May Jun Jul Aug Sep

Sales

15-20% 40 - 45% 65 - 70%

Nationwide lockdown imposed

in Mar’20; restaurants

completely shut and delivery

allowed to operate

States allowed to open dine-in

in a staggered manner

Maharashtra (50%

of sales) allowed to

start dine-in from

Oct’20

Sales Recovery Rate % vs

Pre Covid Levels (Feb’20)

WDL is back to 65 - 70% of sales of pre Covid levels

119 197 263 270 278 287

Operational

Stores

Note: Pre Covid levels – Feb’20


Speed of recovery improving as initiatives from Q1 play out and caution around Covid-19 reduces….

45-50%

55-60%

50-55%

70-75%

60-65%

65-70%

75-85%

Bucket 112+ weeks since dine-in opened

54% of restaurants

Bucket 24-8 weeks since dine in opened

46% of restaurants

1 Month since opening 2 months since opening 3 months since opening

4 months since opening 5 months since opening

• 7-10% month on month

increase in recovery rate once

dine-in is allowed to open

• We are confident that the

robust recovery will continue

in Q3 FY21

0.8

1.0

1.2

1.4

1.6

1.8

2.0

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Sale

s ind

ex

Weeks since dine in resumed

Channel wise recovery of Bucket 1 stores

Convenience Dine-in

Robust growth continues week on week on convenience as well as Dine In

• Recovery is driven by

convenience & dine in

• Sales from convenience

channels are here to stay, it is

an additional usage occasion

for our consumers

• Expect strong growth in both

channels of business in the

coming quarters


Convenience continuing to deliver exceptional & incremental growth

Note: Convenience Platform includes MDS, OTG & Drive Thrus

Average Check for Sep’20 has

increased by 30-35% over pre

Covid levels

Convenience platform for Sep’20 is back to overall pre Covid levels (Feb’20)

New sales channel i.e. On the

Go (OTG) has been

witnessing robust growth

M-o-M basis and grew 4x

from July to Sep’20

Robust recovery in McDelivery

and Drive Thru average sales

per day


Aided by volume recovery and proactive plan to manage and mitigate risk resulting in break even in Sept’20Reducing cost base & increasing liquidity by relentlessly focusing on cash conservation

Positive landlord negotiations -

constructive ongoing negotiations

with landlords to secure rent relief

and deferrals, together with revised

contractual terms

Operating Efficiencies - Rationalised

supply chain costs (zero base budgeting,

reducing wastages, optimizing

distribution costs) and store operating

costs (M&R, utilities, crew labour etc)

Headoffice rationalization –

renegotiating office rentals, reducing

discretionary expenses like travel,

shifting some services from annuity to

need based.

Employees – utilised furlough and

flexible furlough schemes to ensure

retention of majority of our employees

through the pandemic

Working Capital - renegotiated

contracts with key suppliers and

agreed payment plans

Lender Support - secured increase

in revolving credit facility to improve

liquidity, not currently utilised

Reduction in fixed cost by ~30% and optimization of variable costs has resulted in lower restaurant break-even point as well as enabled the

company to maintain enough liquidity and reduce net debt on balance sheet


BUSINESS STRATEGY

Strategic Levers

Trust and Permissibility

Brand Extensions & Accessibility

Food – Menu and ValueModern and

Contemporary Design

Running great restaurants

Right location & Right economics

Talent Management

High Performance Culture

Training and Development

Financial Discipline

Our

Brand

Our

Restaurants

Our

People


OUR RESTAURANTBROADENING ACCESSIBILITY OF BRAND

MCDONALD’S

Store Additions

Over 3.5x stores in last ~10 years

FY10

87

FY11

107

FY12

129

FY13

161

FY14

184

FY15

209

FY16

236

FY17

258

FY18

277

FY19

296

FY20

319

* System-wide HRPL store count


Our Restaurant DesignsEoTF design enhancing customer experience

Modern and contemporary store designs

Providing digital experience and table service to our customers

through EOTF stores is receiving good traction

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

90% of our restaurants are now of modern and contemporary

design

Continuous investments made in restaurants to make it

modern and contemporary


Experience of the Future Stores

EOTF elements that enhance the overall customer experience at the store

EoTF design enhancing customer experience

Table Service Self Ordering

ScreensPersonal Guest

Assistance

Gaming Pads Air Chargers


New Business Unit Economics (ROP 2.0)

Average Investment

of ~ Rs. 25 – 30 mn

Stores typically need 2-3 years

to establish, depending upon the

brand awareness in the city

Year 1: Positive

contribution to ROM%

Year 3:

Sales: Rs. 40-45 mn;

Cash ROI 20%+


Achievements under ROP 2.0

Initiatives under ROP 2.0

Results of ROP 2.0 significantly

outperformed our targets

Equipment Options

• Localisation of seating and kitchen equipment, yet providing an

upgraded look

Operating Costs

• Use of energy savingequipments• Redesign of HVAC basis heat map• Improved labour productivity

Break

even

Avg.

Development

Cost1

2013-14ROP 2.0

Target

ROP 2.0

Actual

1x

24

Months

Negative margins

Positivemargins

and cash flow

12-18

Months~12

Months

0.8x 0.7x

Cash

Break-even1

ROM %1

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

Cash on Cash ROI1 to 10%+ in Year 1

Restaurant Design

• New external Façade• Pre-fabrication of parts of the

building structure


OUR BRANDGROW BASELINE SALES

Servicing Multiple Segments

Menu: Strategic lever for driving AUV

1 – QSR 50 – QSR Magazine 2017

* Graphs not to scale, for representational purpose only

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

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

Chicken

Burger

Pizza

Beverages

Desserts

Delivery

Breakfast

Indian fast food

Others

Burgers

~13 products with many burgers that record

annual sales of Rs. 1+bn

Wraps

3 wraps

Naan & Sides

12 Strong product offerings

Desserts

15 desserts offerings

Breakfast

Only organised WFF player in this space

offering ~13 products

Beverages

WFF player having 45+ products

among hot & cold beverages

Rice Platform

2 product offerings


Building Trust and Permissibility

…By constantly improving our food

Up to 20% less sodium in

our products

Most breakfast patties

are grilled or steamed

McAloo TikkiTM is a

balanced meal

40% less oil in our mayo;

Up to 11% less calories

in our burgers

McVeggieTM has 25%

more dietary fibres

No artificial colour,

preservatives or flavours in

our patties

Whole Wheat Buns

with sesame lining

Soft serve is 100%

milk 96% fat free


Building Trust and Permissibility

… By taking into consideration cultural sensitivity & menu localisation

Only country to have SEPARATE

Vegetarian and Non Vegetarian Kitchen

sections

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


Brand Extensions

100% Arabica beans, freshly

ground handcrafted coffee

Exclusive Breakfast menu from 7

AM - 12 Noon


Brand Extensions Increase Addressable Market and Add More Occasions

Total market segment exposure

for McDonald’s* (USD bn)

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

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

WFF marketexposure

Deliverymarket

New marketsegmentexposure

Café Total marketsegmentexposure

$ 1.9

$ 11.5 $ 13.4

$ 9.8 $ 23.2

In-store for celebrations,

bonding and hanging out

McDelivery, Drive-thru and

breakfast for convenience

McCafé for experience and

indulgence

As we add brand extensions to each

restaurant, the results are greater as a

whole than the individual parts resulting in

1+1+1=5


McCafé

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

affordable prices while also offering unique relevant food options

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

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

coffee

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

during peak lunch and dinner time

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

QSR industry

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

iced teas & more

• Overall the Company has 224 McCafés as of Sep 2020

Source: 1) Euromonitor, 2018


McCafé Sales in 4 Years

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

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

75 110 149 190 223

1.02.3

4.3

6.78.7

1.01.3

1.72.1

2.3

0.0

0.5

1.0

1.5

2.0

2.5

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0

10.0

FY16 FY17 FY18 FY19 FY20

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


McDelivery

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

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

$23.5 bn in 2022

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

convenience by delivering food at customers’ doorsteps

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

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

• Our competitive advantage:

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

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

breakfast play),

o Strong reach and penetration

o Food offers

Source: 1) Euromonitor, 2018


McDelivery Sales in 4 Years

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

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

1.0 1.22.1

4.1

6.31.0 1.1

1.6

2.5

3.2

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

FY16 FY17 FY18 FY19 FY20

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

136 149 165 216 264


McBreakfast

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

breakfast category in India was re-introduced in 2017

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

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

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

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


We are a Digital Trailblazer

Global McDonald’s App

to increase in-store

frequency

Experience of the Future

stores to enhance overall

customer experience

McDelivery App On The Go

Initiatives taken on the digital platform



McDonald’s App CampaignsDriving frequency and guest count

No. of downloads during Q2FY21 increased 1.7x

QoQ and the active users increased by ~44%

YoY basis and 11% QoQ basis

Total guest count on GMAL increased ~4x

QoQ basis during Q2FY21

Organic growth

+ restart of

digital

acquisition and

remarketing

campaigns

Drop due

to onset

of

COVID

Relaxed

lockdown

rules led to

increase in

redemptions

Levelling of

organic

growth in

Sept vs

August, Dine

in opening in

Oct to drive

growth

SCALE FOR GOODGOOD FOR PEOPLE, COMMUNITY AND

PLANET

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

Return logistics

(for plastic crates)

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

Grower /Processor

Processing unit

• Lettuce growers

• Potato growers

• Poultry

• Coating systems

• Noida

• Mumbai

• Kolkata

• Bengaluru

Strong long-term

relationships with most

of our suppliers /

vendors

Dedicated fleet of

refrigerated trucks

Dedicated fleet of

multi-temp and single

temp trucks

InboundTransportation

DistributionCentre

OutboundTransportation

Radhakrishna Foodland is sole service provider

320* restaurants

across 42 cities

*System-wide

HRPL stores

Differentiating Factors

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

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

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

• Over 95% local sourcing


Serving Our Community


#ServingTheNationWithExtraCare: Touched 68,100+ lives

We partnered with many NGOs and corporates to distribute safe and

hygienic food to police officers, healthcare workers and daily wage earners

Sustainable Growth

Impact in 2019 - 20

Saved 28 lakh units

of electricity

Saved 300,000 Ltrs

of water

Saved 2,400 Gas

cylinders

Cut our carbon

emission by 2,300

tonnes

Saved 550,000 Ltrs

of diesel

Pioneered large scale

lettuce farming

Sourced 95% ingredients

locally and sustainably

Converted Used Cooking

Oil to 100% bio-dieselIndigenized

French fries

Introduced

bio-degradable cutlery

Deployed Energy

Management System

Sourced Forest Stewardship

Council Certified Packaging

SUSTAINABILITY MILESTONES


OUR PEOPLEHIGH PERFORMANCE CULTURE

Our Board of Directors

ACHAL JATIA - DIRECTOR

EXECUTIVE CHAIRMAN –

HARDCASTLE PETROFER PVT. LTD.

AMIT JATIA – VICE CHAIRMAN

WESTLIFE DEVELOPMENT LTD.

B. L. JATIA - CHAIRMAN

MANAGING DIRECTOR – HARDCASTLE

& WAUD MFG. CO. LTD.

SMITA JATIA – DIRECTOR

WESTLIFE DEVELOPMENT LTD.

TARUN KATARIA

NON-EXECUTIVE DIRECTOR, STERLITE

INVESTMENT MANAGERS LTD. AND

PODDAR HOUSING & DEVELOPMENT LTD.

BOARD MEMBER OF HSBC BANK

(SINGAPORE)

P.R.BARPANDE

MEMBER OF INSTITUTE OF

CHARTERED ACCOUNTANTS OF INDIA

MANISH CHOKHANI

MEMBER OF LIVINGUARD AG

INDEPENDENT DIRECTOR – ZEE

ENTERTAINMENT LTD. & SHOPPOERS

STOP LTD. AMONG OTHERS

AMISHA JAIN

CEO - ZIVAME

INDEPENDENT DIRECTORS


Leadership Team

PANKAJ ROONGTA

CHIEF FINANCIAL OFFICER & VICE

PRESIDENT – FINANCE & ACCOUNTS

SAURABH KALRASENIOR DIRECTOR – BUSINESS OPERATIONS,

RESTAURANT SOLUTIONS GROUP, STRATEGY,

MARKETING & COMMUNICATIONS

VIKRAM OGALE

SENIOR DIRECTOR – SUPPLY CHAIN,

QUALITY SYSTEMS & NEW PRODUCT

DEVELOPMENT

NAMRATA MATHUR

VICE PRESIDENT – PEOPLE RESOURCES

DR. SHATADRU SENGUPTALEGAL & COMPANY SECRETARY

Over 275 years of senior management cumulative experience

SANJAY SONI

SENIOR VICE PRESIDENT PLANNING &

DEVELOPMENT


Our People, Our Asset

• Employed a total of ~9,000 employees

• 32%+ of our employees are women

• The Company invests lot of time and efforts in

training its employees.

• Extended use of recognition through apps to

ensure visibility and connect to motivate

employees

• Extended Community involvement

Employee Training


Our Crew are our Superheroes, who were

serving the nation with extra care during

the difficult period of Covid-19 outbreak

FINANCIAL DISCIPLINEGROW MARKET SHARE AND MARGIN

Strong SSSG Momentum Leading to Strengthening ofBaseline

Consistently registering positive and healthy SSSG for 18

consecutive quarters (excluding Q4FY20 onwards due to Covid -19

impact) by focusing on delivering great customer experience and

growth across Delivery, McCafe and Breakfast

1.7

%

3.1

% 8.4

%

3.4

%

6.5

%

5.1

%

1.0

% 8.7

%

8.4

%

20

.7%

25

.1%

24

.1%

25

.7%

14

.5%

5.6

%

6.7

%

7.0

%

9.2

%-6

.9%

(54

.0%

)

Q2 F

Y1

6

Q3 F

Y1

6

Q4 F

Y1

6

Q1 F

Y1

7

Q2 F

Y1

7

Q3 F

Y1

7

Q4 F

Y1

7

Q1 F

Y1

8

Q2 F

Y1

8

Q3 F

Y1

8

Q4 F

Y1

8

Q1 F

Y1

9

Q2 F

Y1

9

Q3 F

Y1

9

Q4 F

Y1

9

Q1 F

Y2

0

Q2 F

Y2

0

Q3 F

Y2

0

Q4 F

Y2

0

Q1

FY

21

Q2

FY

21

12

.3%

Jan – Feb’20

Sustained momentum in same store sales resulted in higher

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

Q4FY20, which was impacted due to Covid - 19

NOTE: *FY15 SSG normalised to base of 100


(40.7

%)

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

16

3.5

13

4.6

65

.0 9

3.7

Q1 Q2 Q3 Q4

FY15* FY16 FY17 FY18 FY19 FY20 FY21

Trend in Sales & SSSG

7,403 7,643 8,334

9,308

11,349

14,016

15,478

-6.4% -5.9%

1.8%

4.0%

15.8%17.0%

4.0%

-10%

-5%

0%

5%

10%

15%

20%

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

FY14 FY15 FY16 FY17 FY18 FY19 FY20

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

2015, recognized in Q2 FY16

1

Sales (In Rs Mn) SSG


Trend in Gross Margins

56.9%

58.4%

60.0%60.7%

62.6%

63.9%65.2%


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

2015, recognized in Q2 FY16


7.3%

2.7%

5.9% 5.3%7.5%

8.9% 9.3%


12.6%

8.7%

11.9% 11.0%13.1%

14.4% 14.6%


Trend in ROM & Op. EBITDA

Restaurant Operating Margins (ROM)

Operating EBITDA Margins

1

1

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

31, 2015, recognized in Q2 FY16;


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

488

273

438

560

889

1,258

1,299


10

-291

-206

-121

129

403

366


Profit After Tax (PAT) Cash Profits

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

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

1 12 2


Strong Promoter Commitment

FII and Public41%

Promoter Group59%

Shareholding Pattern*

Major Public Institutional Shareholders

• SBI Mutual Fund

• ICICI Prudential Life Insurance Company

• Sundaram Mutual Fund

• DSP Blackrock Fund

• HSBC Asset Management

Westlife

Development Ltd.

(BSE: 505533)

Hardcastle

Restaurants

Pvt. Ltd.

100%

*Shareholding Pattern as on Sep 30, 2020


Thank you

IR Contact

For additional information:

Devanshi Dhruva | Investor Relations

(+91 22) 4913 5306

[email protected]

Documents

Westlife Development Ltd.westlife.co.in/download-pdf/Investor/Presentations... · Maharaja MacTM 2016/17 STORE ADDITIONS FY95 –FY97 1995 - Started as a JV Oct, 1996 - 1st store