SECURITIES AND EXCHANGE COMMISSIONWashington, D.C. 20549
FORM 20-F
(Mark One) REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934
or
ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the fiscal year ended: September 30, 2002
TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
Commission file number: 1-10409
SIX CONTINENTS PLC(Exact name of Registrant as specified in its charter)
England and Wales(Jurisdiction of incorporation or organization)
20 North Audley Street,London W1K 6WN(Address of principal executive offices)
Securities registered or to be registered pursuant to Section 12(b) of the Act:
Securities registered or to be registered pursuant to Section 12(g) of the Act: None
Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act: None
Indicate the number of outstanding shares of each of the issuer’s classes of capital or common stock as of the close of the period covered by the annual report:
Ordinary Shares of 28p each 866,610,019
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the Registrant was required to file such reports) and (2) has been subject to such filing requirements for the past 90 days:
Yes No
Indicate by check mark which financial statement item the registrant has elected to follow:
Item 17 Item 18
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TABLE OF CONTENTS
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INTRODUCTION
As used in this document, except as the context otherwise requires, the terms:
The Company publishes its Consolidated Financial Statements expressed in UK pounds sterling. In this document, references to “US dollars”, “US$”, “$” or “¢” are to United States (“US”) currency, references to “euro” or “€” are to the euro, the currency of the European Economic and Monetary Union and references to “pounds sterling”, “sterling”, “£”, “pence” or “p” are to UK currency. Solely for convenience, this Annual Report on Form 20-F contains translations of certain pound sterling amounts into US dollars at specified rates. These translations should not be construed as representations that the pound sterling amounts actually represent such US dollar amounts or could be converted into US dollars at the rates indicated. Unless otherwise indicated, the translations of pounds sterling into US dollars have been made at the rate of £1.00 = $1.57, the noon buying rate in The City of New York for cable transfers in pounds sterling as certified for customs purposes by the Federal Reserve Bank of New York (the “Noon Buying Rate”) on September 30, 2002. On February 10, 2003 the Noon Buying Rate was £1.00 = $1.63. For information regarding rates of exchange between pounds sterling and US dollars from fiscal 1998 to the present, see “Item 3. Key Information – Exchange Rates”.
The Company’s fiscal year ends on September 30 of each year. After Separation, Six Continents PLC will be a wholly-owned subsidiary of InterContinental PLC. InterContinental PLC’s fiscal year will end on December 31
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of each year, commencing with the period ending December 31, 2003. The December 31 fiscal year end is in line with the standard calendar accounting year ends of the majority of comparable US and European hotel companies. References in this document to a particular year are to the fiscal year unless otherwise indicated. For example, references to the fiscal year ended September 30, 2002 are shown as 2002, and other fiscal years in a similar manner.
References in this document to the “Companies Act” mean the Companies Act 1985, as amended, of Great Britain; references to the “EU” mean the European Union. References in this document to “UK” refer to the United Kingdom of Great Britain and Northern Ireland.
The Company’s Consolidated Financial Statements are prepared on the basis of accounting principles generally accepted in the United Kingdom (“UK GAAP”) which differ from those generally accepted in the United States (“US GAAP”). The significant differences applicable to Six Continents are explained in Note 32 of Notes to the Financial Statements.
The Company furnishes The Bank of New York, as Depositary, with annual reports containing Consolidated Financial Statements and an independent auditor’s opinion thereon. These Financial Statements are prepared on the basis of UK GAAP. The annual reports contain reconciliations to US GAAP of net income and shareholders’ equity. The Company also furnishes the Depositary with semi-annual reports prepared in conformity with UK GAAP, which contain unaudited interim consolidated financial information. Upon receipt thereof, the Depositary mails all such reports to recorded holders of American Depositary Receipts (“ADRs”) evidencing American Depositary Shares (“ADSs”). The Company also furnishes to the Depositary all notices of shareholders’ meetings and other reports and communications that are made generally available to shareholders of the Company. The Depositary makes such notices, reports and communications available for inspection by recorded holders of ADRs and mails to all recorded holders of ADRs notices of shareholders’ meetings received by the Depositary. The Company is not required to report quarterly financial information.
CAUTIONARY NOTE REGARDING FORWARD-LOOKING STATEMENTS
This Form 20-F contains certain forward-looking statements as defined in Section 21E of the Securities Exchange Act of 1934 with respect to the financial condition, results of operations and business of the Group and certain of the plans and objectives of the board of directors of Six Continents with respect thereto. These forward-looking statements can be identified by the fact that they do not relate only to historical or current facts. Forward-looking statements often use such words as “anticipate”, “target”, “expect”, “estimate”, “intend”, “plan”, “goal”, “believe” or other words of similar meaning. Such statements in the Form 20-F include, but are not limited to, statements under the following headings: (i) “Item 4. Information on the Company”; (ii) “Item 5. Operating and Financial Review and Prospects”; (iii) “Item 8. Financial Informa tion”; and (iv) “Item 11. Quantitative and Qualitative Disclosures About Market Risk”. Specific risks faced by the Company are described under “Item 3. Key Information – Risk Factors” on pages 11 to 19. By their nature, forward-looking statements involve risk and uncertainty, and the factors described in the context of such forward-looking statements in this Form 20-F could cause actual results and developments to differ materially from those expressed in or implied by such forward-looking statements. These factors include, among others, the effect of international economic conditions and unforeseen external events on the business, the ability to recruit and retain key personnel, the risks involved with developing and employing new technologies, possible regulatory changes or actions, the Group’s ability to purchase adequate insurance, the risks involved with the Group’s reliance on brands and protection of intellectual property rights and the reliance on consumer perception of its brands, the effect of changes in tax legislation, the future balance between supply and demand for the Group’s hotel and pubs and restaurants, the availability of hotel properties to be acquired or operated by franchisees or by the Group under management contracts, possible problems with the Group’s centralized services, possible regulatory changes or actions, changes imposed by the emergence of internet-based travel reservation systems, possible product contamination in the soft drinks business, the risk of reliance on suppliers, the effect of adverse weather conditions on demand in the soft drinks business, the ability to access the capital markets for future capital needs or risks associated with funding the defined benefits under its pension schemes, and the effect of fluctuations in the US dollar/UK pound sterling exchange rate on the price of Company ADSs and the US dollar value of any dividends. Further, particular consideration should be given to the ongoing politica l uncertainties and specifically the threat of conflict in the Middle East which could adversely affect the financial condition of the Group.
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PART I
ITEM 1. IDENTITY OF DIRECTORS, SENIOR MANAGEMENT AND ADVISORS
Not applicable.
ITEM 2. OFFER STATISTICS AND EXPECTED TIMETABLE
ITEM 3. KEY INFORMATION
SELECTED CONSOLIDATED FINANCIAL INFORMATION
Summary
The selected consolidated financial data set forth below are derived from Consolidated Financial Statements of the Group, which have been audited by its independent auditors, Ernst & Young LLP, restated where appropriate to accord with the Group’s current accounting policies and presentation. The selected consolidated financial data set forth below should be read in conjunction with, and are qualified in their entirety by reference to, the Consolidated Financial Statements and Notes thereto included elsewhere in this Annual Report.
The Group prepares its Consolidated Financial Statements in accordance with UK GAAP which differ in certain respects from US GAAP. A description of the significant differences and reconciliations of net income and shareholders’ equity are set forth in Note 32 of Notes to the Financial Statements.
On October 1, 2002, Six Continents PLC announced its intention to separate Six Continents Retail from Six Continents Hotels and Soft Drinks. Under UK GAAP Six Continents Retail is treated as a continuing operation in these financial statements, whereas under US GAAP it is treated as a discontinued operation. Discontinued operations under UK GAAP and US GAAP include the results of the leased pub business which was sold in 1998.
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Consolidated Profit and Loss Account Data
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Consolidated Balance Sheet Data
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Dividends
Historically, the Company has paid dividends on its ordinary shares each year since its formation in 1967.
As announced on October 1, 2002, Six Continents intends to pay an interim dividend of 6.6p per existing Six Continents share for the period prior to the Separation. This dividend will be the last dividend paid by Six Continents to existing Company shareholders and is expected to be paid on April 9, 2003. This is earlier than the usual payment date of July 31, 2003 in order to allow the dividend to be paid by Six Continents prior to the Separation. Any dividends thereafter will be payable by InterContinental Hotels Group PLC and Mitchells & Butlers PLC.
InterContinental Hotels Group PLC intends to recommend that an interim dividend and a final dividend for 2003, together totaling 13.5p per new ordinary share, be declared. The interim dividend is expected to be payable in October 2003 and the final dividend in June 2004. The final dividend is expected to account for around 70% of the total annual dividend per share. Thereafter, it is envisaged that an interim dividend will be paid by InterContinental Hotels Group PLC in October and a final dividend in May of each year. This differs from the current Six Continents payment schedule due to the change of accounting year end from September 30 to December 31. InterContinental Hotels Group PLC intends to establish a progressive dividend policy that is appropriate to the strategies for the InterContinental Group and will seek to grow dividends in real terms from the base of 13.5p as indicated above and to build cover over time as the hot el cycle improves.
Mitchells & Butlers PLC intends to recommend a final 2003 dividend of 5.65p and a 2004 interim dividend of 2.85p, making the 8.5p per ordinary share announced on October 1, 2002. Mitchells & Butlers PLC intends to recommend a 2004 final dividend of 6.65p, an increase of 18% over the 2003 final (making a total dividend of 9.5p in respect of Mitchells & Butlers PLC first full fiscal year to September 2004). Thereafter, Mitchells & Butlers PLC intends to adopt a progressive dividend policy to deliver real growth in dividends from the level established in 2004.
Notwithstanding this expectation, the payment of any further dividends will depend upon the earnings and financial condition of InterContinental PLC and Mitchells & Butlers PLC and such other factors as the relevant board of directors deems pertinent.
The table below sets forth the amounts of interim, final and total dividends on each ordinary share in respect of each fiscal year indicated. For the purposes of showing the dollar amounts per ADS, such amounts are before deduction of UK withholding tax (as described under “Item 10. Additional Information — Taxation”) and are translated into US dollars per ADS at the Noon Buying Rate on each of the respective UK payment dates. However, dividends paid in US dollars by the Depositary may be based on a market exchange rate other than the Noon Buying Rate.
The proposed 2002 final dividend and 2003 interim dividend of Six Continents and any interim and final dividends of InterContinental PLC and M and B will be paid in pounds sterling and exchange rate fluctuations will affect the US dollar amount received by holders of ADRs on conversion of such dividends. Moreover, fluctuations in the exchange rates between pounds sterling and the US dollar will affect the dollar equivalent of
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the pounds sterling price of the ordinary shares on the London Stock Exchange and, as a result, are likely to affect the market price of the ADSs which are evidenced by ADRs in the United States.
Exchange Rates
The following tables show, for the periods and dates indicated, certain information regarding the exchange rate for pounds sterling, based on the Noon Buying Rate for pounds sterling expressed in US dollars per £1.00. The exchange rate on February 10, 2003 was £1.00 = US$1.63.
A significant portion of the Group’s assets, liabilities and revenues are denominated in currencies other than pounds sterling, principally the US dollar and euro. For a discussion of the impact of exchange rate movements, see “Item 5. Operating and Financial Review and Prospects — Liquidity and Capital Resources”.
RISK FACTORS
This section describes some of the risks that could materially affect the Group’s businesses. The factors below should be considered in connection with any forward-looking statements in this Form 20-F and the cautionary statements contained on page 6.
The risks below are not the only ones that the Group faces. Some risks are not yet known to Six Continents and some that Six Continents does not currently believe to be material could later turn out to be material. In particular, consideration should be given to the ongoing global political uncertainties and specifically the threat of conflict in the Middle East which could adversely effect the financial condition of the Group’s businesses. All of these risks could materially affect the Group’s businesses, turnover, operating profit, earnings, net assets and liquidity and capital resources.
As a consequence of the proposed Separation, additional risk factors have been identified to reflect the lower materiality threshold which would relate to Six Continents Hotels and Soft Drinks and to Six Continents Retail as separate businesses after Separation.
General Risks
The Group is exposed to the risks of economic recession
The Group is exposed to the risks of either a global recession or a recession in one or more of its key markets. The effect would be to lower revenues and reduce income. For SCH, a recession would adversely affect
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room rates and/or occupancy levels and other income generating activities resulting in deterioration of results of operations and limiting its ability to sell its properties in affected economies.
SCR is exposed to the risks of a recession in the United Kingdom and to a lesser extent in Germany. A recession in either market could result in lower consumer expenditure and therefore lower revenues and reduced net income, particularly in SCR’s restaurant business. SCR’s Alex sites in Germany have already experienced lower revenues as a result of the current economic climate in Germany. SCR’s sites in London have experienced lower revenues as a result of economic downturn from decreased activity in the financial markets and from reduced tourist visits as a result of the terrorist attacks on September 11, 2001 and the possible threat of conflict in the Middle East.
The Group is exposed to political and economic developments and currency exchange rate fluctuations
As the Group has worldwide operations, global political and economic developments and currency exchange rate fluctuations may impact results of operations. In addition, other local economic factors such as local interest rates, risks of hyper-inflation or deflation and political developments in some countries could adversely impact the Group’s results of operations. Political or economic factors could effectively prevent the Group from receiving profits from, or from selling its investments in, these countries. These factors could affect the operation or creditworthiness of banks or other counterparties with which the Group has dealings. In addition, fluctuations in currency exchange rates between the UK pound sterling and the US dollar and the currencies in which the Group’s international operations or investments operate could adversely affect the Group’s reported earnings and the value of its businesses.
As the Group operates in many countries, the functional currency of its operations is generally the currency of the local operating environment. As a result, foreign exchange rate fluctuations between currencies could have a material adverse effect on the Group’s reported operating results, which are stated in pounds sterling.
The Group is dependent upon recruiting and retaining key personnel, and developing their skills
In order to develop, support and market its products, the Group must hire and retain highly skilled employees with particular expertise. The implementation of the Group’s strategic business plans could be undermined by failure to recruit or retain key personnel, the unexpected loss of key senior employees, failures in the Group’s succession planning, or a failure to invest in the development of key skills. Additionally, unless skills are supported by a sufficient infrastructure to enable knowledge and skills to be passed on, the Group risks losing accumulated knowledge if key employees leave the Group.
The Group is exposed to certain risks in relation to technology
A failure by the Group to take advantage of new technology and developments could put the Group at a competitive disadvantage in the field of e-commerce and business-to-business hospitality or supplier procurement or any other aspect of the Group businesses dependent upon its technology infrastructure. The Group may have to make substantial additional investments in new technologies to remain competitive. The technologies that the Group chooses may not prove to be commercially successful or the information technology strategy employed may not be sufficiently aligned or responsive to changes in business strategy. As a result, the Group could lose customers, fail to attract new customers or incur substantial costs in order to maintain its customer base or face other losses.
Failure to develop an appropriate e-commerce strategy and select the right partners could allow the Group’s market share to erode. Loss of key communications linkages or key parts of the IT infrastructure for a prolonged period or permanently may result in significant business interruption and subsequent impact on reserves.
The Group is exposed to regulatory action
Both in the United Kingdom and internationally, the Group’s operations are subject to regulation, and further changes in regulation could adversely affect results of operations. Examples of such regulatory changes could include:
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Adverse regulatory developments could limit or prevent the Group receiving profits from, or limit its ability to sell, the properties affected by the regulatory change.
The Group may face difficulties insuring its businesses
Historically, Six Continents has maintained insurance at levels determined by it to be appropriate in light of the cost of cover and the risk profiles of the businesses in which it operates. Following the effects of the September 11, 2001 terrorist attacks, companies in general are facing increased premiums for reduced cover as the insurance market has hardened. The Group will continue to explore ways of sensibly insuring risk. Generally, the Group will have to pay higher premiums or in some cases take out less, or a lower quality of, cover. This could adversely affect the Group by increasing costs or increasing the exposure of the Group to certain risks.
The M and B Group intends to be covered by Six Continents’ existing policies until September 30, 2003. From October 2003, the M and B Group and the InterContinental Group will be required to establish new insurance arrangements. This could adversely affect the M and B Group and the InterContinental Group by increasing costs or increasing their exposure to certain risks.
The Group is reliant on the reputation of its brands and the protection of its intellectual property rights
An event that materially damaged the reputation of one or more of the Group’s brands and/or failure to sustain the appeal of the Group’s brands to its customers could have an adverse impact on the value of that brand and subsequent revenues from that brand or business. Given the importance of brand recognition to the Group’s businesses, the Group has invested considerable effort in protecting its intellectual property, including by registration of trademarks and domain names. If the Group is unable to protect its intellectual property, any infringement or misappropriation could materially harm its future financial results and ability to develop its businesses.
The Group is exposed to changes in consumer perception and preference adversely affecting its brands
The Group’s range of brands and relevance to the sectors of the markets in which it operates may be adversely affected by changes in taste, commoditization, loss of distribution or other factors affecting consumers’ willingness to purchase goods or services, including any factor which adversely affects the reputation of those brands.
The Group is exposed to changes in tax legislation
Changes in tax legislation and practice may adversely affect the financial performance of the Group.
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Funding Risks
The Group’s indebtedness could adversely affect its financial health
The Group has put in place borrowing facilities to meet its expected capital resource requirements. The Group’s ability to borrow under these and any other additional facilities which it might seek to establish will be determined by the Group being able to comply with certain financial and other covenants contained in the relevant facility documentation. If the Group’s revenues, cash flow or credit ratings do not meet expectations, the Group may lose its ability to borrow money or to do so on terms it considers to be favorable. Conditions in the capital markets will also affect the Group’s ability to borrow funds or to raise equity financing, as well as the terms it may obtain. All of these factors could also make it difficult or impossible for the Group otherwise to raise capital needed to pursue its strategy.
The Company cannot assure investors that the Group will be able to arrange any additional financing or refinancing needed to fund its capital resource requirements on acceptable terms, or at all. As the Group’s levels of debt increase, its business may not be able to generate sufficient cash flow to service its debt and/or continue its investment program.
Pensions risks
The Group is exposed to funding risks in relation to the defined benefits under its pension schemes
The Group is obliged by law to maintain a minimum funding level in relation to its ongoing obligation to provide current and future pensions for the members of its schemes who are entitled to defined benefits. In addition to this, if any scheme of the Group is wound up, the Group could become statutorily liable to make an immediate payment to the trustees to bring the funding of these defined benefits to a level which is higher than this minimum. Also, the trustees of the Group’s schemes have a wide discretion under the scheme rules to decide the contributions payable by the Group, and these must be set with a view to making prudent provision for the benefits accruing under the schemes of the Group.
Some of the issues which could adversely affect the funding of these defined benefits (and materially affect the Group’s funding obligations) are: (i) poor investment performance of pension fund investments; (ii) long life expectancy (which will make pensions payable for longer and therefore more expensive to provide, whether paid directly from the schemes or secured by the purchase of annuities); (iii) adverse annuity rates (which tend in particular to depend on prevailing interest rates and life expectancy) as these will make it more expensive to secure pensions with an insurance company; (iv) clarification of the law that might require guaranteed minimum pensions relating to service prior to April 6, 1997 to be equalized as between men and women; and (v) other events occurring which make past service benefits more expensive than predicted in the actuarial assumptions by reference to which the Group’s past contributions were assesse d.
An additional uncertainty is that changes to the statutory requirement regarding funding are expected, and these could in some cases prove to be more onerous for employers than those described above. It should be noted (particularly in view of a disappointing stock market performance in January 2003) that the schemes’ funding positions may well prove to be weaker now than at December 31, 2003, and further adverse changes are possible in the future.
As with many other schemes throughout the United Kingdom, there is the possibility of future claims being brought against the Group alleging unlawful indirect sex discrimination contrary to Article 141 of the European Treaty on the grounds of the scheme’s former exclusion of part-time employees. The chances of success for such claims are uncertain owing to issues of law that are presently unresolved.
Additional Risks Relating to Six Continents Hotels
SCH is exposed to the risk of events that adversely impact domestic or international travel
SCH’s room rates and occupancy levels could be adversely impacted by events such as acts of terrorism, war, the threat of war, travel-related accidents, travel-related industrial action, increased transportation and fuel costs and natural disasters resulting in reduced worldwide travel or other local factors impacting individual hotels.
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The terrorist attacks of September 11, 2001, their immediate aftermath and other subsequent national and world events, including the bombings in Bali on October 12, 2002 and in Mombasa on November 28, 2002, have created a significant amount of uncertainty about future prospects and national and world economies. The overall long-term effect on the Group and the hotel industry is also uncertain. Domestic and international business and leisure travel, which were already adversely affected by the recent economic downturn, have been further affected and are likely to remain depressed over the near-term as potential travelers reduce or avoid discretionary air and other travel in light of increased safety concerns and anticipated travel delays. The attacks have also decreased consumer confidence, and a resulting further decline in the United States and global economies could further reduce travel. At the present time, however, it is not possible to pr edict either the severity or duration of such declines, but weaker hotel performance will, in turn, have an adverse impact on SCH’s business, financial condition and results of operations.
SCH is exposed to the risks of the hotel industry supply and demand cycle
SCH’s future operating results could be adversely affected by industry over-capacity (by number of rooms) and weak demand. Reductions in room rates and occupancy levels would adversely impact SCH’s results of operations.
SCH may not be able to increase or maintain the number of its properties operated by its franchisees or pursuant to its management contracts
Competition may generally reduce the number of suitable management, franchise and investment opportunities offered to SCH, and increase the bargaining power of property owners seeking to engage a manager, become a franchisee or sell a hotel property. There can be no assurance that SCH will be able to identify, retain or add franchisees to the SCH system or to secure management contracts. There are also risks that significant franchisees or groups of franchisees may have interests that conflict, or are not aligned, with those of SCH. Changes in legislation or regulatory changes may be implemented that have the effect of favoring franchisees relative to brand owners.
SCH is exposed to risks of failures within its HolidexPlus and other centralized systems
SCH is heavily reliant on (i) its HolidexPlus and other reservation systems, which receive reservation requests entered on terminals located at the vast proportion of the Group’s hotels and reservation centers as well as from a number of major corporations, travel agents and US domestic airlines; (ii) other centralized systems (for example, its IT networks); and (iii) bookings received via its website. If HolidexPlus or any other critical system were to fail, SCH’s occupancy levels and results of operations could be adversely affected.
SCH is exposed to the risk of increased use of intermediaries’ internet reservation channels
The value of SCH’s brands is partly derived from the ability to drive reservations through its proprietary HolidexPlus reservation system. In recent years there have been very rapid changes in the ability to choose and book hotel rooms, driven by the internet, with the emergence of intermediaries which market hotel rooms in such a way that there is the risk of commoditization of hotel rooms. Some of the emerging business models and intermediaries could have a significant impact on the ability of SCH to continue to drive reservations, and hence have an impact on the value of SCH’s brands. Additionally, these channels are becoming more consolidated which may lead to higher costs of distribution for SCH, for example by intermediaries being able to demand higher commissions. Although SCH is actively taking steps to adapt to the changing environment (by developing competitive internet reservation systems for its own benefit), because of th e very high pace of change in this area there is a risk that SCH will not adapt quickly enough.
SCH may experience a lack of acquisition opportunities
In the event that the availability of suitable sites becomes limited, SCH may be unable to pursue its strategy of acquiring new land or locations for the potential development of new hotels, particularly in Europe, Middle East and Africa (“EMEA”) and within major gateway cities globally, which could inhibit and adversely affect its results of operations.
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SCH is exposed to the risk of litigation
SCH could be at risk of litigation from its guests, customers, joint venture partners, suppliers, franchisees and/or the owners of hotels managed by it for breach of its contractual or other duties. Claims filed in the United States may include requests for punitive damages as well as compensatory damages.
Exposure to litigation may affect the Group’s reputation even though the monetary consequences are not significant.
Additional Risks relating to the Soft Drinks business
The Soft Drinks business is exposed to risks related to possible product contamination
The Soft Drinks business, like all beverage producers, has been and will continue to be vulnerable to accidental or malicious contamination of its products or base raw materials. Any such contamination could result in recall of the Soft Drinks business’ products, the Soft Drinks business being unable to sell its products, damage to brand image and/or civil or criminal liability, which could have a material adverse effect on the Soft Drinks business’s operations and financial performance.
The Soft Drinks business is reliant upon certain suppliers
The Soft Drinks business is reliant upon fruit juice concentrates, sugar and other fruit juice raw materials as necessary ingredients for many of its products. In the event the Soft Drinks business is unable to obtain an adequate supply of these raw materials or fails to negotiate the purchase of these materials on a reasonable commercial basis, this could have a significant adverse impact on the Soft Drinks business’ financial operations.
The Soft Drinks business is exposed to significant competition
The Soft Drinks business operates in a highly competitive market sector in which large competitors such as Coca-Cola Enterprises are active.
A change in the level of marketing undertaken by competitors or in their pricing policies, the growth or strengthening of existing retailers of beverage products, the introduction of new competing brands or products or increased purchasing power pressure from customers could have a material adverse effect on the Soft Drinks business’ operations and financial performance. Conversely, competition law may regulate the Company’s ability to participate in industry consolidation at a strategic level.
Adverse weather conditions could reduce demand for the Soft Drinks business’ products
Demand for the Soft Drinks business’ products may be affected by weather conditions, especially in the summer months, when unseasonably cool or wet weather can affect sales volumes and therefore the results of the Soft Drinks business’ operations for the year.
Additional Risks relating to Six Continents Retail
Certain changes to regulation may affect the cost base of the SCR business
Both in the United Kingdom and in Germany, SCR’s operations are subject to regulation and further changes in regulation could adversely affect results of operation, including through higher costs. More restrictive regulations could lead to increasing prices to consumers which in turn may adversely affect demand and therefore revenues and profitability. In particular, additional EU or UK employment legislation (in particular, the level of the national minimum wage, which is under annual review by the UK Low Pay Commission and which the Trades Union Congress in the United Kingdom is seeking to raise to between £5.00 and £5.30 in 2004, and the maximum number of hours an employee may be permitted to work and the extent to which they may voluntarily opt-out) could further increase labor costs.
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SCR’s sites must compete with other pubs and restaurants and consumption at home
SCR’s pubs and restaurants compete for consumers with a wide variety of other branded and non-branded pubs and restaurants as well as off-licenses, supermarkets and takeaways, some of which may offer higher amenity levels or lower prices and be backed by greater financial and operational resources. SCR’s pubs and restaurants may not be successful in competing against any or all of these alternatives and a sustained loss of customers and/or skilled employees to other pubs or leisure activities or increased consumption at home could have a material adverse affect on SCR’s business operations and prospects.
SCR’s activities are affected by a number of fiscal-related matters
SCR’s activities are affected by a number of fiscal-related matters. These matters include duty on alcoholic beverages, value added tax, other business taxes and the availability of duty harmonization to travelers between EU countries. Changes in legislation which affect all or any of these matters may adversely affect the financial performance of SCR.
Certain changes in regulation may affect SCR’s revenue
Some examples of regulatory changes which could affect SCR’s revenue base could include:
SCR may be adversely affected by changes in supplier dynamics and interruptions in supply or by circumstances adversely affecting business continuity
In recent years, there has been a consolidation in the brewing and distribution industry in the United Kingdom. This consolidation could have the effect of exposing SCR to reliance on a limited number of suppliers, and those suppliers may be able to exert pressures on SCR that could have the effect of raising the prices paid by SCR for goods bought or delivered, reducing SCR’s margins and adversely affecting results of operations.
SCR has entered into agreements with all of its key suppliers. Termination of these agreements, variation of their terms or the failure of a party to comply with its obligations under these agreements could have a material adverse effect on the operations and financial performance of SCR.
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The interruption or contamination of the supply of food and drink to SCR’s sites or loss of a key office or part of SCR’s IT infrastructure may affect SCR’s ability to trade.
Weather may adversely affect SCR’s business
Attendance levels at SCR’s pubs and restaurants may also be adversely affected by persistent rain or other inclement weather, especially during the summer months or over the Christmas period. This could have a negative effect on turnover generated by SCR’s pubs and restaurants and, in turn, could have a negative effect on the results of SCR’s operations.
The pub industry is subject to varying consumer perceptions and public attitudes
In the United Kingdom, consumption of alcoholic beverages has become the subject of considerable social and political attention in recent years due to increasing public concern over alcohol- related social problems including drink driving, underage drinking and adverse health consequences associated with the misuse of alcohol, including alcoholism. For example, from 1995 to 2000, sales of all beer (by volume) in the United Kingdom decreased by 3.6%. Changes in consumer tastes in both food and drink and demographic trends over time may affect the appeal of SCR’s pubs and restaurants to consumers. SCR’s success will depend in part on its ability to anticipate, identify and respond to these changing conditions in the context of the life-cycle economics of the leisure industry.
Complaints or litigation from pub customers, employees and third parties may adversely affect SCR
SCR or the licensed retailing industry could be the subject of complaints or litigation from individual or groups of pub customers and/or employees and/or class actions alleging illness or injury (e.g. passive smoking or alcohol abuse) or raising other food quality, health or operational concerns, and from other third parties in nuisance and negligence. It may also incur additional liabilities as a freehold property owner (including environmental liability). These claims may also divert SCR’s financial and management resources from more beneficial uses. If SCR were to be found liable in respect of any complaint or litigation, this could adversely affect SCR’s results of operations, and also adversely affect the reputation of SCR or its brands.
SCR is exposed to fluctuations in the property market
Around 16% of SCR’s property is short leasehold which is subject to periodic rent reviews and renegotiation of rents when leases are renewed. The property market may develop so that rents may increase such that they affect the economic viability of one or more of such properties. Equally, a downturn in the UK property market may lead to a reduction in SCR’s freehold property values over time.
Lack of acquisition opportunities for SCR
As there is a finite number of existing or potential sites in good locations, SCR’s strategy of acquiring suitable sites for development of new pubs and restaurants, particularly in residential areas, may be negatively impacted.
SCR has a high proportion of fixed overheads and variable revenues
A high proportion of SCR’s operating overheads and certain other costs remain constant even if its revenues drop. The expenses of owning and operating a managed pub or pub-restaurant are not significantly reduced when circumstances such as market and economic factors and competition cause a reduction in revenues. Owners of leased and tenanted estates generally have a lower risk to revenue exposure compared with SCR because the tenant is obliged to pay the negotiated rent. In addition, owners of leased and tenanted estates typically have lower fixed costs at both operating and head office levels than SCR.
Accordingly, a significant decline in SCR’s revenues would have a disproportionately adverse effect on its cash flow and ability to make interest and principal payments on its debt.
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Separation risks
Sales of a substantial number of InterContinental PLC’s or M and B’s ordinary shares or InterContinental PLC’s or M and B’s ADSs after the Separation, or the prospect of such sales, could have an adverse effect on the market price of InterContinental PLC’s or M and B’s securities
After the Separation, there may be substantial trading activity in InterContinental PLC’s ordinary shares or ADSs and/or M and B’s ordinary shares or ADSs in the public markets. This may occur because, for example, shareholders who receive those securities in the Separation do not wish to hold securities in InterContinental PLC and M and B or may not be able to hold the securities as a result of their own portfolio requirements and preferences such as those relating to indexed membership or geographic exposures. A high level of trading activity may lead to volatility in the price of InterContinental PLC and M and B securities, and significant selling pressure may adversely affect the price of their securities. Declines in the market price of ordinary shares or ADSs may impair the ability of InterContinental PLC and M and B to raise capital through an offering of securities in the future.
The price of InterContinental PLC and M and B ADSs and the US dollar value of any dividends will be affected by fluctuations in the US dollar/UK pound sterling exchange rate
Fluctuations in the exchange rates between the US dollar and the UK pound sterling will affect the US dollar conversion by the Depositary of any cash dividends paid in pounds sterling on the ordinary shares represented by the InterContinental PLC and M and B ADSs, and the US dollar equivalent of the pound sterling price of the ordinary shares on the London Stock Exchange, which may consequently affect the market price of InterContinental PLC and M and B ADSs. These fluctuations would also affect the US dollar value of the proceeds a holder of an InterContinental PLC and M and B ADR would receive upon the sale in the United Kingdom of any of their respective equity shares withdrawn from the Depositary.
ITEM 4. INFORMATION ON THE COMPANY
SUMMARY
Group Overview
The Group’s business comprises hotels, branded drinks and retail; hotels through the ownership, management, leasing and franchising of hotels and resorts; branded drinks through the production and distribution of soft drinks; and retail through the ownership and management of public houses (“pubs”), restaurants, bowling centers and leisure venues.
On February 10, 2003, Six Continents PLC had a market capitalization of £4.5 billion, and was included in the list of FTSE 100 companies. The Company was formed in 1967, but the constituent parts are the result of the amalgamation of more than 80 companies and a number of disposals over more than 200 years.
Group Companies operate in three core business areas: hotels; branded drinks; and retail. The corporate headquarters are in the United Kingdom, and the registered address is:
Six Continents PLC 20 North Audley Street London W1K 6WN Tel: +44 (0) 20 7409 1919 Internet address: www.sixcontinents.com
Six Continents PLC is incorporated in Great Britain and registered in, and operates under, the laws of England and Wales. Operations undertaken in countries other than England and Wales are under the laws of those countries in which they reside.
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Group Strategy
The sale of Bass Brewers in August 2000 marked a decisive step in the transformation of Six Continents from a vertically integrated domestic UK brewer to a leading international business focusing on global hotels and restaurants and bars in the United Kingdom and Germany.
On October 1, 2002, the Company announced the proposed separation of Six Continents Hotels and Soft Drinks from Six Continents Retail and the Return of Capital. The Company expects this will result in separately listed hotel and retail companies, each better placed to pursue their individual strategies and drive their operational development. In the Company’s view this will enhance their ability to generate value for shareholders.
The proposal is still subject to regulatory and shareholder approval and is not expected to become effective before April 2003.
Group Development
In pursuing its strategy, Six Continents intends to run its businesses to maximize shareholder value; this will mean making acquisitions and disposals from time to time, with particular emphasis on acquisitions in the hotels segment which could be of significant size and scale. During the past three fiscal years, Six Continents made the following significant acquisitions and disposals:
On December 3, 1999 Six Continents completed the acquisition of a leisure retail business comprising 550 former Allied Domecq Retailing Limited (“Allied Domecq”) managed pubs for a consideration of £179 million and the issue of 79 million Six Continents ordinary shares. See “Retail — Six Continents Retail” below.
On January 17, 2000 Six Continents announced that it had purchased the business of Southern Pacific Hotels Corporation (“SPHC”), which operated 59 hotels in the Asia Pacific region for Australian $313 million. See “Hotels — Six Continents Hotels” below.
In April 2000, Six Continents completed the acquisition of the outstanding 90.1% of the issued share capital of Bristol Hotels & Resorts Inc. (“Bristol”) which it did not already own, for a total consideration of $157 million. See “Hotels — Six Continents Hotels” below.
On August 22, 2000 Six Continents completed the sale of its brewing business to Interbrew S.A. (“Interbrew”) of Belgium for £2.3 billion.
In February 2001, Six Continents Retail sold an estate of 988 smaller unbranded sites with limited growth potential to Nomura International PLC (“Nomura”) for £625 million.
On April 4, 2001 Six Continents completed the acquisition of Posthouse for £810 million, comprising 79 midscale hotels, of which 77 hotels were owned or held under long lease. See “Hotels — Six Continents Hotels” below.
In August 2001, Six Continents completed the acquisition of the Regent Hotel in Hong Kong for a total consideration of £241 million.
SCH
SCH owns, manages, leases or franchises a number of hotel brands including InterContinental, Crowne Plaza, Holiday Inn, Staybridge Suites and Holiday Inn Express (or Express by Holiday Inn outside of the Americas) (“Express”), which at September 30, 2002 comprised 3,325 hotels with approximately 515,525 guest rooms in nearly 100 countries and territories. These include owned, leased, managed and franchised hotels.
Soft Drinks
Six Continents has a controlling interest in and manages Britvic, the second largest soft drinks manufacturer in the United Kingdom. Britvic includes Tango and Robinsons among its brands. It also produces Pepsi Beverages International (“PBI”) products under license.
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SCR
SCR is responsible for over 2,100 pubs, bars, restaurants and ten-pin bowling centers owned by Group companies in the United Kingdom and Germany. Its brands include Vintage Inns, Harvester, All Bar One, Toby Carvery, Browns, Scream, O’Neill’s, Ember Inns, Edward’s, Arena, Flares, Sizzling Pub Company, Goose and Hollywood Bowl.
Other activities
Other Group activities principally comprise property development. The property development activities will be transferred with SCR in the Separation.
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SEGMENTAL INFORMATION
Geographic Segmentation
The following table shows turnover and operating profit by geographical area, and the percentage of each geographical area, for each of the three fiscal years ended September 30, 2002, 2001 and 2000.
Amounts in accordance with UK GAAP
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Activity Segmentation
The following table shows turnover and operating profit by activity and the percentage contribution of each activity for each of the three fiscal years ended September 30, 2002, 2001 and 2000.
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HOTELS – SIX CONTINENTS HOTELS
Overview
Six Continents Hotels owns a portfolio of well-recognized and respected brands, including InterContinental, Crowne Plaza, Staybridge Suites, Holiday Inn and Express. With more than 3,300 owned, leased, managed and franchised hotels and approximately 515,000 guest rooms across nearly 100 countries and territories as at the end of fiscal 2002, SCH is the most global hotel business and the second largest in the world by number of rooms.
SCH’s strong hotel brands, international scope and portfolio of high quality assets, built through organic growth and acquisition, place it in a strong competitive position.
SCH generated operating profits before exceptional items of £427 million on revenues of £1,896 million in fiscal 2001, and in fiscal 2002, SCH generated operating profits before exceptional items of £262 million on revenues of £1,532 million. The financial performance in 2002 declined in comparison to previous years, predominantly as a result of the events of September 11, 2001 and the concurrent downturn in the global economy which adversely affected the worldwide hotel market.
History
Six Continents made its first significant international move into the hotel industry when it acquired Holiday Inn International in 1988 and the remaining North American business of Holiday Inn in 1990. This gave Six Continents the Holiday Inn and the Crowne Plaza by Holiday Inn brands, and what is now an industry leading position by room numbers in the midscale segment in the US. Subsequently, in 1990 it launched the limited service brand, Express.
In line with its strategy to optimize capital deployment, Six Continents disposed of its owned US midscale hotel property assets in 1997, but retained branding distribution on the majority of these properties through franchise agreements.
During 1997, Six Continents entered the profitable US upscale extended stay segment with the introduction and development of Staybridge Suites by Holiday Inn. This has been the fastest brand to reach 50 units in the Americas in its segment and demonstrates Six Continent’s ability to create and launch brands in the hotel market.
To expand further its international reach and add to its strong brand portfolio, Six Continents acquired the InterContinental hotels business in March 1998, owner of the most global upper upscale hotel brand. This acquisition added 117 InterContinental and 20 Forum hotels to the portfolio. Following this acquisition, Six Continents had a portfolio of brands spanning the industry from upper upscale to midscale limited service across all regions.
In January 2000, Six Continents acquired the Australia-based hotel company, Southern Pacific Hotels Corporation, which operated 59 hotels under the “Parkroyal” and “Centra” brands across Australia, New Zealand and the South Pacific as well as hotels in select South East Asian countries. These hotels strengthened considerably Six Continents’ existing organically-built presence in the Asia Pacific region. A large proportion of these hotels were subsequently converted to the InterContinental, Crowne Plaza and Holiday Inn brands. Shortly afterward, Six Continents acquired Bristol Hotels & Resorts Inc., a US based hotel management company comprising 112 hotels operating mainly under leases. These leases were then sold or converted to management contracts by July 2001, thereby reducing the volatility of Six Continents Group’s earnings from those hotels.
In April 2001, Six Continents completed the acquisition of the Posthouse business, which comprised 79 midscale hotels located in the United Kingdom and Republic of Ireland. Six Continents then converted the majority of these hotels to the Holiday Inn brand, thereby enhancing the position of Holiday Inn in the UK, making it the number one midscale brand by number of rooms. This acquisition, combined with strong midscale segment positions in Germany and Italy, gave Six Continents a strong European base of operations.
In August 2001, Six Continents completed its acquisition of the prestigious Regent Hotel in Hong Kong, which it subsequently rebranded “InterContinental Hong Kong”, strengthening its upper upscale market position in the Asia Pacific region and adding a key location for its international guests.
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Through these significant acquisitions and organic growth, Six Continents has built a strong, branded, international hotel group.
Strategy
SCH’s strategy is to use the strength of its brand portfolio, the breadth of its distribution, the diversity of its business models and the benefits of its scale in order to drive growth and returns for the Company’s shareholders. SCH intends to continue to implement this strategy by seeking to:
Develop high quality, strongly differentiated brands
Strong brands are seen as a key to success in the hotel industry and, therefore, SCH intends to continue to pursue its strategic goal of further developing strongly differentiated consumer brands and service standards. SCH’s hotel brands are defined as a “promise” to the customer made up of three principal differentiating factors:
Progress in implementing this strategy is demonstrated by recent investment in refurbishment of major InterContinental hotels worldwide and Holiday Inn hotels in the United Kingdom. Additionally, there is the development in the United States of a new design of Holiday Inn hotel, which aims to provide better returns to owners and enhanced quality and service standards for guests. SCH has also launched improved training programs and service standards for the brands, such as the InterContinental ICONS program (the marketing program of key product standards to differentiate the brand developed by Six Continents in relation to InterContinental) and the Holiday Inn Hallmarks program.
Extend the Group’s network of hotels
SCH aims to extend its upper upscale and upscale brand network of locations that are attractive to international guests and strengthen its midscale brands in key domestic markets, (for example, Express in Germany). The acquisition of the Regent Hotel in Hong Kong and the Posthouse hotels in the United Kingdom, the subsequent rebranding of these hotels to the Group’s hotel brands, and the building of new InterContinental hotels in Atlanta and Boston, are representative of its drive to implement this strategy. In addition, SCH also intends to acquire freehold or leasehold properties in targeted key strategic locations, to acquire management contracts to manage hotels on behalf of others and to issue franchises.
Leverage global system scale economies to drive superior RevPAR and GOP premiums
SCH aims to operate a highly efficient support infrastructure for the Group’s hotels which will help drive revenues and operating margins. SCH also intends to continue to exploit its global scale and further strengthen its ability to drive revenues through its branded hotels by utilising a common IT platform, sales and marketing initiatives, reservation infrastructure and a strong loyalty scheme (Priority Club Rewards). The number of Priority
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Club Rewards members, approximately 15 million members as at the end of fiscal 2002, and the proportion of room nights booked through SCH’s reservation systems, nearly 26% for fiscal 2002, demonstrate that SCH has a strong base from which to achieve this strategic aim. SCH also intends to continually explore areas for cost savings across the organization.
Optimize capital deployment
SCH aims to drive enhanced returns from the asset base by redeploying capital over time. Ownership of assets will only be retained if those assets have strategic value or generate superior returns. Any capital released will be primarily reinvested in alternative assets, used to repay debt or used to buy back shares.
Continue to develop its people
High quality service levels and well trained staff are seen as vital to the success of a hotel. To ensure superior service and the brand promise outlined above, SCH believes in investing in training and development of people. Recent initiatives include elements of the Holiday Inn Hallmarks program, and SCH recently successfully completed one of the largest single training efforts in its history by training over 40,000 InterContinental hotel employees in its new ICONS program of customer service standards. (For managed hotels, such as some InterContinental hotels, in general, only the hotel manager is employed by SCH and the remaining hotel staff are usually employees of the individual hotel owner. In the United States, however, SCH sometimes employs the hotel’s staff. As such, not all 40,000 employees were staff of SCH.)
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Segmental Results
The following table shows turnover and operating profit of SCH by activity in US dollars, and the percentage contribution for each of the three fiscal years ended September 30, 2002, 2001 and 2000.
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The following table shows turnover and operating profit of SCH by activity in pounds sterling, and the percentage contribution for each of the three fiscal years ended September 30, 2002, 2001 and 2000.
Operations
Ownership Model
Profits are broadly balanced between owned hotels, with their volatility but opportunity for greater profits, and managed/franchised hotels, with their more stable income streams.
SCH operates through four different models to ensure a balance of growth, returns, risk and reward. These can be summarized as follows:
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The following table shows the number of hotels and rooms owned, operated or franchised by SCH at the end of each of the last three fiscal years.
Most hotels in the SCH system pay assessments to fund the marketing and reservation costs of the SCH system. For fiscal 2002, the total contribution to the systems funds covering marketing (including loyalty program) and reservation costs amounted to approximately $350 million.
SCH sets quality and service standards for all of its hotel brands (including those operated under management contract or franchise arrangements) and operates a customer satisfaction and hotel quality measurement system to ensure those standards are met or exceeded. The quality measurement system includes an assessment of both physical property and customer service standards.
Business structure
The SCH business is currently operated under the following structure:
This structure is currently the subject of an organizational review and is expected to change over the coming months.
Global System
Across all its brands, the objective is to further exploit the scale and strength of SCH’s global system to drive revenue and operating efficiencies. The elements of the global system include:
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Priority Club Rewards: This is one of the largest loyalty programs in the hotel industry, with approximately 15 million members, an increase in fiscal 2002 of almost 20%. It also has alliances with 45 airlines, which enable members to collect frequent flyer miles. In addition, the InterContinental business operates a separate recognition program aimed at providing a superior level of service to its members, the “Six Continents Club”, with over 120,000 members. SCH also has alliances with external partners such as car hire companies and credit card companies, which provide exposure and access to SCH’s system.
Central Reservation System: SCH operates the HolidexPlus and Holidex central reservation systems. The HolidexPlus and Holidex systems receive reservation requests entered on terminals located at a vast proportion of its reservation centers, as well as from global distribution systems operated by a number of major corporations and travel agents. Where local hotel systems allow, the HolidexPlus and the Holidex systems immediately confirm reservations or indicate alternative accommodation available within SCH’s network. Confirmations are transmitted electronically to the hotel for which the reservation is made.
During 2002, it is estimated that these reservation systems (which include company reservation centers, global distribution systems and internet reservations) delivered around 26% of SCH’s global hotel room nights sold.
Sales and Marketing: SCH has in excess of $130 million annually to invest in sales and marketing activity to support the brands. This expenditure is funded from fees collected from virtually all the hotels (with the exception of the InterContinental hotels) in the system, whether or not they are owned by SCH. These fees are then spent regionally on driving revenue and brand awareness or, in the case of sales investments, targeting segments such as corporate accounts, travel agencies and meeting organizers. The fees are contractual and represent a significant source of marketing funds which are mainly not dependent on SCH’s profit performance.
The strategic initiatives for the global system as a whole include:
Brands
Brands Overview
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InterContinental
InterContinental was acquired in March 1998 and is SCH’s global upper upscale hotel brand. The hotels are targeted at both business and leisure guests. InterContinental hotels are generally situated in prime locations in major cities and key resorts around the world and provide high quality amenities, generally reflecting the local culture. There were 135 InterContinental hotels in more than 60 countries which represented 9% of all SCH’s hotel rooms at the end of fiscal 2002.
InterContinental hotels are principally owned, leased or managed by the Group. The brand is one of the top international upper upscale hotel brands based on room numbers and has more than 50 years of heritage in the segment. SCH’s competition includes international luxury chains (for example Four Seasons and Ritz Carlton) and upper upscale chains (for example, Marriott, Hilton, Hyatt and Westin). InterContinental hotel rooms are generally priced between these two segments.
The strategic initiatives for the InterContinental brand are to:
Crowne Plaza
Crowne Plaza is SCH’s global upscale hotel brand which has been developed as a stand alone brand since acquisition of the Holiday Inn business and has grown to 191 hotels worldwide. The brand is targeted at the business guest, with a particular focus on meetings and related services. The upscale Crowne Plaza hotels and resorts are predominantly located in major and secondary cities and resorts around the world, typically in significant business centers, and provide the high level of comfort, amenities, services, facilities and meeting space expected of a full service hotel. Crowne Plaza represented 11% of SCH’s hotel rooms at the end of fiscal 2002.
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The majority of the upscale Crowne Plaza hotels and resorts are franchised hotels. 56% of Crowne Plaza brand properties are in the Americas. The other key competitors in this segment include Sheraton, Marriott, Hilton, Double-Tree, Wyndham and Radisson.
The strategic initiatives for the brand are to:
Holiday Inn
Holiday Inn is SCH’s midscale full service brand. Holiday Inn International was acquired in 1988 with the remaining North American business of Holiday Inn being acquired in 1990. In the last ten years, the brand has grown in EMEA and Asia Pacific, while its number of hotels has declined in the Americas, although this decline has been more than offset by the growth in Express. The brand is targeted at the mid-market guest and is SCH’s largest global hotel brand based on room numbers. Holiday Inn is also one of the world’s most recognized hotel brands. SCH seeks to offer, through its Holiday Inn brand, good value for money with appropriate standards of products and services.
There were 1,567 Holiday Inn hotels located in more than 70 countries which represented 57% of all SCH’s hotel rooms at the end of fiscal 2002. The brand is predominantly franchised. Holiday Inn is the most “stayed at” hotel brand in America, with 90% of travelers interviewed claiming to have stayed at a Holiday Inn hotel at some point in their lives – more than any other hotel brand. 73% of the Holiday Inn branded hotels are located in the Americas, where the brand enjoys a considerable RevPAR premium to many of its competitors.
As well as having the largest market share in the US midscale full service segment, the brand has a significant position in the midscale segment in several European countries. For example, it is the largest midscale brand in the UK and the second largest midscale brand in Italy based on room numbers. In Asia Pacific, Holiday Inn is the largest midscale brand in China and has a strong position in Australia.
The strategic initiatives for the Holiday Inn brand are to:
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Express
Express is SCH’s midscale limited service hotel brand. SCH recognized the need for a brand in this category in the early 1990s and subsequently developed Express to further the reach of the Holiday Inn brand and enter the midscale limited service segment. The brand has grown rapidly and aims to provide the room quality of midscale hotels without the associated full range of facilities. The brand is targeted at the value-conscious guest, as best evidenced by the “Stay Smart” marketing campaign in the US.
There were 1,352 Express hotels worldwide, which represented 21% of all SCH’s hotel rooms at the end of fiscal 2002. Express is the third largest brand in the US midscale limited service segment based on room numbers, and over 90% of the Express branded rooms are located in the Americas. Express hotels are almost entirely franchised. The brand enjoys a RevPAR premium to many of its competitors in the US. Express also has a solid and growing brand presence in the UK market where it faces competition from a variety of local market brands and independent hotels.
The strategic initiatives for the Express brand are to:
Staybridge Suites
Staybridge Suites is SCH’s organically developed upscale extended stay brand and offers self-catering services and amenities designed specifically for those on extended travel. The rooms provide more space than the typical hotel room, offering studios and one and two bedroom suites, with cooking and other facilities available in each room/suite. As at the end of fiscal 2002, there were 48 Staybridge Suites hotels, all of which are presently located in the Americas, which represented 1% of all SCH’s hotel rooms at the end of fiscal 2002. The first Staybridge Suites hotel was opened in 1998, with the fiftieth Staybridge Suites hotel following in November 2002, thereby demonstrating the fastest roll out of fifty properties in its segment. Staybridge Suites brands are divided broadly between franchised and owned and leased models. The primary competitors include, among others, Residence Inn, Homewood, Summerfield and Hawthorne.
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The future strategic initiatives for the Staybridge Suites brand are to:
Geographical Analysis
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With its worldwide hotel operations, SCH is somewhat less dependent than certain of its competitors on the business cycle of any one country or region, although the US market is predominant. The following table shows information concerning the geographical locations of SCH hotels by brand, as of September 30, 2002.
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While SCH’s hotel brands are in the main recognized globally, operational management is currently divided into three main geographic regions – the Americas, EMEA and Asia Pacific. In terms of overall hotel level operating profit before overheads and exceptional items, the Americas represented 52%, EMEA represented 40% and the Asia Pacific region represented 8% in fiscal 2002.
Americas
In the Americas, the largest proportion of rooms are operated under the franchised business model primarily in the midscale segment (Holiday Inn and Express). Similarly, in the upscale segment, Crowne Plaza is predominantly franchised, whereas InterContinental currently has a bias toward ownership and management. With over 2,600 hotels, the Americas represented the bulk of SCH’s hotels and approximately 52% of SCH’s hotels level operating profit before overheads and exceptional items in fiscal 2002. The key profit producing region is the US, although SCH also has representation in the branded segment in each of Latin America, Canada, Mexico and the Caribbean.
EMEA
EMEA’s profit stream is weighted toward ownership, particularly in respect of Holiday Inn and InterContinental hotels, although there are also managed and franchised hotels for most of its brands. Comprising 570 hotels in total at the end of fiscal 2002, EMEA represented approximately 40% of SCH’s hotels level operating profit before overheads and exceptional items in fiscal 2002. The key profit producing regions are the UK, with a base of owned Holiday Inn hotels, and the main European gateway cities (for example, Paris, London and Frankfurt) with owned and leased InterContinental hotels.
Asia Pacific
Asia Pacific represented 8% of SCH’s hotel rooms and 8% of SCH’s hotels level operating profit before overheads and exceptional items in fiscal 2002. Comprising 151 hotels in total, SCH has a strong and growing presence in Asia Pacific, an important market as currently underdeveloped parts of the Asia Pacific market are expected to generate significant growth in the hotel and tourism industry over the next decade. The region represents a good source of growth due to the current low penetration of brands offering the opportunity for SCH’s brands to build strong positions in key markets.
System Pipeline
At September 30, 2002 SCH had formally approved franchise applications for 191 hotels with approximately 20,400 rooms, though the hotels had yet to enter the system. In addition, SCH had signed management contracts on a further 29 hotels (8,600 rooms), and these are expected to enter the system over the
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next two years. In addition five owned and leased hotels, with approximately 950 rooms, are also due to enter the system. Approximately 20% of the rooms at September 30, 2002 in the pipeline were in the upper upscale and upscale InterContinental and Crowne Plaza brands.
There are no assurances that all of these hotels will open or enter the system. The construction, conversion and development of hotels is dependent upon a number of factors, including meeting brand standards, obtaining the necessary permits relating to construction and operation, the cost of constructing, converting and equipping such hotels and the ability to obtain suitable financing at acceptable interest rates. The supply of capital for hotel development in the United States may not continue at previous levels and consequently the systems pipeline could decrease.
Developments
InterContinental Hotels. Since the acquisition of the InterContinental business, a net 18 InterContinental hotels have been added to the portfolio including, in July 1999, a 208 room hotel on Central Park South in New York, for a total consideration of $62.5 million. On December 1, 1999, SCH acquired the remaining 50% stake in the Hotel InterContinental London Hyde Park that Six Continents did not already own, for a consideration of £56 million. During fiscal 2000, SCH acquired InterContinental hotels in Austin, Texas and San Juan, Puerto Rico. In fiscal 2001, SCH acquired the Hotel InterContinental Hong Kong (see “Hotel InterContinental Hong Kong” below), and the previously SCH managed Parkroyal Wellington was acquired and became the InterContinental Wellington, New Zealand.
On 6 December, 2001, SCH announced plans to open its first InterContinental in Boston. This is expected to open in 2005.
SCH is carrying out a major refurbishment program at some of its leading InterContinental properties. By the end of fiscal 2002, refurbishment was completed at the InterContinental hotels in Vienna, Budapest, Madrid, Miami, New York (Barclay), San Francisco and Chicago. The refurbishment of the Paris Le Grand and Cannes commenced in fiscal 2002. The Paris Le Grand closed in December 2001 and is due to re-open in Spring 2003.
Bristol Hotel Company. As a result of a number of transactions during fiscal 1997 and 1998, Six Continents acquired a 9.9% stake in Bristol Hotels & Resorts Inc (Bristol). In April 2000, Six Continents completed the acquisition of the outstanding 90.1% stake in Bristol, for a total consideration of $157 million. At that time, Bristol leased or managed 112 hotels (of which 100 were leased) from FelCor Lodging Trust Inc. (“FelCor”), including 59 hotels trading under the Holiday Inn brand name, 18 hotels under the Crowne Plaza brand name, six hotels under the Holiday Inn Express brand name and 29 other hotels.
During fiscal 2001, the Bristol business was fully integrated into the SCH Americas business. This integration involved terminating a number of non-SCH branded operating leases and converting all the remaining operating leases to management contracts (mainly from July 1, 2001).
Staybridge Suites. During fiscal 1999 SCH entered the extended-stay market with the introduction of Staybridge Suites by Holiday Inn. By September 30, 2002, 48 hotels were open, while a further 33 franchise agreements and one management contract had been signed.
SPHC. On January 17, 2000 Six Continents acquired the business of SPHC, which operated 59 hotels in the Asia Pacific region under the Parkroyal and Centra brands, for Australian $313 million. During fiscal 2001, 8 former Parkroyal and 10 former Centra hotels were converted to SCH brands and in fiscal 2002 a further six hotels were converted, including one to the InterContinental brand. At September 30, 2002, SCH had 151 hotels and over 40,700 rooms in the Asia Pacific market.
Posthouse. On April 4, 2001 Six Continents announced that it had acquired the entire business of Posthouse for a consideration of £810 million. Posthouse consisted of 79 midscale hotels with 12,333 rooms, of which 77 hotels were owned or on long leases and two were management contracts. 78 of the hotels were in the United Kingdom and one in the Republic of Ireland. By September 30, 2002, 67 of the Posthouse hotels had been re-branded as Holiday Inn hotels, and eight had been disposed of. A development site in Oxford, acquired as part of the business, opened as a Holiday Inn in June 2001.
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Hotel InterContinental Hong Kong. On May 21, 2001 Six Continents announced that it had entered into an agreement to take ownership of the Regent Hotel in Hong Kong, for a consideration of £241 million ($346 million). The hotel, renamed the Hotel InterContinental Hong Kong, was managed by Six Continents hotels from June 1, 2001, and the acquisition was completed at the end of August 2001.
Organizational Review
The Company’s management has recently begun a process in respect of SCH to:
Reducing Cost Base
The Company expects to focus on making SCH an effective, streamlined business, capable of delivering the strategic priorities detailed above with the prime objective of driving value for the Company’s shareholders.
As a result of these actions, the Company believes it will reduce annual ongoing overheads, excluding costs in hotels, against its cost base for fiscal 2003 by at least $50 million by the end of 2004. This sum is in addition to the elimination of an estimated $15 million in overhead costs proposed to be inherited by InterContinental PLC from Six Continents PLC as a result of the Separation.
Capital Deployment
The Company has also commenced a rigorous review of SCH’s capital asset base with the objective of optimizing capital intensity to enable capital to be released for debt reduction, share repurchases and re-investment.
Future capital expenditure has also been reviewed. From 2004 onward, other than specific refurbishment projects, annual maintenance expenditure on the hotel estate is expected to be approximately £100 million and expansionary capital expenditure will be limited to selective value-enhancing investment in strategically important assets or in assets generating superior returns. Where appropriate this expenditure will be funded through cash from asset disposals.
Internet
In the business-to-consumer field, sixcontinentshotels.com (previously basshotels.com), has been at the forefront of electronic hotel reservations since it was introduced in 1995. The Internet continues to be an important communications and distribution channel for SCH sales. During fiscal 2002, 4.5 million room nights were booked via the various SCH brand websites. To maximize the potential of these initiatives, in October 2000, SCH announced it was a founding partner, along with Marriott International, Inc., Hyatt Hotels Corporation and ClubCorp USA Inc., in Avendra LLC — an internet-enabled business-to-business hospitality procurement company. SCH became a partner in Open World, an internet travel portal that allows consumers easy access to SCH’s room inventory. In fiscal 2002, SCH, along with four other hotel chains, announced the formation of Hotel Distribution System (HDS), LLC, a venture that will market hotel rooms over the in ternet through multiple online sites. A further innovation during fiscal 2002 was the introduction of the “Lowest Internet Rate Guarantee” program, which promises customers that they would not find a better hotel rate on the Internet than on SCH sites, or we would honor the lower rate, plus a further 10% reduction from that rate.
Seasonality
Although the performance of individual hotels and geographic markets might be highly seasonal, due to a variety of factors such as the tourist trade and local economic conditions, the geographical spread of SCH’s hotels
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in almost 100 countries and territories and the relative stability of the income stream from franchising activities diminish the effect of seasonality on the results of SCH.
Competition
SCH’s hotels compete with a wide range of facilities offering various types of lodging options and related services to the public. The competition includes several large and moderate sized hotel chains offering upper, mid and lower priced accommodation and also includes independent hotels in each of these market segments, particularly outside of North America where the lodging industry is much more fragmented. Major hotel chains which compete with SCH include Marriott International, Inc., Starwood Hotels & Resorts Worldwide, Inc., Choice Hotel International, Best Western International, Hilton Hotels Corporation, Hilton Group plc, Cendant Corporation, Four Seasons Hotels Inc. and Accor SA.
SOFT DRINKS – THE BRITVIC GROUP
The Group holds a controlling interest in Britannia Soft Drinks Limited, the holding company for the Britvic Group, which is the second largest manufacturer of soft drinks, by volume, in the United Kingdom. The ownership of Britannia Soft Drinks Limited is split between the Group (50% plus one share held through a subsidiary of the Company), Allied Domecq Overseas (Canada) Limited and Whitbread Group PLC (both with 25% less a half share).
The Britvic Group owns an extensive portfolio of soft drinks brands that includes Robinsons, Tango, Britvic (juice and mixers), R Whites, Amé, J2O, Purdey’s and Aqua Libra and has exclusive rights in perpetuity to Red Devil in the United Kingdom and the Republic of Ireland. The Britvic Group also holds the exclusive franchise rights in Great Britain for the Pepsi and 7UP brands under a bottling agreement (“Bottling Agreement”) dated January 5, 1987 with PBI. The Bottling Agreement expires at the beginning of 2007 and contains a change of control provision which, although not triggered by the Separation, allows PBI to terminate upon a change of control of the Britvic Group. Sales of Pepsi drinks accounted for approximately 42% of total net sales for the Britvic Group in 2002.
The Britvic Group’s operations are split between Britvic Soft Drinks Limited which includes the Pepsi, Tango, R Whites, Britvic (juice and mixers) and 7UP brands and Robinsons. Robinsons Soft Drinks Limited, a direct subsidiary of Britvic, holds the major brands acquired since Britvic Holdings was initially set up by Six Continents, Allied and Whitbread in 1987. This includes the Robinsons and Red Devil brands and also the Amé, Purdey’s and Aqua Libra brands which were owned by Orchid Drinks Limited, a business acquired by the Britvic Group in July 2000. Sales of Robinsons products accounted for approximately 28% of total net sales for the Britvic Group in 2002. PBI owns a 10% stake in Britvic Holdings Limited, the holding company for Britvic Soft Drinks Limited but if the Bottling Agreement is terminated it will have the right to put its shares to Britvic at a price to be agreed or, failing which, at fair market value.
The Britvic Group generated operating profits before exceptional items of £57 million on revenues of £571 million in 2001, and in 2002 the Britvic Group generated increased operating profits before exceptional items of £63 million on revenues of £602 million.
The goal for the Britvic Group is for it to become the United Kingdom’s leading soft drinks manufacturer. To achieve this goal, the strategy for the Britvic Group is to build its share of the major volume and value segments within the carbonated-soft drinks and still drinks markets. The Britvic Group continues to increase its market share by supporting its existing portfolio of brands and by a program of new product development and, where appropriate, acquisition.
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Britvic’s Business and Brands
The following are the Britvic Group’s main brands:
Carbonates
Pepsi
Pepsi is the second largest soft drinks brand sold in the UK market. The brand is positioned as a cola for youth, a position that has benefited from a high level of marketing activity. Pepsi sponsors music and sport celebrities for its advertising including David Beckham, Britney Spears, Gareth Gates and Shakira.
7UP
Supported by its “Keep Cool. Think Clear” message, 7UP has become the second largest lemon and lime carbonated soft drink in the United Kingdom.
Tango
Tango is the number three fruit flavored carbonate in the UK market. The brand’s success has been built on industry leading advertising and as a result, Tango has high appeal to the youth advertisement awareness market.
Stills
Robinsons
Robinsons is the market leader in the dilutables sub-sector by value in the United Kingdom, and the second largest grocery soft drinks brand by value in the United Kingdom. Since 1998, the brand’s market share has increased significantly. The Britvic Group has utilized the strength of the brand by creating a number of sub-brands such as “High Juice”, “Fruit & Barley” and “Fruit Shoot” to appeal to different sectors within the market.
Britvic (juice and mixers)
The Britvic brand is the leader in the UK on-premise juices segment. While sales of traditional mixers such as Indian Tonic Water are declining, J2O, a premium exotic juice-based soft drink, which was launched in fiscal 1999, has more than offset this lost volume. In 2002, J2O sales increased by more than 100%.
R Whites Lemonade
R Whites Lemonade is a brand leader in premium lemonades in the UK on-premise sector.
Adult Drinks
Orchid Drinks Limited was acquired in July 2000 to provide the Britvic Group with established brands in the growing UK adult/functional drink sectors. The product range includes Amé, Aqua Libra, Purdey’s and Norfolk Punch. The Britvic Group acquired the UK and Republic of Ireland rights to the energy drink Red Devil in August 2002.
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Other
The Britvic Group also has a supply agreement for the sale of Abbey Well water for resale to licensed outlets and impulse buy outlets (excluding major multiples such as supermarket chains).
In addition to successful brand acquisitions, the Britvic Group has successfully developed and maintained its portfolio of brands. It has achieved this through an active new product development program to generate new sub-brands and packaging initiatives. Notable among these successes are new sub-brands, such as J2O and Robinsons’ Fruit Shoot. In addition, the Britvic Group has introduced a series of new packaging types such as a children’s 250 ml pack for the Tango brand together with successful flavor extensions such as Tango Cherry and limited edition seasonal Robinsons flavors.
Competition in the Soft Drinks Market
The Britvic Group’s brands compete with many multi-national, national and regional producers and private label suppliers. The Britvic Group’s main competitor in the United Kingdom is Coca-Cola Enterprises (Coca-Cola, Fanta, Sprite, Dr Pepper, Schweppes and Lilt), which is the overall soft drinks market leader (in terms of market share). The Britvic Group also faces significant competition from GlaxoSmithKline (Lucozade and Ribena), AG Barr (Irn-Bru and Orangina), Proctor & Gamble (Sunny Delight) and Tropicana UK Limited (fruit juices), which are each strong within specific sectors of the market. A number of smaller manufacturers dominate their individual sector and their combined influence is becoming more important. Another significant player is Red Bull (energy drink).
Production and Distribution
In fiscal 2002, the Britvic Group had six production plants which produced over 1.2 billion liters of soft drinks during the year and operated 12 retail distribution depots as well as a national distribution center for supplying the on-trade and off-trade.
Marketing
The success of the Britvic Group’s brands depends upon their quality and value for money and on brand marketing. Over the past three years, the Britvic Group spent an average of approximately 19% of gross revenues on brand advertising, promotional and other related expenditure.
Britvic Group products are available in a wide variety of outlets in the United Kingdom, including grocery stores, supermarkets, gas stations, other non-licensed premises, off-licenses and restaurants, pubs, clubs and other licensed premises.
The Britvic Group has more than 52,000 dispense units installed in pubs and other trade outlets, including catering establishments. These installations produce mainly carbonated soft drinks from concentrates supplied by the Britvic Group. It also supplies over 19,000 vending machines which dispense a range of soft drinks in both cans and plastic bottles.
Reliance on Supplies
Fruit juice concentrates and other fruit raw materials, which are important ingredients for many of the Britvic Group’s products, are obtained from various sources worldwide. One of the principal raw materials used by the Britvic Group is sugar. Adequate supplies of bulk sugar are available for the foreseeable future, although the Britvic Group is obliged to purchase its sugar requirements in the EU market, where prices are considerably higher than in other markets.
Reliance on Customers
As a result of the sale of the Group’s brewing operation to Interbrew on August 22, 2000, the Britvic Supply Agreement requires the Britvic Group to sell soft drinks to Interbrew for a term of five years. Interbrew in turn is required to purchase certain quantities of soft drinks to meet its minimum purchasing requirements.
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The volume of sales in the soft drinks business may be affected by weather and is seasonal, peaking in the summer months and at the time of festive holiday occasions, such as Christmas (the first and fourth quarters of the Group’s fiscal year).
Regulation
The Food Safety Act 1990 effectively raised the quality standards demanded in the soft drinks industry. The Britvic Group has actively participated in the industry discussion processes which, it is believed, will ultimately result in legislation governing soft drinks products sold in the EU market.
RETAIL – SIX CONTINENTS RETAIL
Six Continents Retail is the United Kingdom’s leading operator of managed pubs, bars and restaurants (in terms of sales and number of sites), with a particular focus on high-take sites. SCR’s high quality, predominantly freehold estate comprises over 2,000 sites, spread throughout the United Kingdom and includes over 40 sites in Germany. As at September 30, 2002, SCR had tangible fixed assets with a net book value of approximately £3.5 billion, including £0.7 billion of revaluation.
SCR has a wide brand portfolio, with a number of segment-leading and well established brands providing targeted offers for a variety of consumer groups, locations and occasions.
The following chart depicts how SCR’s UK brands are targeted by location or by primary occasion (drinks or food), together with the number of sites for each as at September 30, 2002:
SCR’s accommodation brands (Express by Holiday Inn and Innkeeper’s Lodge), the ten pin bowling operation (Hollywood Bowl) and the branded bar and brasserie chain in Germany (Alex) are not shown in the chart above.
Within each quadrant, the relevant brands target different consumer groups or occasions. For example, within residential, drinks-led sites, Ember Inns is for the quiet drink occasion; Sizzling Pub Co. is focused on local drinking with ‘value for money’ pub food; Scream is aimed at students; and Arena targets sports and entertainment occasions. In total over 1,100 of the SCR’s sites are branded, of which over 800 are in residential areas.
In addition SCR has a large estate of over 900 unbranded pubs and restaurants including those forming the conversion pipeline to its brands and formats.
In 2002, SCR generated operating profits of £288 million on revenues of £1,475 million, delivering a post-tax cash return on cash capital employed of over 10%.
SCR’s senior management team has built and developed its business by:
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The growth in SCR’s turnover and profits primarily stems from brand and format roll-out to new sites and from sales and profits uplifts on conversion of existing sites to brands and formats. Thereafter, site sales tend to be broadly flat (or marginally declining), with pubs and bars tending to show slight declines after year one, and restaurants and accommodation showing slight growth after year one. Longer-term profit growth is also driven by scale efficiencies, through, for example, increasing staff productivity, supply chain gains and reducing central costs.
Prior to 1989, the involvement of Six Continents (then known as Bass PLC) in pubs was a vertically integrated brewing and retailing company with regional operations covering both brewing and pubs. In 1989, Six Continents was reorganized and, in the process, created a drinks-led retail business with a managed and leased estate of over 7,000 sites. As a result of the Beer Orders, which restricted the number of pubs which brewers could tie to their products, Six Continents disposed of over 2,700 pubs and bars by November 1, 1992.
In the ten year since then, SCR has undergone a major transformation in its operations, with a number of significant acquisitions and disposals during this period and focused investment to reposition its estate in terms of geography, sales mix and branding.
In realigning its estate portfolio, SCR retained the strongest sites from its former Bass PLC estate (approximately 1,100 sites from around 7,400). In 1995, SCR acquired the Harvester chain from Forte plc. In 1997, SCR acquired the Browns chain of seven restaurants. Following the disposal of most of the Six Continents’ entertainment business in 1997 and 1998, Hollywood Bowl was transferred to SCR. In 1998, SCR largely disposed of its leased pub business and acquired the Alex brand in Germany.
SCR also increased the size of its estate by acquiring 550 high-potential former Allied Domecq sites, out of approximately 3,500 sites, from Punch (ADR Joint Venture Company) Limited in 1999. In addition, during this ten year period, SCR acquired over 400 carefully selected new sites and new builds. In 2001, SCR sold to Nomura an estate consisting of 988 smaller unbranded pubs with limited growth potential as managed pubs.
Over the ten year period up to September 30, 2002, SCR has realized cash proceeds of £1,600 million through disposals and has achieved a profit of £158 million on disposals against book value.
Further details of the activities of SCR, including geographic and brand segmentation, are set out below.
SCR’s strategy is to capitalize and build on its position as the leader in the UK managed pub and pub-restaurant sector, to drive returns, cash generation and long-term earnings growth and to create value for the Company’s shareholders.
SCR intends to continue to implement its strategy by:
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Successful implementation of this operational strategy would enable management to drive longer-term earnings growth and freehold capital appreciation through the ongoing development of SCR’s estate and, by taking advantage of specific value-enhancing disposal opportunities, for instance due to the higher valuations being achieved through unlicensed use, to realize value for the Company’s shareholders through dividends and, where appropriate, returns of capital.
This strategy highlights the importance of SCR’s high quality estate in enabling SCR to drive value from its portfolio of both branded and unbranded sites, without over-exposure to any particular segment of the market.
Further detail on strategy for SCR can be found in this Item 4 within the descriptions of the “Pubs & Bars” and “Restaurants” segments.
Owning and developing licensed properties with high AWT
SCR’s development strategy, focused on a carefully selected estate of high-take managed pubs, contrasts with the leased business model, which SCR believes is more appropriate for large estates of smaller pubs, with high financial leverage.
The combination of high amenity, from initial investment and subsequent maintenance, and an emphasis on service and value drives customer appeal and sales, as shown by the high AWT per site, approximately three times the industry average. Large-take sites benefit from enhanced employee productivity, contributing to strong cash returns.
SCR’s strategy is, where possible, to own the freehold of such sites, particularly in residential areas, to participate not only in the operational returns, but also in any uplift in the property value created through investment and from the underlying appreciation associated with the value of the licence. The £0.7 billion revaluation demonstrates the uplift generated in site values in the past (up to the last revaluation in 1999).
Creating and evolving sustainable consumer brands and formats
The Company considers that continued success can be achieved in evolving and developing SCR’s consumer brands and formats in the future through:
Developing prime sites into SCR’s brands and formats
The Company believes that SCR has significant growth potential from converting an existing pipeline of some 500 sites (principally in residential areas) to its brands and unbranded formats over the next three to four years, at an estimated average cost of £250,000 per site going forward, in order to drive strong sales uplifts and high incremental returns on investment. In addition, the Company intends that SCR will continue to add to its
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estate through selective new site acquisitions which have high unit sales potential and which meet SCR’s rigorous site and investment criteria.
SCR’s existing plans target the majority (around 80%) of its capital investment over the next three to four years on the residential pub and pub-restaurant segments, where the Company believes that the balance of supply and demand is currently more attractive than the city/town center. This will be driven through further conversions of existing pubs to brands such as Ember Inns, Vintage Inns, Toby Carvery, Sizzling Pub Co. and operating formats. SCR’s management is also currently piloting various low-cost brand templates in order to allow for roll out to certain sites where the full cost format may not be economically viable, so as to maximize asset productivity and maintain attractive returns.
SCR’s management will continue to evaluate sites very carefully, as certain sites are more appropriate to trade as branded sites; or can better achieve their maximum potential by trading as individual (unbranded) sites, for example, the White Horse in Parsons Green, London and The Horseshoe Bar in Glasgow, or which may achieve greater value through alternative use or ownership.
SCR will also continue its program of disciplined maintenance investment on existing sites to sustain and, where appropriate, improve amenity levels in order to enhance customer appeal and preserve the value of the assets.
Generating scale benefits
As the largest managed pub, bar and restaurant operator in the United Kingdom (measured by sales and number of sites), SCR strives to maximize the benefits from economies of scale. The development of high-take and high-return sites drives overall sales growth and provides margin benefit, through, in particular:
As a result of SCR’s corporate scale and flexible infrastructure, the Company believes that SCR is well placed to take advantage of any further industry restructuring and consolidation opportunities which would create shareholder value. However, the focus of SCR’s strategy is on organic development.
During the past three fiscal years, SCR has:
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Segmental Information
The SCR business is currently structured into two main business areas:
Predominantly all of SCR’s turnover and profit arises from operations in the United Kingdom.
SCR is well diversified geographically within the United Kingdom and covers England, Wales, Scotland and Northern Ireland.
An approximate breakdown of SCR’s UK sales as a percentage of total sales based on regional sales figures in fiscal 2002, is set out below*:
Historically, SCR was heavily concentrated in the main UK industrial areas of the North and Midlands. However, following a number of disposals and the acquisition of 550 former Allied Domecq sites to reposition the estate in 1999, SCR believes that the Group now has a much more balanced presence across the United Kingdom.
The German business comprises the Alex brand and one All Bar One site, which opened in Cologne in fiscal 2002, and represents around 2% of SCR’s sales for 2002. Alex sites are located in many of the major cities in Germany.
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The following table shows turnover and operating profit by activity and percentage contribution of each activity for each of the three years ended September 30, 2002, 2001 and 2000.
The Pubs & Bars Division
Overview and Strategy
The Pubs & Bars Division comprises SCR’s drinking-out and entertainment-led sites. As at September 30, 2002, it had 595 branded sites and 841 unbranded sites and reported sales of £866 million and operating profit of £190 million in fiscal 2002.
The most important brands are Ember Inns, Sizzling Pub Co. and Scream in residential areas, O’Neill’s in city and town center locations and Hollywood Bowl (ten pin bowling in suburban leisure parks). The Pubs & Bars Division also includes the smaller brands of Arena (in residential areas) and Flares, Edward’s and Goose (in city centers). The unbranded sites include individual pubs and pubs operating to a consistent format (for example residential pubs for metropolitan professionals). Most of the remaining unbranded sites, located in residential areas and town centers, form the pipeline for future conversion to brands or operating formats.
The Company believes that the current balance of supply and demand in the residential pub sector is more attractive than city/town centers, and therefore SCR’s investment focus in the next three to four years is planned to be weighted towards conversions to the residential brands and formats (particularly Ember Inns, Sizzling Pub Co. and the metropolitan professional format) and on new site acquisitions for the Hollywood Bowl brand.
In both residential and city center sites, the Company intends that SCR will continue to refresh and evolve its brands and formats so that they can continue to meet consumer needs (for example, by improving the quality of service, food and drink in its pubs and bars, offering a wider range of soft drinks, wine, premium packaged spirits and lagers and by responding to the trend towards later hours drinking).
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The table below shows the number of SCR’s pubs and bars at the end of each of the last three fiscal years:
Pubs & Bars Brands
SCR’s key brands in the Pubs & Bars Division are:
Residential
Ember Inns – (Launched: 1999) Ember Inns are local pubs retaining their individual name, presented in a contemporary style and offering high quality drink, food and service. They are normally in prominent locations, with extensive car parks, in residential areas, and target a wide range of adults. The brand was awarded The Publican’s 2002 Retail Brand of the Year Prize for being the best new brand concept and the 2003 Retailers’ Retailer of the Year award for the best newcomer.
Sizzling Pub Co. – (Launched: 2001) Sizzling Pubs are also generally based in residential areas and aim to offer a great local drinking pub serving “value for money” food on hot (sizzling) skillets. Sizzling Pubs target those aged 25 and above and also cater for families.
Scream – (Launched: 1995) Scream is the leading student pub brand in the United Kingdom and is located on or near university campuses and lodgings. It offers students significant savings through a student discount card, the Yellow Card. Its target audience is students, typically aged between 18 and 25 years. It is continually evolving in terms of promotional activity, decor and product mix to reflect ever-changing student trends.
City/Town Center
O’Neill’s – (Launched: 1994) The Company believes that O’Neill’s is the largest Irish bar brand in the world and aims to offer the lively and fun atmosphere of the “Craic”. It is located in city/town centers and also on suburban high streets (main streets). O’Neill’s is targeted towards 18-35 year olds. It offers table service and, in larger sites, entertainment through music rooms. SCR is piloting branded franchises as a means to achieve further growth and enhanced returns on its investment.
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Bowling
Hollywood Bowl – (Launched: 1992) Hollywood Bowl offers ten pin bowling, food, drink and amusement games facilities in a family-friendly environment. Hollywood Bowl’s target audience consists of families, young people (aged 14-35), corporate groups and league bowling clubs. Most are located in retail/leisure parks next to multiplex cinemas.
Other brands
In addition to SCR’s key brands set out above, other brands in the Pubs & Bars Division include:
Arena – (Launched: 1999) These pubs are generally located in residential areas and aim to offer an alternative to the ‘big night out’ away from the city center with entertainment such as live bands and large screens for sporting occasions.
Goose – (Launched: 1996) Goose sites are located in city centers and are traditional pubs offering food and drink at extremely competitive prices.
Edward’s – (Launched: 1996) Edward’s are generally spacious bars which aim to cater to lunchtime diners and provide DJ-led entertainment in the evening with a target audience of style conscious 18-25 year olds.
Flares – (Launched: 1997) Flares is a late night dancing and drinking venue with DJs playing 1970’s retro music.
Unbranded Pubs and Bars
There are 841 unbranded sites, which trade as:
Operating Formats
There are currently two types of operating formats:
“Metropolitan Professionals” are individual residential pubs that have been renovated. They are predominantly located in London and target young professionals. They do not display a brand name; however they have some similar characteristics (e.g. in the menu and wine list); and
Nicholsons are central London pubs located in a “character” building. The pub name is retained with some additional Nicholsons’ signage. Nicholsons primarily caters for city workers and tourists, offering traditional pub food and drink.
Individual Pubs and Bars
These unbranded pubs include individual, “classic pubs” distinct in their own right (i.e. due to architecture, history or being close to a tourist attraction), individual nightclubs, gay pubs and other sites, which are well known locally due to their location or popularity. There are currently no plans to convert these sites, as the Company considers that it can achieve their maximum potential by remaining unbranded sites. In addition, there are other unbranded pubs and bars, which are being evaluated by management and which include sites currently identified for future conversion to SCR’s brands or formats.
Supported Agreements to Trade (“SATs”)
SCR is also piloting a system of SATs, whereby SCR enters into a support agreement with a third party under which, for an annual fee, SCR provides goods and services (such as IT systems, menu support, telephone helpdesk and the ability to participate in bulk purchasing carried on by the rest of its estate). SCR retains ownership of the property and leases it for a commercial rent. As at September 30, 2002, there were eight SATs in operation.
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Leased Sites
SCR continues to lease to third parties a small number of pubs, which it decided to retain on the disposal of its leased estate. These pubs will be converted to managed pubs once the lease expires.
The Restaurants Division
The Restaurants Division comprises the eating-out and accommodation-led sites and includes 440 branded pub-restaurants such as Vintage Inns, Harvester and Toby Carvery in residential areas; 97 residential unbranded pub-restaurants; and 68 brasserie restaurants in UK city centers under the brands of All Bar One and Browns. There are 41 sites in Germany, all but one of which are under the Alex brand. Express by Holiday Inn and Innkeeper’s Lodge offer mid-scale/budget accommodation and are generally located adjacent to pub-restaurants. Management and financial reporting are integrated with that pub-restaurant.
In 2002, the Restaurants Division reported sales of £609 million and operating profit of £98 million.
SCR’s focus of investment in the next two to three years is planned to be weighted towards new site acquisitions in the pub-restaurant market, particularly sites that are suitable for conversion to Vintage Inns and Toby Carvery, together with associated accommodation, where appropriate. SCR has been reviewing a number of smaller Harvester sites for conversion to formats such as Sizzling Pub Co. and Ember Inns, which are less labor intensive, in light of the rise in employment costs driven by the UK national minimum wage. In addition, the Company intends that SCR will continuously evolve its restaurant offers to anticipate changing consumer trends (for example, the growth of informal dining and, as consumers become more discerning, a higher quality and wider variety of food and drink, particularly wine).
The table below shows the number of SCR’s restaurants at the end of each of the last three fiscal years:
Restaurant Brands
SCR’s major UK restaurant brands are:
Vintage Inns – (Launched: 1994) These are traditional food-led country pubs serving freshly cooked food and a range of high quality wines at reasonable prices. They display the individual pub name with subtle branding on menus and signage. Vintage Inns are targeted at a wide range of age groups, particularly those over 40.
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Harvester – (Established: 1978; Acquired: 1995) Harvesters are pub-restaurants in suburban roadside locations, principally targeting families. They offer a “country” setting and are well known for Spit Roast Chicken, Smoked Ribs and Salad Cart. The offer is currently being evolved to reflect the changes in consumer demand away from the traditional service style offer to a more informal offer highlighting the freshly prepared food made from seasonal ingredients.
Toby Carvery – (Established: 1973; Relaunched: 1998) Toby Carvery is the leading brand in the UK carvery sector (in terms of number of sites and sales) and aims to offer a “good value” varied menu of roasts and other traditional dishes. The sites are generally in suburban roadside locations and are aimed at a wide range of age groups and Sunday lunch diners.
All Bar One – (Launched: 1994) Classic cosmopolitan bars serving food and drink in a clean, bright contemporary environment, positioned in city center locations (primarily in London). Recently, SCR has enhanced the snack and food offers available, introduced table service and extended the range of good quality wines on sale. All Bar One’s target audience consists of metropolitan professionals (especially women). The brand won the Retailers’ Retailer of the Year award for best concept in 1999 and a trial site has also been opened in Cologne, Germany.
Browns – (Established: 1973; Acquired 1997) SCR acquired the Browns chain of seven restaurants in 1997. Browns restaurants are located in city centers around the United Kingdom and aim to offer casual, elegant, brasserie dining all day, often in landmark architectural buildings. The target audience consists of metropolitan professionals and tourists.
In addition to SCR’s major UK brands set out above, the Restaurant Division also includes Innkeeper’s Fayre, a family dining pub-restaurant with children’s play dens.
Accommodation
SCR has approximately 100 sites which offer accommodation above or adjacent to the pub-restaurant or pub with over 3,000 rooms and generating £35 million of accommodation revenue in 2002, as well as driving additional food and beverage trade in the associated pub-restaurant. In 87 of these sites, the accommodation offer is branded as either Express by Holiday Inn or Innkeeper’s Lodge.
Express by Holiday Inn – (First franchise operated: 1996) These are modern, purpose built mid-scale limited service hotels. SCR is the major Express by Holiday Inn franchisee in the United Kingdom.
Innkeeper’s Lodge – (Launched: 2001) Innkeeper’s Lodges are typically smaller than Express by Holiday Inn sites and offer informal value rooms above or adjacent to pub-restaurants such as Toby Carvery and Vintage Inns.
Unbranded Pub-Restaurants
There are currently 97 unbranded pub-restaurants, all of which are in residential areas. These include individual pub-restaurants and pipeline sites for conversion to SCR’s brands.
Germany
SCR acquired the Alex business in 1998 (as an initial trial in transferring SCR’s branded chain licensed retail expertise to Germany, the market most similar to the United Kingdom in terms of the drinking out sector) and has since expanded it to 40 managed sites. There are also six franchised sites. In addition, there is now one All Bar One site in Cologne. All the operations in Germany are conducted through SCR’s German subsidiary, Six Continents Retail Germany GmbH. Performance and hence returns have been lower than expected, primarily as a result of poor economic conditions in Germany, exacerbated by fixed property costs. SCR will not consider
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further expansion of Alex or All Bar One in Germany, unless and until German economic conditions improve; however, the Company believes that the SCR business should benefit from any future upturn in Germany.
Alex – (Acquired: 1998) Alex is the leading branded licensed retail chain in Germany, in terms of sales and number of sites. The city center bars and brasseries offer all day menus and drinking. Alex sites are aimed towards shoppers and office workers during the day and 18-35 years olds in the evening.
SCR operates a portfolio of brands and formats, each of which has a distinct customer, service offer, product range and price point. The major marketing activities to drive sales therefore focus on:
Key Competitors
SCR’s pubs and restaurants compete in a market that has been undergoing significant structural changes in recent years. Some brewers have exited from brewing activities altogether and sold off their leased and smaller managed pubs to focus on high margin branded assets or other interests, allowing new pub retailing companies to enter the market. In addition, financially leveraged companies have become more common in pub ownership; around 30% of pubs are now owned by financial institutions or highly leveraged companies, compared with only 2% in 1997.
Following this industry restructuring and consolidation, SCR’s key competitors (in the eating out and drinking out market) in the United Kingdom now include:
SCR’s pubs, bars and restaurants also compete with home-based entertainment and the trend towards drinking at home.
As at September 30, 2002, the Group accounted for only 3% of the UK managed pub/bar industry by number of sites and it had an estimated market share of over 9% by sales.
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Key Supply Partners
Despite the relatively low number of suppliers, no one food or drink or leisure supplier to SCR represents more than 15% of the total value of goods supplied.
SCR is contractually bound to use certain suppliers: as a consequence of the disposal of Six Continents’ former brewing business to Interbrew UK Holdings Limited (and Interbrew’s subsequent part disposal to Coors), SCR entered into a beer supply agreement in 2000, to purchase a minimum amount of certain specified products for a term of five years from that date. Coors’ brands now represent approximately 37% of SCR’s alcoholic drink purchases. In addition, as part of the acquisition of the 550 former Allied Domecq sites, SCR is contractually bound to purchase a fixed minimum volume of Carlsberg-Tetley products until December 12, 2007, which in fiscal 2002 represented 8% of its alcoholic drink purchases.
Regulatory Environment
The sale of alcohol in the United Kingdom is a highly regulated industry governed by the licensing system. Licensing covers most premises where alcohol is sold, such as pubs, off-licenses, restaurants and supermarkets. This section refers to regulations in the United Kingdom and references herein to Government or Parliament are references to the Government or Parliament of the United Kingdom.
Legislation – Licensing Reform
The retail sale of alcohol in the United Kingdom is currently governed by a licensing system set out in the Licensing Act 1964. Pubs – known as “on-trade” business – generally require a full on-license in order to sell alcohol on the premises. The license is generally held by the manager or landlord. That person has to satisfy the licensing authorities that, amongst other things, he/she is a fit and proper individual to hold such a license.
Other types of license which may be required in the “on-trade” include gaming machine permits in respect of installing and operating AWP machines, “supper hours” certificates to extend the permitted hours for selling alcohol by one hour (where the sale of alcohol is ancillary to a substantial meal) and entertainments licenses for dancing and certain live performances.
On-licenses must currently be renewed every three years and may be revoked at any time for serious cause, including violation by the manager or landlord or his/her employees of any law or regulation, such as those regulating the minimum age of patrons or employees, advertising and inventory control.
On November 15, 2002, the Government presented a new licensing bill to Parliament. The key changes being proposed are:
The bill proposing these changes has yet to pass through both Houses of Parliament and much of the detail, including the fee levels for premises or personal licenses, has still to be drafted. Furthermore, national guidance from the Secretary of State will determine much of the practical implication of the new legislation. Royal Assent is expected in July 2003, with expected implementation by Spring 2004 to coincide with the existing triennial renewal period.
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Gaming Regulations
In 2002, AWPs represented around 3% of SCR’s turnover. The Gaming Act 1968, along with subsequent legislation, is the key source of current gaming and amusement machine legislation which impacts on SCR’s business.
Under this legislation, liquor licensed premises are allowed to deploy AWPs with the permission of local licensing magistrates. The current maximum level of stake and prize for a single game is 30 pence and £25, respectively. Proposed changes to the current gambling legislation are under consideration by the Government which include making play by under 18 year olds illegal (although SCR already abides by a voluntary code to this effect) and passing the control of the number of AWPs from licensing magistrates to local authorities. The other areas of change relate to categories of machine permitted in casinos, licensed betting offices, bingo amusement arcades, family entertainment centers and motorway service stations.
Under the proposed legislation, existing licensed premises would be allowed to retain their current number of AWPs. New licensed premises are likely to be entitled to two AWPs (currently pubs do not have an automatic right to any AWPs) with discretion for local authorities to increase such entitlement, based on national guidance that is currently being considered by the Government in consultation with the pub industry. In addition, following lobbying by the pub and gambling industries and irrespective of any new overarching gambling legislation, reviews aimed at increasing the maximum levels of stakes and prizes will continue. The industry is seeking a maximum level of stake and prize for a single game of 50 pence and £50, respectively, in January 2005. Furthermore, payment method deregulation is expected within the next 18 months that will allow AWPs to accept notes for play; at present only coins or tokens can be used.
The Company believes that the new legislation may result in increased competition in gaming but also increase the appeal of gaming in pubs (through payment deregulation and the number of machines on licensed promises). The Company believes that, on balance, the ultimate effect will probably be at least neutral on SCR’s business but will keep the proposed gaming legislation under close review.
Drink Driving
The European Commission has recommended that all countries in the EU adopt the same drink and drive limit of 0.5mg/ml blood alcohol concentration. A lower level of 0.2mg/ml would be adopted for younger and inexperienced drivers. It is not known when the EU directive will come into force. The current legal limit in the United Kingdom is 0.8mg/ml and, as car drivers and passengers account for 40% of pub visits, this legislation could affect trading in SCR’s rural and suburban pub and restaurant sites.
Employment Legislation
In the United Kingdom, the Working Time Regulations (the “Regulations”) came into effect on October 1, 1998 and control the hours employees are legally allowed to work. Under the legislation, workers may only be required to work a 48 hour week (although they can choose to opt out and work longer if they wish). The Regulations also lay down rights and protection in areas such as minimum rest time, days off and paid leave. Many of SCR’s employees are covered by the Regulations, and most of its licensed house managers have signed voluntary opt outs which allow them to work longer than the 48 hour work week. The retention of the opt out and guidance as to who is covered by the Regulations is expected to be under review in 2003.
In addition, under the Equal Treatment Directive, part-time employees can claim the same rights as full-time employees.
In the United Kingdom there is a national minimum wage (“NMW”) under the National Minimum Wage Act. The NMW was £3.60 per hour in 1999, £3.70 per hour in 2000, £4.10 per hour in 2001 and £4.20 per hour as of October 1, 2002. This particularly impacts businesses in the hospitality and retailing sectors. Compliance with the National Minimum Wage Act is being monitored by the Low Pay Commission, an independent statutory body established by the UK Government. Staff costs have increased in both pubs and restaurants following the introduction of the NMW. Historically, the Group has managed to partly offset increases in NMW costs against increased labor productivity (for example, through training, larger sites and efficient staff rostering). SCR’s sales per staff hour have increased by some 14% during the past four years. See “Item 3. Key Information – Risk Factors” for further information on regulatory employment costs.
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Food Regulation Standards
Regulations covering food hygiene have raised standards in the food retailing industry. The regulations have had their greatest effect on smaller, independent restaurant outlets that had to incur additional costs to comply with the new standards. The Company believes that all of SCR’s sites should comply with current Food Regulation Standards as a result of rigorous training, detailed manuals and regular independent environmental health audits.
EC Noise Directive
The Physical Agents Directive 2001 (the “Directive”) is currently under discussion in the retail industry, relating to the regulation of noise in the workplace; the current UK noise limit for workplaces is 90 decibels but if the directive were to come into effect that limit would be reduced to 85 decibels, representing a significant change. SCR’s sites, especially those which play loud music and have other live entertainment, could be affected by this proposed change in the law. The European Parliament has recently agreed that the industry in the United Kingdom should agree a code of conduct as to how the Directive is to be implemented in the United Kingdom. It is expected that the UK Government will need to put regulations in place in relation to this proposed directive within the next five years.
In the meantime, the senior management team will put in place a proactive policy on noise levels for SCR, in the light of the proposed Directive.
Legislation Relating to Smoking
There has been a recent government consultation exercise on smoking in public places which may lead to the introduction of regulations controlling smoking in public. Any such regulations may have the effect of discouraging smokers from using pubs and restaurants which may have an adverse effect on SCR’s operations.
There is currently a charter on smoking in public places such as restaurants and pubs, which has been agreed between the Department of Health and leading hospitality industry groups. This charter, though not law, is supported by the Government who asked the licensed leisure industry to ensure that 50% of licensed premises were compliant with it by December 2002, and that 35% of those have either ‘no smoking’ areas or adequate mechanical ventilation.
SCR is in compliance with the charter. As part of its support for the charter, SCR is taking steps to ensure that:
SCR has also recently introduced in part of its estate a ‘no smoking’ rule at the bar, in order to further improve the environment for its employees and customers. This is currently being rolled out at Ember, Vintage Inns and Harvester sites and the intention is to roll out this policy to the rest of SCR’s estate.
OTHER ACTIVITIES
The main other Group activity is property development.
Standard Commercial Property Developments Limited
SCPD develops and sells land and properties in the United Kingdom on a limited scale. It has an existing development stock with a book value of around £20 million, including ex-brewery land, depots and former leisure retail sites. In addition, SCPD aims to pursue attractive opportunities that may arise to redevelop a small number of the Group’s sites.
In 2002, SCPD generated operating profits of £1 million on revenues of £6 million.
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TRADEMARKS
Group companies own a substantial number of service brands and product brands and the Group believes that its significant trademarks are protected in all material respects in the markets in which it currently operates.
ORGANIZATIONAL STRUCTURE
Principal operating subsidiary undertakings
Six Continents PLC is the beneficial owner of all (unless specified) of the equity share capital, either itself or through subsidiary undertakings, of the following companies:
Corporate activities
Asia Pacific Holdings Limited (note a) SixCo North America Inc. (incorporated and operates in the United States) SC Luxembourg Investments SARL (incorporated and operates in Luxembourg) Six Continents Hotels International Limited (note a) Six Continents Holdings Limited (note a) Six Continents Overseas Holdings Limited (note a) Six Continents International Holdings BV (incorporated and operates in the Netherlands) Six Continents Investments Limited (notes a and b)
Hotels
BHR Holdings BV (incorporated and operates in the Netherlands) BHR Luxembourg SARL (incorporated and operates in Luxembourg) Six Continents Hotels Limited (formerly Posthouse Hotels Limited) Six Continents Hotels Operating Corporation (incorporated and operates principally in the United States) Six Continents Hotels (UK) Limited Holiday Inn Limited (note a)
Britannia Soft Drinks Limited (50% Six Continents Investments Limited, 25% Whitbread PLC, 25% Allied Domecq PLC) (note c) Britvic Soft Drinks Limited (90% Britannia Soft Drinks Limited, 10% PepsiCo Holdings Limited) Robinsons Soft Drinks Limited (100% Britannia Soft Drinks Limited)
Retail
Six Continents Retail Limited (note e) Six Continents Retail Germany GmbH (incorporated and operates in Germany) (note e)
Standard Commercial Property Developments Limited (notes a and e) White Shield Insurance Company Limited (incorporated and operates in Gibraltar) (note a)
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PROPERTY, PLANT AND EQUIPMENT
Group companies own and lease property primarily in the United Kingdom. The table below analyzes the net book value of land and buildings at September 30, 2002 by division and geographic segment. Approximately 80% of the properties by value were directly owned, with 16% held under leases having a term of 50 years or longer.
Group properties include hotels, soft drinks production facilities, and associated distribution centers for Group products, managed pubs, restaurants and leisure venues.
Six Continents believes that no single property is material to its operations or financial position.
In accordance with UK GAAP, properties are recorded in the balance sheet at cost or valuation less depreciation. Financial Reporting Standard 15 – Tangible Fixed Assets was implemented by Six Continents with effect from October 1, 1999. The transitional rules of the Standard have been followed permitting the carrying values of properties as at October 1, 1999 to be retained. The most recent valuation was undertaken in the year ended September 30, 1999 and covered all properties then owned by the Group, other than hotels acquired or constructed in that year and leasehold properties having an unexpired term of 50 years or less. The valuations were undertaken by external valuers and the basis of valuation was predominantly existing use value.
Property, plant and equipment has been written down in fiscal 2002 by £113 million following an impairment review of the hotel estate. The impairment has been measured by reference to the value in use of income-generating units, using discount rates ranging between 10.0% and 11.5% depending on the geographical location of the income-generating unit.
SCH is undertaking a major refurbishment program at some of its leading InterContinental properties. See “Item 4. Information on the Company – Hotels – Six Continents Hotels – Developments”.
ENVIRONMENT
Six Continents is committed to a policy that all its operating companies have a responsibility to act in a way that respects the environment in which they operate. The Group’s hotels operate in nearly 100 countries and territories and its strong presence in the US and EU markets mean that it is affected by and is familiar with highly developed environmental laws and controls. Six Continents takes regular account of environmental matters and seeks to embed good practice into its business strategies and operations. Six Continents benchmarks externally with initiatives such as the FTSE4Good and Dow Jones World Sustainability Indices, so that it can measure achievements, identify shortcomings and take appropriate corrective action. The Dow Jones World Index lists Six Continents as “Leader in Sustainability” for the restaurant and lodging sector.
Group companies incur expenditure on technical advice, services and equipment in addressing the environmental laws and regulations enacted in the countries in which they operate. In fiscal 2002, such expenditure was not material in the context of their financial results. Group companies are developing the use of environmental audits, benchmarking, targets and formal reporting streams to ensure policy compliance and are constantly developing improved energy management policies aimed at reducing variable costs for energy and waste management bills.
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It is not possible to forecast the overall Group expenditure to comply with environmental laws and regulations; this reflects the difficulty in assessing the risk of environmental accidents and the changing nature of laws and regulations. Six Continents expects, however, in the light of its control procedures backed by insurance cover currently available, that it should be in a position to restrict such expenditure so that, although it may be considerable, it will be unlikely to have a material adverse effect on the Group’s financial position or results of operations.
ITEM 5. OPERATING AND FINANCIAL REVIEW AND PROSPECTS
CRITICAL ACCOUNTING POLICIES UNDER UK GAAP AND US GAAP
The preparation of financial statements requires the use of estimates and assumptions that affect the reported amount of assets and liabilities, the disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenditure of the period. Actual results could differ from those estimates.
The Company believes the following critical accounting policies require significant judgment and/or the greatest use of estimates.
Tangible and Intangible Assets
(i) Goodwill
Purchased goodwill is capitalized as an intangible asset and amortized over its anticipated life.
Prior to September 30, 1998, under UK GAAP, goodwill arising on acquisitions was eliminated against shareholders’ funds. On disposal of a business, any goodwill relating to that business and previously eliminated against shareholders’ funds, is taken into account in determining the gain or loss on disposal.
Under current US GAAP, all goodwill is amortized over its anticipated life. From October 1, 2002 the Company will adopt Statement of Financial Standards No. 142 “Goodwill and Other Intangible Assets” under which amortization of purchased goodwill is no longer mandatory. On adoption of the new accounting standard, goodwill will be reviewed for impairment, and then on a periodic basis thereafter.
In the 2002 financial statements there is a UK GAAP to US GAAP reconciling amount of £101 million which relates to the incremental charge under US GAAP of amortizing all of the Group’s intangible assets. The size of this reconciling amount illustrates the financial significance of accounting policies in this area.
(ii) Revaluation of tangible fixed assets
Tangible fixed assets are stated at cost or valuation less depreciation. The most recent valuation of properties was undertaken in 1999 and covered all properties owned by the Group other than hotels acquired or constructed in the year and leasehold properties having an unexpired term of 50 years or less. The valuation was undertaken by external Chartered Surveyors and internationally recognized valuers (Jones Lang LaSalle Hotels in respect of hotels and Chesterton plc in respect of pubs and other properties) in accordance with the Appraisal and Valuation Manual of the Royal Institution of Chartered Surveyors. The basis of valuation was predominantly existing use value and, in the case of pubs and hotels, had regard to trading potential.
Use of independent valuers and adherence to industry-wide valuation manuals eliminates company bias from the valuations but property values are affected by external factors such as the economy, terrorism threat and natural disasters as well as property valuation cycles. It is common for property prices to change (up or down) in the years following a valuation.
At the end of fiscal 2002, the Group’s fixed assets had been increased by £1,020 million as a result of revaluations.
(iii) Impairment of fixed assets
Under UK GAAP and US GAAP the carrying value of both tangible and intangible fixed assets is assessed for indicators of impairment.
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In circumstances where indicators of impairment exist, the carrying value of an income-generating unit (“IGU”) is assessed by reference to value in use, which is defined as the present value of discounted cashflows and/or net realizable value. The outcome of such an assessment is subjective, and the result sensitive to the discount rates applied in calculating the value in use, which will be dependent on the type of asset and its location. Any impairment arising on an income-generating unit, other than an impairment which represents a consumption of economic benefits, is eliminated against any specific revaluation reserve relating to the impaired assets in that income-generating unit with any excess being charged to the profit and loss account. Under US GAAP, the assessment of the IGU’s carrying value is by reference to undiscounted cashflows. To the extent that the undiscounted cashflows do not support the carrying value, the fa ir value of the asset must be calculated and the difference to the current carrying value charged to the profit and loss account.
During 2002, the Group recorded an impairment of its tangible fixed assets of £113 million, all of which relates to Six Continents Hotels.
OPERATING RESULTS
Accounting Principles
The following discussion and analysis is based on the Consolidated Financial Statements of the Group, which are prepared in accordance with UK GAAP. The principal differences between UK GAAP and US GAAP as they relate to the Group are discussed in Note 32 of Notes to the Financial Statements.
UK Financial Reporting Standard (FRS) 19 “Deferred Tax”, has been adopted for the first time in fiscal 2002. This change in accounting policy has been accounted for as a prior period adjustment and previously reported figures have been restated accordingly. See “Fiscal 2002 Compared with Fiscal 2001 – New Accounting Standards” below.
Fiscal 2002 results include a number of major exceptional items totaling a net charge of £24 million – see “Fiscal 2002 Compared with Fiscal 2001 – Exceptional Items” below. Fiscal 2001 results include a number of major exceptional items totaling a net charge of £41 million – see “Fiscal 2001 Compared with Fiscal 2000 – Exceptional Items” below and fiscal 2000 results include major exceptional income of £1,293 million. In order to aid comparison with earlier years, some performance indicators in this Operating and Financial Review and Prospects discussion are calculated after eliminating these major exceptional items. Such indicators are prefixed with “adjusted”.
Fiscal 2002 Compared with Fiscal 2001
Group
Total turnover fell by 10.4% from £4,033 million in fiscal 2001 to £3,615 million in fiscal 2002. Total operating profit before major exceptional items of £618 million compared with £792 million in fiscal 2001. Profit before tax was £534 million in fiscal 2002, compared with £690 million in fiscal 2001; excluding major exceptional items in both years, adjusted profit before tax was £558 million against £731 million in the previous year. Basic earnings per ordinary share was 53.0p compared with 51.3p in fiscal 2001; eliminating the impact of major exceptional items, the adjusted earnings per ordinary share was 42.4p compared with 56.2p for fiscal 2001.
Six Continents Hotels continued to make both capital and revenue investment to ensure that it is well placed to gain maximum benefit from an upturn in the market. The ongoing estate in Six Continents Retail achieved good operating profit growth, gained market share and, despite significant regulatory cost increases, was able to defend its operating margins. The soft drinks business had another successful year, and increased both its market share and operating profit.
During fiscal 2002, Group turnover from continuing operations of £3,615 million fell by 10.4% on the previous year. Turnover in SCH decreased 19.2% to £1,532 million in fiscal 2002. Turnover in SCR from the ongoing estate of £1,475 million was 5.7% ahead of last year due to good sales growth in food, wine, soft drinks and accommodation. Soft Drinks turnover of £602 million was up 5.4% on last year.
Operating profit from continuing operations and before major exceptional items was £618 million against £792 million in fiscal 2001. SCH operating profit before major exceptional items was £262 million, down
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£165 million against fiscal 2001. SCR operating profit from the ongoing estate at £288 million was up 5.1% on last year. Soft Drinks had a successful year with operating profit growth of over 10%.
The exceptional items before tax of £24 million included an operating exceptional item of £77 million and non-operating exceptional items totaling £53 million – see “Fiscal 2002 Compared with Fiscal 2001 – Exceptional Items” below. These operating and non-operating exceptional items have been excluded from the calculation of adjusted earnings per share.
Profit before tax was £534 million compared with £690 million in fiscal 2001; excluding major exceptional items, profit before tax was £558 million against £731 million in the previous year. The taxation charge includes an exceptional credit of £114 million in respect of the release of over provisions for tax in respect of prior years, a charge of £10 million in relation to property disposals and a credit of £1 million in relation to Separation costs. Excluding the impact of the major exceptional items, the tax charge represented an effective tax rate of 30.0%, compared with (adjusted) 30.4% for fiscal 2001.
The Group operating cash inflow of £207 million was £91 million greater than in fiscal 2001. This increase was due to the reduced level of net capital expenditure for the Group’s continuing operations which reduced to £513 million from last year’s level of £868 million. After taking account of interest, dividend and tax payments, normal cash outflow was £290 million compared with £397 million in fiscal 2001. Net debt at the end of the fiscal year amounted to £1,177 million, resulting in a balance sheet gearing ratio of 22.0%.
Six Continents Hotels
During the year, SCH continued to invest in its businesses and position itself for an upturn in trading, while taking significant action to protect profit. In order to drive turnover growth, marketing campaigns such as the reshaping of the InterContinental brand were coupled with investment in the sales force, reservations systems and e-commerce. Operating costs within the owned and leased (“O&L”) and managed hotel estates, together with corporate costs were reviewed as part of stringent cost management programs.
Marketing programs focused on the key strengths in the InterContinental and Holiday Inn brands. In September 2002, the InterContinental brand reshaping project was announced. This represents a $25 million investment in marketing, advertising and enhancements in service and delivery, the majority of the expenditure being planned to be spent in the first half of fiscal 2003. The Holiday Inn brand celebrated its 50th anniversary in August 2002 with significant media coverage, particularly in the United States. In the United Kingdom, marketing expenditure focused on the expanded Holiday Inn brand presence following last year’s acquisition of the Posthouse hotel chain. Sixty seven of the Posthouse hotels acquired have now been rebranded as Holiday Inns, bringing the UK O&L Holiday Inn estate to 76 properties.
The total SCH system size stood at 3,325 hotels (515,525 rooms) at September 30, 2002, up from 3,267 hotels (514,696 rooms) at the start of the fiscal year. In the Americas, the expansion of Holiday Inn Express continued with another 88 properties (all franchised) added in the year. The extended-stay brand, Staybridge Suites, also continued its expansion, with 11 hotels added in the year. Two more hotels have opened since the year end, making Staybridge Suites the first up-market extended-stay hotel brand to reach 50 hotels in under four years.
Future system growth, indicated by the pipeline of hotels waiting to enter the SCH system, remained strong despite industry difficulties. At September 30, 2002, the pipeline stood at 479 hotels, with 64,362 rooms of which 24% were in the upscale brands. The events of September 11, 2001, and the general world economic conditions have led to uncertainty over the short and medium term for hotel development, particularly in the United States. SCH has however, maintained its share of supply, and the strength of SCH’s brands places it in a strong position to capitalize on any system distribution opportunities as they arise.
Investment in global reservation systems continued to yield benefits in fiscal 2002. During the fiscal year, SCH migrated booking for the InterContinental brand to the HolidexPlus system. It is estimated that SCH’s reservation systems delivered around 30% of the Americas midscale room nights sold, while internet bookings grew by 80% over the previous year to 4.5 million room nights.
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SCH’s guest frequency program, Priority Club Rewards (“PCR”), was relaunched in 2002 and expanded its membership to nearly 15 million members. The strength and importance of PCR was demonstrated by the fact that 29% of room nights in the Americas were sold to PCR members.
Turnover. SCH’s turnover decreased by 17.0% from $2,726 million in fiscal 2001 to $2,262 million in fiscal 2002. Turnover comparisons to last year are distorted by two non-comparable items. First, the conversion of the Bristol hotels from operating leases to management contracts, effective in the main from July 1, 2001, and second, the inclusion of 12 months of turnover from the Posthouse business compared with only six months in fiscal 2001. On a comparable basis, turnover fell by 5.2%.
Operating profit. Operating profit before major operating exceptional items fell to $387 million against $613 million in fiscal 2001. In sterling terms, operating profit was £262 million against £427 million last year, a fall of 38.6%. The weighted average US dollar exchange rate to sterling for the year was $1.48 against $1.44 for fiscal 2001, which was marginally detrimental to the Group when its result was converted into sterling.
SCH’s operating profit was affected by both the economic slowdown in the United States and the September 11, 2001 terrorist actions. The operating mix of the varying business models (O&L, management contract and franchise) demonstrated some resilience to the difficult trading conditions, with the franchise and management contract income streams being less affected by the downturn than the O&L business. In the Americas, ‘drive versus fly’ became a key factor in the face of reduced air travel, particularly in the first half of the year. The O&L estate saw a significant fall in operating profit, while the midscale franchise business operating profit was less affected. Upper upscale markets in major US cities suffered due to their dependence upon domestic and international airline travel, whereas the ‘drive to’ midscale segment (where SCH’s franchise business is focused on Holiday Inn and Holiday Inn Express) performed better.
The decline in international travel also impacted Europe, the Middle East and Africa (“EMEA”) and in particular, those key air travel gateway cities where SCH’s upper upscale hotel properties are concentrated: London, Paris and Amsterdam. Asia Pacific was also adversely affected by the reduction in international travel.
Americas. The Americas system size grew by 81 hotels and 6,435 rooms to 2,604 hotels with 373,322 rooms at the end of fiscal 2002. The increase in the Holiday Inn Express franchise system continued with another 88 properties added in the year which more than offset a reduction in Holiday Inn rooms. The extended-stay brand, Staybridge Suites, also continued its expansion, with 11 hotels added in the year. Total Americas operating profit was $264 million compared with $345 million in fiscal 2001, a 23% decline.
The Americas region was the hardest hit by the events of September 11, 2001. Revenue per available room (“RevPAR”) for the first six months of fiscal 2002 fell by 23% for InterContinental, 21% for Crowne Plaza, 12.8% for Holiday Inn, 3.7% for Holiday Inn Express and 11.2% for Staybridge Suites. The remainder of the year saw an improvement in RevPAR, and resulted in RevPAR for the full year being down 15.0% from the prior year for InterContinental, 14.7% for Crowne Plaza, 7.8% for Holiday Inn, 1.7% for Holiday Inn Express and 2.5% for Staybridge Suites.
Performance of the SCH O&L estate in the Americas is heavily dependent upon profits from the upscale hotel properties in key cities. For the full year, RevPAR for the nine comparable O&L InterContinental hotels was down 12.7% from the prior year, with occupancy 0.2 percentage points higher and average daily rates 13.0% lower. The refurbishments of the New York, Chicago, Miami and San Francisco InterContinental hotels were substantially completed during the fiscal year.
Crowne Plaza’s O&L hotels were impacted principally by the reduction in business, meeting and conference travel, driven by general weakness in the economy. Crowne Plaza has also underperformed its competitive set partly due to a lack of distribution relative to principal branded competition in its segment. As a result, Crowne Plaza O&L RevPAR fell by 13.8% for the year. Overall, the Americas O&L business made an operating profit of $23 million against $78 million in fiscal 2001.
The overall size of the midscale franchise estate (over 2,000 franchised hotels for both Holiday Inn and Holiday Inn Express) and the resilience of the franchise model to economic slowdown, meant that the business was better able to weather the difficult trading conditions. Operating profit at $200 million was only 10.7% lower than in fiscal 2001. RevPAR for Holiday Inn and Holiday Inn Express was down 7.1% and 1.6% respectively.
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Americas managed and upscale franchise operating profit of $41 million was $2 million lower than in fiscal 2001, reflecting the same economic difficulties that affected the O&L estate.
Europe, the Middle East and Africa. EMEA turnover grew by 9.2% to £819 million from £750 million in fiscal 2001. Fiscal 2002, however, included the full year benefit of the Posthouse business acquired in April 2001. Operating profit was £125 million versus £202 million in fiscal 2001. The US economic slowdown had a strong knock-on effect on European capital city hotels, particularly in London, where the reduction in both US business and leisure travel affected occupancy levels and RevPAR. Upscale properties in London, Paris, Frankfurt, Amsterdam and Rome were particularly affected by the reduced level of international travel following the events of September 11, 2001. Encouragingly, some recovery has been evidenced in the O&L estate, where most brands saw an improvement in RevPAR in the second half of the year.
In the O&L estate, InterContinental RevPAR (excluding the Paris Le Grand InterContinental) was down by 14.4% on fiscal 2001. The Paris Le Grand InterContinental closed in December 2001 for major refurbishment and is due to reopen in Spring 2003, while the InterContinental Madrid completed its refurbishment program during the year.
The Holiday Inn O&L estate now includes the acquired Posthouse hotels. In the United Kingdom, RevPAR for the estate on a comparable basis fell by 9.9% as a consequence of the tough trading conditions, particularly in London which saw RevPAR declines of 20.7% on last year, due to the performance of the airport and central London hotels. The Holiday Inn UK refurbishment program is progressing in line with plans, and approximately 1,600 rooms had been refurbished or were being refurbished by the end of fiscal 2002.
In the rest of Europe, properties in key cities suffered through the downturn in international travel, as reflected in EMEA’s Holiday Inn O&L RevPAR, which fell by 9.5% against fiscal 2001. Similarly, Crowne Plaza O&L RevPAR in EMEA fell by 11.0%.
Overall, EMEA O&L hotels generated an operating profit of £98 million compared with £171 million in fiscal 2001. In order to drive revenue growth, the region continued to invest in marketing and targeted sales campaigns, particularly in the Holiday Inn UK business.
Operating profit for the managed and franchised business was £27 million, down from £31 million in fiscal 2001. In the franchised estate, Holiday Inn RevPAR was marginally ahead of last year and Express grew by 8.4%, but upscale properties were impacted by global economic conditions and uncertainty in the Middle East.
Asia Pacific. Turnover of $191 million was 31.7% higher than in fiscal 2001, mainly due to the full year contribution from the InterContinental Hong Kong, acquired in August 2001. Asia Pacific operating profit was $36 million, compared with $26 million in fiscal 2001.
The events of September 11, 2001 particularly impacted the InterContinental Hong Kong, whose customer base includes a large international travel element, although in recent months trading has improved. The full year contribution from the InterContinental Hong Kong was $13.5 million. The hotel was recently voted ‘Leading Hotel in Asia Pacific’ in the World Travel Awards, and was placed 22nd in the Conde Nast Traveller US ‘Best 100 in the World’, up from 36th place last year. The Australian O&L hotels performed ahead of their competitive sets, although RevPAR was 6.5% down on last year with occupancy 3.6 percentage points lower, reflecting the poor economic conditions in the region.
Other. The Other segment, which comprised central service costs and goodwill amortization, less other income items, was $97 million compared with $48 million in fiscal 2001. Dividends received from FelCor fell by $13 million to $9 million, while fiscal 2001 included $10 million of income from lease terminations that were not repeated in fiscal 2002. Increased central overheads reflected the continued drive behind global brand marketing and advertising.
Cash flow and investment. Net capital expenditure amounted to £259 million and included proceeds from disposals of £108 million.
In the Americas, major expansion projects focused on the owned estate and included the Houston Galleria conversion from Crowne Plaza to InterContinental, the development of the InterContinental Buckhead Atlanta and ongoing investment in owned Staybridge properties. The InterContinental refurbishment program included expenditure on hotels in New York, Chicago, Miami and San Francisco.
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In EMEA, significant expansion expenditure included the Crowne Plaza Birmingham NEC and the Holiday Inn Paris Disneyland. The InterContinental refurbishment program focused upon the Paris Le Grand and Madrid hotels, while Holiday Inn UK capital expenditure was focused on the former Posthouse estate brand conversion.
Turnover. Overall, turnover was up by 5.4% to £602 million in fiscal 2002 on volumes up 4.4% on fiscal 2001.
Soft Drinks had a successful year, and increased both its market share and operating profit. Robinsons’ volumes were up 13.0% on fiscal 2001 and it increased its share of the dilutables market by some 2.7 percentage points. Fruit Shoot continued to perform strongly, and captured 4.9% of the fruit drinks take-home market. Pepsi volumes were up over 9% on fiscal 2001, and Soft Drinks increased its overall share of the take-home carbonates market by 0.3%.
Operating profit. Strong business controls resulted in operating profit growth of over 10% to £63 million.
Cash flow and Investment. During the year, Soft Drinks made significant investment in new product development and increased its capacity for Fruit Shoot production. On August 14, 2002, Soft Drinks purchased the business and the rights in the United Kingdom and Republic of Ireland for Red Devil, an energy drink. Operating cash inflow was £77 million compared with £99 million in fiscal 2001, after capital expenditure of £31 million, up £3 million on the prior year.
Six Continents Retail
Turnover. Total turnover in the ongoing estate (comprising Pubs & Bars and Restaurants, but excluding Inns and Other) of £1,475 million was 5.7% ahead of fiscal 2001, with food sales up by 9.8% and drink sales up by 4.4%. A strong performance in suburban pubs and restaurants was partially offset by difficult trading conditions in London and on the high street (main street). Sales per outlet increased from £13,900 per week in fiscal 2001 to just over £14,200 per week in fiscal 2002, and invested like-for-like sales were up 2.0%. The number of outlets trading in excess of £20,000 per week increased from 350 in fiscal 2001 to 370 in fiscal 2002, an increase of 5.7%. Despite an estimated £19 million increase in regulatory driven costs, SCR was able to defend its margins through a combination of increased staff productivity, purchasing gains and price increases above inflation. However, as a result of its pri cing policy, SCR has deliberately forgone some volume in order to protect margins. As a consequence of these factors and the effects of the poor weather during the 2002 summer compared to the previous year, core uninvested outlet like-for-like sales were down by 1.5%.
SCR’s estate consisted of 2,105 outlets of which 2,083 were managed. Of the total, 669 were in the Restaurants division and 1,436 in the Pubs & Bars division. At September 30, 2002, SCR had a total of 1,167 branded outlets, comprising 1,126 outlets spread across residential and city center locations throughout the United Kingdom, and 41 outlets in Germany. SCR continued its program of converting outlets to brands and formats. In fiscal 2002, 198 conversions were completed, of which 75% were to suburban brands and formats where SCR continued to focus the majority of its development expenditure. Of the 550 former Allied Domecq sites acquired in October 1999, 401 have been converted to SCR brands and formats, achieving sales uplifts of around 40%. SCR has some 500 unbranded sites in its portfolio that are suitable for conversion to its brands or formats over the next three to four years, providing opportunity for further profit growth and high returns.
Pubs & Bars sales grew by 4.1% to £866 million, with particularly strong growth in the residential pub market, led by strong growth from Ember Inns and Scream. Trading in the city center drink market was weaker due to increased competition, and the performance of London pubs and bars was particularly impacted by the downturn in the financial services industry and a reduced number of overseas visitors to London. Operating profit of £190 million was up 1.6% on 2001.
Restaurant sales of £609 million were up by 8.0% on fiscal 2001, with drink sales up 4.7% and food sales up 10.8%, reflecting a strong performance in the suburban pub restaurants sector, led by Toby Carvery and Vintage Inns. Operating profit was 12.6% ahead of fiscal 2001 at £98 million, despite difficult trading conditions experienced in the city center food-led outlets due to the high proportion of outlets located in London.
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Operating profit. Operating profit in the ongoing estate of £288 million was 5.1% ahead of fiscal 2001 reflecting the overall sales growth of 5.7%. Post tax cash return on cash capital employed was over 10% in the year.
Cash flow and Investment. SCR generated an operating cash inflow of £144 million after net capital expenditure of £227 million. During the year, £163 million was spent on outlet acquisitions, conversions and expansion, which included £55 million on conversion of the former Allied Domecq pubs to SCR brands and formats.
Exceptional Items
Tangible fixed assets have been written down by £113 million following an impairment review of the hotel estate; £77 million has been charged as an operating exceptional item and £36 million reverses previous revaluation gains. Non-operating exceptional items of £57 million included the release of £48 million of disposal provisions no longer required and the receipt of £9 million in respect of the finalization of completion accounts issues, both of which related to the disposal of Bass Brewers in August 2000. In addition, £4 million has been charged for costs incurred to September 30, 2002, in evaluating the proposals announced by the board on October 1, 2002, to separate the Group’s retail business from the hotel and soft drinks operations. These operating and non-operating exceptional items have been treated as major exceptional items and have therefore been excluded from the calculation of adjusted earnings per share.
The taxation charge includes an exceptional credit of £114 million in respect of the release of tax provisions from prior years, a charge of £10 million in relation to property disposals, and a credit of £1 million in relation to the Separation costs referred to above. The exceptional credit of £114 million and the credit of £1 million in respect of Separation costs have been treated as major exceptional items and have been excluded from the calculation of adjusted earnings per share.
Net Interest
The net interest charge was £60 million compared to £59 million in fiscal 2001. The effect of a higher level of net debt was offset by lower average interest rates, a weaker US dollar exchange rate against sterling and the impact of translation hedging as set out below.
To hedge the exposures arising from the translation of foreign currency denominated assets and income streams, borrowings are taken out in foreign currencies. Hedging is carried out partly with currency swaps, which are equivalent to a deposit in sterling and the borrowing of an equivalent amount in the required currency. These are used together with interest rate swaps and other instruments which protect the Group against rises in interest rates. The use of such interest rate and currency swaps for hedging purposes reduced the Group’s interest charge by a net £19 million, representing the difference between sterling deposit rates and US dollar, euro or Australian dollar borrowing rates, together with the additional interest payable under the interest rate swaps.
Taxation
Excluding the impact of the major exceptional items, the tax charge represents an effective rate of 30.0%, compared with 30.4% for fiscal 2001. These rates reflect the adoption of FRS 19 (see “Basis of Accounting” in Note 1 of Notes to the Financial Statements).
Excluding the effect of major exceptional items and prior year items, the Group’s tax rate was 35.8%. The difference from the UK statutory rate of 30.0% arose primarily due to overseas profits being taxed at rates higher than the UK statutory rate.
Earnings and Dividends
Earnings totaled £457 million in fiscal 2002, compared with £443 million in fiscal 2001, and the equivalent basic earnings per share were 53.0p and 51.3p, respectively. As in previous years, earnings per share have been adjusted to eliminate the distorting effect of the major exceptional items, with the result that adjusted earnings per share were 42.4p, compared with 56.2p in fiscal 2001. Diluted earnings per share, which reflect the number of options outstanding at September 30, 2002, were 52.7p in fiscal 2002 compared with 51.0p in fiscal 2001.
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A final dividend of 24.6p per share was declared on February 13, 2003, bringing the total dividend for the year to 35.3p. This represents an increase of 2.9% on fiscal 2001 and gives dividend cover of 1.2 times based on adjusted earnings.
Cash Flow and Capital Expenditure
Operating cash inflow of £207 million was £91 million higher than cash inflow for fiscal 2001 of £116 million. This reflected a much lower level of net capital expenditure in the fiscal year, which decreased from £868 million in fiscal 2001 to £513 million in fiscal 2002. SCH’s net capital expenditure was £348 million lower than in fiscal 2001, due in part to the fact that fiscal 2001 included the acquisition of the InterContinental Hong Kong for $346 million. SCR’s net capital expenditure of £227 million included £163 million in respect of outlet acquisitions, conversions and expansion which included £55 million on conversion of the former Allied Domecq pubs to SCR brands and formats.
Payment of interest, dividends and taxation of £497 million was £16 million lower than in fiscal 2001. Net debt at September 30, 2002, was £1,177 million, compared with £1,001 million at the start of the fiscal year.
New Accounting Standards
Financial Reporting Standard (FRS) 19 “Deferred Tax” applies for the first time in fiscal 2002. It requires full provision for deferred tax, subject to certain exceptions, arising from timing differences between the recognition of gains and losses in the financial statements and for tax purposes. The effect has been to increase the Group’s effective tax rate by six percentage points, although this is offset in the year by adjustments to opening balances, which reduce the reported impact to three percentage points. The full impact of adopting FRS 19 is detailed in Note 1 of Notes to the Financial Statements. FRS 19 has no impact on the Group’s cash flows.
Following the announcement by the Accounting Standards Board to defer the full implementation of FRS 17 “Retirement Benefits” to accounting periods beginning on or after January 1, 2005, the Group will continue to account for pensions under Statement of Standard Accounting Practice (SSAP) 24 “Accounting for Pension Costs”. The additional disclosures required by the transitional arrangements of FRS 17 are included in Note 4 of Notes to the Financial Statements.
Other than the above, the financial statements have been drawn up using accounting policies unchanged from the previous year.
Fiscal 2001 Compared with Fiscal 2000
Total turnover fell by 21.8% from £5,158 million in fiscal 2000 to £4,033 million in fiscal 2001, while turnover from continuing operations increased by 6.8%. Total operating profit of £792 million compared with £905 million in fiscal 2000, while operating profit from continuing operations was up by 2.1% against £776 million in fiscal 2000. Profit before tax was £690 million in fiscal 2001, compared with £2,049 million in fiscal 2000; excluding major exceptional items in both years, adjusted profit before tax was £731 million against £756 million in the previous year. Basic earnings per ordinary share was 51.3p; eliminating the impact of major exceptional items, the adjusted earnings per ordinary share was 56.2p compared with 58.4p for fiscal 2000.
During fiscal 2001, the Group continued to reshape its business following the sale of the brewing operations in the previous year. In February 2001, SCR sold for £625 million, 988 smaller outlets that were not suited for conversion to its brands. In April 2001, SCH acquired the Posthouse hotel chain, comprising 79 hotels in the United Kingdom and the Republic of Ireland. In August 2001, SCH completed the acquisition of the former Regent Hotel in Hong Kong for $346 million.
The terrorist activities in the United States on September 11, 2001, and subsequent global uncertainty had a significant impact on international and domestic US travel which in turn impacted the results of the Group. The effect of these events is estimated to have reduced the profits of SCH during the period September 11, 2001 to
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September 30, 2001 by some $25 million. In SCR, the outlets in central London were the only ones to have been impacted by the events of September 11.
Turnover for continuing operations increased by 6.8% to £4,033 million. SCH reported turnover growth of 19.9% to £1,896 million; however, this included a six month contribution of £144 million from Posthouse. In SCR, turnover from the ongoing estate was up 4.3% to £1,396 million.
Total operating profit amounted to £749 million; however, this included a major exceptional item of £43 million relating to reorganization, restructuring and strategic appraisal costs in SCH. Excluding this major exceptional item, operating profit from continuing operations of £792 million was up £16 million against £776 million in fiscal 2000. SCH operating profit before major exceptional items increased by £51 million to £427 million, including a six months contribution from Posthouse of £37 million; excluding Posthouse, the operating profit growth would have been 3.7%. SCR continued to actively reposition its estate towards larger branded outlets. Operating profit in the ongoing estate at £274 million was up 1.1% against £271 million in fiscal 2000. Soft Drinks had an exceptional year with operating profit growth of nearly 24%.
Profit before tax was £690 million compared with £2,049 million in fiscal 2000; excluding major exceptional items, adjusted profit before tax was £731 million in fiscal 2001 against £756 million in the previous year. The effective rate of tax at 30.4%, excluding the impact of the major exceptional items in both years, was unchanged from the previous year.
Basic earnings per share were 51.3p compared with 193.7p in fiscal 2000; eliminating the impact of major exceptional items, the adjusted earnings per share were 56.2p, a decline of 3.8% on the 58.4p achieved in fiscal 2000. The total dividend for the year was 34.3p, up 3.0% from fiscal 2000.
Group operating cash flow from continuing operations of £76 million compared to £328 million in fiscal 2000. This reduction was primarily due to the significant level of net capital expenditure for the Group’s continuing operations, which increased to £868 million from fiscal 2000 of £597 million. Payments of interest, dividends and taxation absorbed £513 million, compared with £585 million in fiscal 2000, reflecting the fact that the Group’s interest payments decreased significantly as a result of the average level of debt being lower following the disposal of the Group’s brewing operations in fiscal 2000. After taking account of the major acquisition in SCH of £752 million and the major disposal proceeds of £623 million, net cash outflow was £526 million compared with an inflow of £1,732 million in fiscal 2000.
Turnover. Total turnover was up by 19.9% to £1,896 million in fiscal 2001, while in US dollar terms turnover increased by 11.1% from $2,454 million in fiscal 2000 to $2,726 million in fiscal 2001. Of the increase, $208 million was due to the six months contribution from Posthouse.
The total SCH system size grew in fiscal 2001, from 3,063 hotels (491,100 rooms) at the start of the year to 3,267 hotels (514,700 rooms) at September 30, 2001 with over 70% of the growth in rooms outside the United States. This growth included the acquisition on April 4, 2001 of Posthouse, comprising 79 midscale hotels, of which 77 hotels were owned or held under long lease and 78 were in the United Kingdom and one in the Republic of Ireland. This acquisition was in line with the Group’s strategic goal of building its midscale distribution in Western Europe, and enabled the Holiday Inn brand to develop a strong position in the UK market. By the year end, 46 Posthouse hotels had been converted to Holiday Inn and by the end of October 2001 a further 12 were converted.
A further important strategic move was the acquisition of the Regent Hotel in Hong Kong. This hotel transferred to SCH management from June 1, 2001, and became fully owned from the end of August. The 514 room hotel, renamed the Hotel InterContinental Hong Kong, expanded SCH’s presence in Hong Kong and consolidated its position as the leading branded hotel company in China, giving the InterContinental brand higher visibility in the Asia Pacific region.
In Asia Pacific, the rebranding of the hotels acquired in fiscal 2000 from Southern Pacific Hotels Corporation continued with a further eight former Parkroyal and ten former Centra properties being converted to SCH brands.
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These included two properties formerly managed but now owned by SCH – the InterContinental Wellington, New Zealand and the Crowne Plaza Canberra, Australia.
Excluding Posthouse, the overall system size grew by 125 hotels, or some 11,300 rooms. In the Americas region, the expansion of Holiday Inn Express continued with another 110 properties (all franchised) added in the year. The extended-stay brand, Staybridge Suites, also continued its expansion with 17 additions in the year.
The pipeline of hotels waiting to enter the SCH system at September 30, 2001 was 520 hotels with 69,100 rooms – this included approved applications for 441 franchises and 69 management contracts. Of the hotels in the pipeline, 392 were in the Americas and 109 in EMEA. An encouraging 18,600 rooms or 27% of the rooms in the pipeline were in the upscale InterContinental and Crowne Plaza brands.
A strength of SCH is the proportion of its business that is generated by its global reservation systems, including the Internet. During fiscal 2001, it is estimated that SCH’s reservation systems delivered around 30% of Americas midscale room nights sold. Internet bookings grew by nearly 80% over the previous year to 2.5 million room nights in fiscal 2001.
Operating Profit. Operating profit before major exceptional items increased by 13.6% from £376 million in fiscal 2000 to £427 million in fiscal 2001. In US dollar terms, operating profit increased by 5.0% to $613 million in fiscal 2001; excluding Posthouse, the operating profit would have been approximately 4.1% down on fiscal 2000. Operating profit was impacted by both the economic slowdown in the United States and the September 11, 2001, terrorist actions. It is estimated that the latter’s effect on late September trading was to reduce fiscal 2001 operating profit by approximately $25 million, or 4.3 percentage points of growth.
The weighted average US dollar to sterling exchange rate during the year was $1.44 against $1.55 in fiscal 2000; this benefited the Group as the SCH result was converted to sterling. Had US dollar and other major exchange rates been the same as in fiscal 2000, it is estimated that the SCH operating profit growth would have been 8.5%.
Americas. The Americas system size grew by 109 hotels and 9,500 rooms to 2,523 hotels with 366,900 rooms at September 30, 2001. As discussed above, this growth was almost entirely due to growth in the Express franchise system.
In fiscal 2000 SCH acquired Bristol, a US based hotel management company that leased or managed 112 hotels including 83 SCH branded properties. Bristol has now been fully integrated into the Americas business. This integration involved terminating a number of non-SCH branded operating leases, and converting all the remaining operating leases to management contracts.
The total Americas operating profit in fiscal 2001 was $345 million compared with $353 million in fiscal 2000. Following a strong first quarter (October to December 2000), the economic slowdown in the United States saw SCH experiencing first, declining RevPAR growth and then, RevPAR declines, in common with the rest of the US hotel industry.
The Americas O&L estate made an operating profit of $78 million, $17 million lower than in fiscal 2000. The decline was the result of three factors. First, the impact of the US economic slowdown, which particularly affected New York, Chicago and San Francisco, hit the InterContinental properties in these cities. Secondly, InterContinental had over 10% of its O&L rooms closed with the ongoing refurbishment of four key properties during fiscal 2001; and finally, the events of September 11 reduced profits in the last three weeks of fiscal 2001.
InterContinental’s O&L RevPAR was down by 14% on fiscal 2000 to the end of August 2001, and with September experiencing RevPAR over 50% down on fiscal 2000, the year ended 18% down. Comparisons to fiscal 2000 however, were distorted by the impact of the major refurbishments and room closures in the year. Gross operating margins held up well, reflecting SCH’s ability to manage hotels through the economic slowdown.
Crowne Plaza O&L properties weathered fiscal 2001 slightly better; for the 11 months to the end of August 2001, RevPAR was down 2.0% on fiscal 2000. With September 2001 RevPAR over 30% from September 2000, full year fiscal RevPAR was down 4.5%. As with InterContinental, gross operating margins in fiscal 2001 were in line with fiscal 2000.
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The midscale franchise business achieved an operating profit of $224 million in fiscal 2001, well ahead of fiscal 2000 ($209 million). This result demonstrated two things: first the relative resilience for the franchisor (i.e. SCH) of the franchise model in an economic slowdown; and secondly, the relative strength of SCH’s key midscale brands, Holiday Inn and Holiday Inn Express. The midscale franchise system grew in the year, driven by Holiday Inn Express, which had a 7.4% increase in the number of rooms occupied. To the end of August 2001, RevPAR was holding up well, Holiday Inn being down only 0.8% and Holiday Inn Express up by 2.0%. With September RevPAR being 20% and 10% down respectively, Holiday Inn RevPAR finished fiscal 2001 2.5% down on fiscal 2000 and Holiday Inn Express up 0.8%.
As a result of the events of September 11, certain levels of support were put in place for franchisees in the United States. This support included the waiving of certain assessments on the hotels for a period of time and additional sales and marketing assistance.
Americas managed and upscale franchise operating profit totaled $43 million fiscal 2001, which included the fully integrated Bristol business. Crowne Plaza managed hotels RevPAR was 12.3% down for the full year and Crowne Plaza franchised RevPAR was 4.9% down for the full year, reflecting the same economic difficulties that afflicted the O&L estate. The conversion of the Bristol hotels from operating leases to management contracts, effective in the main from July 1, 2001, meant that SCH’s turnover was distorted by the inclusion of all the turnover of those hotels to that date, but only management fees received by SCH thereafter.
Europe, the Middle East and Africa. The acquisition of Posthouse was the key strategic event in the EMEA region in fiscal 2001, adding 77 owned and leased and 2 managed hotels to the SCH system. The overall EMEA system size grew to 585 hotels.
The O&L business saw operating profit rise by £37 million to £171 million in fiscal 2001, including £37 million from Posthouse. Performance of the O&L estate across the region was mixed. InterContinental O&L across EMEA achieved RevPAR growth of 1.2% to the end of August, with regional performance varying – United Kingdom (four properties) down 9.5%, France (three properties) up 9.6% and Germany (three properties) up 8.6%. Crowne Plaza similarly was ahead in the 11 months to August 2001, RevPAR being 1.6% ahead.
By August 2001, the US economic slowdown was already having a knock-on effect on European capital city hotels, particularly in London, where the reduction in both US business and leisure travel were affecting occupancy levels and RevPAR. The events of September 11, 2001, had a significant impact on those properties relying on international travel, in particular the upscale properties. Key properties in London and Paris saw a large RevPAR decline through the end of September. For the full year InterContinental O&L RevPAR fell by 1.3% and Crowne Plaza RevPAR was level with fiscal 2000.
Posthouse performed in line with expectations, generating an operating profit of £37 million in fiscal 2001, despite tough trading conditions, particularly in the south of England. Across EMEA, Holiday Inn saw O&L RevPAR up by 3.8%.
The EMEA managed and franchised businesses made an operating profit of £31 million, the same as fiscal 2000, despite a key property in Germany moving from management contract into ownership. RevPAR performance across the estate was mixed; to August 2001, InterContinental managed RevPAR was up by 0.4%, while Crowne Plaza managed RevPAR was down by 0.7% and franchise fell by 1.9%. Holiday Inn franchise saw RevPAR growth of 4.2% for the full year, while Express franchise also saw RevPAR growth of 4.2%.
Overall, EMEA’s operating profit was £202 million in fiscal 2001, 22% up on fiscal 2000 including the benefit of six months Posthouse trading. Excluding this, operating profit was level with fiscal 2000.
Asia Pacific. The Asia Pacific region had an operating profit of $26 million in fiscal 2001, $4 million down on fiscal 2000. Despite benefiting from a full 12 months of profits from the SPHC hotels acquired in January 2000, the economic conditions in the region, particularly in Australia, had an adverse impact on the results. While the Australian hotels performed ahead of their competitive sets, their O&L RevPAR was 5.7% down on the previous year with occupancy 1.8 percentage points lower. The events of September 11, 2001, also had some impact on the region, particularly in Hong Kong, where the Hotel InterContinental Hong Kong was acquired at the end of August 2001.
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Other. The Other segment includes Central service costs, less other income items. In fiscal 2001, this income included $22 million of dividends received from FelCor, up $1 million on fiscal 2000, and $10 million of income from lease terminations. Following the events of September 11, 2001, FelCor management announced plans to re-evaluate its common dividend policy, which resulted in a significant dividend reduction.
Cash flow and Investment. Excluding the major acquisition of Posthouse, net capital expenditure amounted to £607 million in fiscal 2001. This included £139 million on the planned refurbishment program at InterContinental properties (£63 million in EMEA, £76 million in the United States) and the continued expansion of the Staybridge Suites brand in the United States (£28 million). In Asia Pacific, the acquisition of the Hotel InterContinental Hong Kong, as well the addition of the InterContinental Wellington, New Zealand and Crowne Plaza Canberra, Australia, both previously Parkroyal management contracts, contributed to the region’s capital expenditure. The ongoing refurbishment program in the owned InterContinental estate was expected to continue to require large capital expenditure in fiscal 2002, particularly on the hotels in Paris (Le Grand), Cannes, Chicago and Madrid. Fiscal 2002 will also include expenditure on the continuing refurbishment and upgrade of the London Forum. This was rebranded from October 1, 2001 to the Holiday Inn London – Kensington Forum and, with 910 rooms, became the world’s largest Holiday Inn.
SCH operating cash flow in fiscal 2001 was an outflow of £80 million compared with an inflow of £114 million in fiscal 2000. This reflected the higher level of net capital expenditure in fiscal 2001.
Turnover. Overall, turnover was up by 5.9% to £571 million in fiscal 2001 on volumes up 3.2% on fiscal 2000.
Although the disappointing fourth quarter of fiscal 2000 continued into the first quarter of fiscal 2001, virtually all sectors saw growth in the summer period. Fiscal 2001 saw the continuation of intense competition by major retailers on pricing, which resulted in average retail prices in the take-home channel being flat year on year.
Robinsons performed strongly in fiscal 2001, generating volume growth of over 17% on fiscal 2000 and increased its share of the dilutables market by 3.2 percentage points. Fruit Shoot, launched in the summer of 2000, captured 4.5 percentage points of the fruit drinks take-home market in fiscal 2001. However, Soft Drinks saw a reduction of 1 percentage point in its market share of the take-home carbonates market, due to intense promotional investment by competitors.
Operating profit. Soft Drinks had an exceptional year in fiscal 2001, with operating profit of £57 million up 23.9% on fiscal 2000.
Cash Flow and Investment. Soft Drinks continued to invest in new product development and expansion of its production capacity. Operating cash inflow in fiscal 2001 was £99 million after capital investment of £28 million.
Turnover. Total turnover in the ongoing estate was up 4.3% to £1,396 million in fiscal 2001, with food sales up 10.1% and drink sales up 3.1%. In core uninvested outlets, like-for-like sales were down 0.8% over the previous fiscal year in total, but this represented year on year growth in the second half of 0.1%. Branded uninvested like-for-like sales were 0.4% ahead of the previous year, with particularly strong performances from Ember Inns, Hollywood Bowl, Vintage Inns and All Bar One.
The market started to see an underlying improvement in the balance of supply and demand for the pub and restaurant sector in general. However, there were a number of one-off adverse external factors which impacted trading. Fiscal 2001 started with exceptionally wet weather and regional flooding, followed by the impact of the foot and mouth epidemic in the spring. Against this background, increases in employment and property costs continued to put pressure on SCR’s cost base. The trend towards polarization of the market to large branded outlets and smaller unbranded community pubs continued apace, with leading pub retailers continuing to rationalize their estates.
SCR continued to actively move the mix of its estate towards larger branded outlets, moving from 792 branded outlets at the end of fiscal 2000 to 967 at the end of fiscal 2001. In February 2001, SCR sold 988 smaller
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outlets that were not suited for conversion to its brands for £625 million. Investment in the ongoing estate continued strongly with the opening of 36 new branded outlets and the conversion of a further 139 unbranded outlets to branded formats. Of the 550 former Allied Domecq outlets acquired in the previous fiscal year, at the end of fiscal 2001 a total of 263 had been converted to SCR formats and a further 41 refurbishments were in progress. These converted sites recorded sales uplifts in excess of 40% above the last full year under the previous owners.
At the end of fiscal 2001, SCR operated a total of 2,053 managed outlets; 639 in the Restaurants division and 1,414 in the Pubs & Bars division. The continuing shift in the shape of the business away from a beer dominated pub operator was illustrated through the change in sales mix, with food sales accounting for 28% of total sales compared with 23% in fiscal 2000. As a result, the overall average weekly takings per outlet increased from £10,700 in fiscal 2000 to £13,900 in fiscal 2001, a rise of 30%. Over 650 outlets had average weekly takings in excess of £15,000, compared with just over 540 outlets in fiscal 2000. The number of outlets with sales in excess of £20,000 rose to over 350, compared with some 300 outlets in fiscal 2000.
Operating profit. Total operating profit of £305 million was 11.8% down on the prior year. In the ongoing estate, operating profit grew by 1.1% to £274 million, however this growth was held back by the refurbishment program. The incremental negative impact of closure and pre-opening costs resulting from the accelerated investment program was £11 million; excluding these costs, the underlying operating profit growth was 4.9%. The investment in branded outlets continued to generate returns on average in excess of 15%.
Cash flow and Investment. SCR generated an operating cash inflow of £66 million after net capital investment of £288 million, compared with an operating cash inflow of £213 million after net capital expenditure of £204 million in fiscal 2000. In fiscal 2001, £224 million was spent on outlet acquisitions, conversions and expansion and included £102 million on conversion of the former Allied Domecq pubs to SCR brands and formats.
Exceptional items
The operating exceptional item of £43 million related to reorganization, restructuring and strategic appraisal costs in SCH. The non-operating exceptional items of £2 million included a loss on the disposal of 988 smaller unbranded pubs, and a profit from the finalization of the pension scheme transfer, following the disposal of the Group’s brewing operations last year. These operating and non-operating items have been treated as major exceptional items and their effect, along with the impact of the associated tax charge of £1 million have been excluded from the calculation of adjusted earnings per share. Other exceptional items were minor and amounted to a £2 million charge in total.
The net interest charge decreased by £93 million to £59 million. This was mainly due to the lower average level of debt following the receipt of £2.3 billion from the disposal of the Group’s brewing operations last year. The Group saw a further reduction in the level of net debt following the sale of the 988 pubs in February 2001, but borrowings later increased with the acquisition of Posthouse and the Hotel InterContinental Hong Kong.
The Group deposited the brewing and pub proceeds in sterling investments and also in currency swaps which were used to replace US dollar and other currency borrowings from banks. As a result there was an £87 million increase in net sterling interest receivable. US dollar interest payable fell by some £7 million overall. This was the net result of lower overall interest rates more than offsetting the impact of higher average borrowings, and a weaker average sterling/US dollar exchange rate (2001 £1:$1.44; 2000 £1:$1.55).
Excluding the impact of the major exceptional items, the tax charge represents an effective rate of 30.4%, unchanged from fiscal 2000.
Excluding the effect of major exceptional items and prior year items, the Group tax rate was 30.5%, compared with 30.0%, the rate nominally applicable in the United Kingdom. This difference arises primarily due
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to overseas profits being taxed at rates higher than the UK statutory rate, offset by the recognition of certain overseas tax losses following an internal reorganization.
Earnings and Dividend
Earnings totaled £443 million in fiscal 2001 against £1,691 million in fiscal 2000; the equivalent basic earnings per share were 51.3p and 193.7p, respectively. Eliminating the distorting effect of the major exceptional items, adjusted earnings per share were 56.2p, compared with 58.4p in fiscal 2000. Diluted earnings per share, which reflect the number of options outstanding at September 30, 2001, were 51.0p in fiscal 2001 compared with 192.4p in fiscal 2000.
The total dividend for the fiscal year was 34.3p, representing an increase of 3.0% on the previous fiscal year and dividend cover of 1.6 times based on adjusted earnings.
Cash flow and Capital Expenditure
Operating cash inflow from continuing operations of £76 million was £252 million lower than the prior fiscal year’s cash inflow of £328 million, reflecting the significant increase in the level of net capital expenditure, which increased by £271 million to £868 million. Net capital expenditure in SCH was significantly higher than in the previous year and reflected the acquisition of the Hotel InterContinental Hong Kong for $346 million and expenditure on the ongoing refurbishment program of the InterContinental owned hotels. SCR net capital expenditure of £288 million was £84 million higher than in the previous fiscal year, due to expenditure on outlet acquisitions, and the continued refurbishment and conversion to SCR brands of the pubs formerly owned by Allied Domecq.
Payment of interest, dividends and taxation absorbed £513 million, compared with £585 million in fiscal 2000. The main reason for this improvement in cash flow was the decrease in the Group’s interest payments, as a result of the average level of debt being much lower following the disposal of the Group’s brewing operations in fiscal 2000. Including cash flows from discontinued operations, normal cash outflow was £397 million, being £295 million more than fiscal 2000.
The cash outflow of £752 million for major acquisitions reflected the amount paid for Posthouse. Major disposals cash inflow of £623 million reflected the proceeds from the sale of 988 smaller unbranded outlets and the receipt of deferred consideration in respect of the pension scheme transfer, following the sale of Bass Brewers in fiscal 2000. After taking account of £103 million for the repurchase of Six Continents PLC shares, the impact of exchange movements and debt acquired, net debt at September 30, 2001, was £1,001 million, compared with £345 million at the start of the fiscal year.
LIQUIDITY AND CAPITAL RESOURCES
Sources of Liquidity
Six Continents’ policy is to maintain a combination of medium- and long-term capital market borrowings and committed bank facilities to ensure that it has sufficient financial resources to meet its medium-term funding requirements. At September 30, 2002 gross debt (including currency swaps) amounted to £3,632 million, comprising £1,953 million of US dollar borrowings, £532 million of sterling borrowings, £811 million of euro borrowings, £215 million of Hong Kong dollar borrowings and the remainder denominated in a variety of other currencies (after the effect of currency swaps).
Long-term borrowing requirements at September 30, 2002 were met through sterling debentures and other bonds denominated in sterling, US dollar or euro. Short-term and medium-term borrowing requirements are met from drawing under committed bank facilities, commercial paper programs and a medium-term note facility. At September 30, 2002, committed bank facilities amounted to £1,628 million and uncommitted facilities to £155 million; of these total facilities, only £750 million was utilized.
During fiscal 2002 the Group continued to make use of currency swaps to maintain the Group’s policy of hedging foreign currency denominated assets and income streams.
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The Group continues to comply with all of the financial covenants in its loan documentation, none of which represents a material restriction on funding or investment policy in the foreseeable future.
The Group also held short-term deposits and investments (including currency swaps) at September 30, 2002 amounting to £2,455 million. Credit risk on treasury transactions is minimised by operating a policy on investment of surplus funds that generally restricts counterparties to those with an A credit rating or better, or those providing adequate security. Limits are also set with individual counterparties. Most of the Group’s surplus funds are held in the United Kingdom or United States and there are no material funds where repatriation is restricted as a result of foreign exchange regulations.
Net debt at September 30, 2002 was £1,177 million and gearing (net debt expressed as a percentage of shareholders’ equity) was 22%.
Six Continents believes that the requirements of its existing business and future investment can be met from cash generated internally, disposal of assets and businesses and external finance expected to be available to it.
At September 30, 2002, £848 million of total borrowings (excluding currency swaps), were due for repayment within one year, £14 million was due for repayment between one and two years, £84 million between two and five years and £533 million was due for repayment after five years.
On December 5, 2002 the Group announced a tender offer for the repurchase of all outstanding medium-term notes. This offer was accepted by the holders of all the £10 million Floating Rate Notes due 2004, all the €25 million 4.52% Notes due 2006 and 92.76% of the principal amount of the £250 million 5.75% Notes due 2007. Accordingly, all the 2004 and 2006 Notes and 92.76% of the 2007 Notes were repurchased on January 28, 2003.
At a meeting of the holders of the £250 million 10 3/8% Debenture Stock 2016 (the “Stock”) convened on January 14, 2003, a resolution was passed approving the insertion of an option into the terms and conditions of the Stock requiring the Company to redeem the Stock, no later than May 31, 2003. This enables the Company to redeem the Stock at a price corresponding to a yield of 100 basis points over the yield of UK Treasury Stock 8% due 2015. The Company gave notice to Stockholders on February 11, 2003 that it will redeem all of the Stock on February 27, 2003. The premium on redemption is currently estimated at £122 million.
On February 3, 2003, Six Continents signed a new bank facility agreement with Barclays Capital, HSBC Bank plc, J.P. Morgan plc, Salomon Brothers International Limited and The Royal Bank of Scotland plc acting as joint arrangers (the “Arrangers”) and HSBC Bank plc as agent in respect of a 364-day £3,000 million revolving credit facility with a term-out option (“Bridge Facility Agreement”). The Bridge Facility Agreement is expected to cover the short time period between February 13, 2003, (the date on which the balance of the current Six Continents’ $3,000 million syndicated loan facility matured) and the date of completion of the Separation when it is expected to be canceled and prepaid.
Exchange and Interest Rate Risk, and Financial Instruments
Treasury policy is to manage financial risks that arise in relation to underlying business needs. The activities of the treasury function are carried out in accordance with Board approved policies and are subject to regular audit. The treasury function does not operate as a profit center. Treasury activities include the use of spot and forward foreign exchange instruments, currency options, currency swaps, interest rate swaps and options, and forward rate agreements.
Movements in foreign currency exchange rates, particularly in the US dollar and the euro, can affect the Group’s reported net income, net assets, gearing (net debt expressed as a percentage of shareholders’ funds) and interest cover. To hedge this translation exposure as far as is reasonably practical, borrowings are taken out in foreign currencies (either directly or via currency swaps), which broadly match those in which the Group’s major net assets are denominated. The interest on these borrowings hedges foreign currency denominated income streams. During fiscal 2002, the interest on US dollar borrowings hedged around 73% of the profit generated in US dollars, while interest on euro borrowings hedged around 85% of profit generated in euro and related currencies. During 2002, the US dollar was on average 3% weaker than in 2001 by comparison with sterling,
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while the euro was 1% stronger. The impact of the US dollar exchange rate movement was to decrease operating profit by £3 million offset by a reduction of £2 million in the interest charge.
Foreign exchange transaction exposure is managed by the forward purchase or sale of foreign currencies or the use of currency options. Most significant exposures of the Group are in currencies that are freely convertible.
Interest rate exposure is managed within parameters that stipulate that fixed rate borrowings should normally account for no less than 25%, and no more than 75%, of net borrowings for each major currency. This is achieved through the use of fixed rate debt, interest rate swaps and options (such as caps) and forward rate agreements. At September 30, 2002, 34% of borrowings were at fixed rates and 66% were at variable rates. Based on the year-end net debt position and given the underlying maturity profile of investments, borrowings and hedging instruments at that date, a one percentage point rise in US dollar interest rates or a similar rise in euro interest rates, would increase the net interest charge by approximately £8 million and £5 million, respectively. A similar movement in sterling rates would have the opposite effect, reducing the net interest charge by approximately £14 million.
Commitments Under Operating Leases
At September 30, 2002, the Group had commitments under noncancelable operating leases as follows:
Performance Guarantees
In limited cases, the Group may provide performance guarantees to third-party owners to secure management contracts. It is the Company’s view that, other than to the extent that liabilities have been provided for in the financial statements, such guarantees are not expected to result in material financial loss to the Group.
Material Commitments for Capital Expenditure
As of September 30, 2002, Six Continents had committed contractual capital expenditure of £314 million; of this amount, £281 million related to SCH and Soft Drinks and £33 million to SCR. Contracts for expenditure on fixed assets are not authorized by the directors on an annual basis, as divisional capital expenditure is controlled by cash flow budgets. Authorization of major projects occurs shortly before contracts are placed.
The current plans include SCH’s intention to invest approximately £450 million net capital expenditure in fiscal 2003. This level of capital expenditure is reviewed regularly during the year and may be increased or decreased in the light of prevailing economic and market conditions and other financial considerations. Individual asset capital plans will also be reviewed to assess the appropriateness of the projects and their timing. It is expected that the rate of new capital commitment for SCH will be at a lower rate than in recent years.
The total capital invested by the Group in fiscal 2002 and 2001 was £686 million and £1,728 million, respectively.
Pension Plan Commitments
As part of the Separation, M and B will become the sponsoring employer for the Six Continents Pension Plan and the Six Continents Executive Pension Plan (the “Plans”). Subject to completion of the Separation,
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approximately 30% of the assets and liabilities of these Plans will be transferred to the new InterContinental PLC and Britvic Group plans with effect from April 1, 2003. Following April 1, 2003, M and B will continue to be exposed to the remaining funding risks in relation to the defined benefit sections of the Plans and the InterContinental Group will be exposed to the funding risks in relation to the defined benefit sections of the new InterContinental PLC and Britvic Group plans. Such risks are as explained in “Item 3. Key Information – Risk Factors”.
Both of these approved schemes were last formally valued as at March 31, 2002, but there have been substantial changes in stock market performance since then. Informal figures determined by the schemes’ actuary as at December 31, 2002, showed the staff scheme’s and executive scheme’s defined benefits respectively to be funded at 116% (i.e. £108 million surplus) and 112% (i.e. £28 million surplus) on the statutory minimum funding requirement and 83% (i.e. £163 million deficit) and 85% (i.e. £45 million deficit) on an ongoing basis. The actuary has recommended, in relation to the staff scheme defined benefits, that for future service accrual, from October 1, 2002 employers contribute at a rate of 11%. The corresponding recommended percentage in relation to the executive scheme is 27.1%. These rates have been implemented from October 1, 2002. In late September 2002, Six Continents decided to make additional c ontributions to the Plans of £60 million of which £15 million was paid prior to the end of September 2002. Future funding requirements will be determined on a triennial basis following actuarial valuations.
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TREND INFORMATION
Trading
SCH has seen encouraging revenue recovery in the first quarter of fiscal 2003, against weak prior year comparables, and many of its brands have again outperformed their respective markets. This reflects the benefits of SCH’s refurbishment programs and the decision to increase investment in sales, marketing and technology. However, profits were substantially lower due to the planned cost increases, which weighed heavily in the first quarter of fiscal 2003, the loss of profit from hotels in renovation and the fact that the revenue growth was largely driven by occupancy. SCH expects these costs to diminish as fiscal year 2003 progresses and benefits to arise from the return of the InterContinental Le Grand Hotel Paris in the second half of fiscal 2003.
In all regions RevPAR performed better in the first quarter of fiscal 2003 than the same period in the prior year. However, RevPAR is below the same period two years ago.
In the Americas, SCH’s newly renovated InterContinental hotels continued to outperform in aggregate the markets in the key cities in which they operate. The owned Americas InterContinental RevPAR is up 20.8% in the first quarter to December 31, 2002. Crowne Plaza had a creditable performance in the first quarter outperforming its market and showing a RevPAR increase of 5.9%.
In the same period, SCH’s mid-scale franchise businesses performed very well despite the ongoing difficult market conditions, with Holiday Inn Express continuing to outperform its relative market with RevPAR up 3.5% and Holiday Inn performing in line with its relative market with RevPAR up 2.3%. In operating profit terms the Americas region is marginally up on fiscal 2002.
In EMEA, underlying trading in SCH’s O&L upscale hotels remains depressed due to the high dependency on US guests. In the first quarter of fiscal 2003, the InterContinental Le Grand Hotel Paris was closed against a period in which it was open in fiscal 2002. The hotel is expected to reopen in Spring 2003. RevPAR for owned and leased InterContinental and Crowne Plaza hotels was up 12.8% and 2.0%, respectively, in the first quarter of fiscal 2003 benefiting from the increase in marketing activity.
Holiday Inn UK, after adjusting for rooms out for renovation, has continued to outperform its relative market, also having benefited from increased revenue investment. As a result, across the EMEA region as a whole, the aggregate of specific cost increases, and the loss of profit from hotels in refurbishment has meant that profits are substantially down on fiscal 2002.
In Asia Pacific, the InterContinental Hong Kong has had a very strong performance, benefiting from an increase in sales and marketing, with the result that profits for the region as a whole were well ahead of fiscal 2002.
SCH has planned investment in marketing and IT expenditure of $30 million for fiscal 2003. Of this amount some $13 million has been spent in the first quarter of 2003 as planned, with a consequent increase in central costs. Dividends received from Felcor were down $4 million.
Outlook
In the Americas and EMEA continued downward pressure on corporate profitability, together with the increasing climate of uncertainty as a result of slowing economic growth and the ongoing threat of war, continue to affect the prospects for SCH’s business.
Against this background, SCH is continuing to drive RevPAR, particularly in its refurbished hotels. At the same time SCH is renewing its focus on the cost base, working on the assumption that the trading environment will remain difficult.
Turnover in the Soft Drinks business rose by over 7% in the first quarter of fiscal 2003. The Soft Drinks business’ leading brands have performed well, with Pepsi and Robinsons in particular having good first quarters
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during which both brands grew market share. Tight business controls have led to strong profit growth over the first quarter of fiscal 2002.
In SCR, total sales were 1% ahead of the same period in fiscal 2002 with some improvement since mid December 2002. SCR continues to see weaker trading in greater London and on the high street (main street). However, sales generated in residential areas outside London, accounting for 60% of SCR’s business, continue to be more resilient. Actions have been taken to enhance staff productivity further and to reduce support function costs to mitigate increases in regulatory and pension costs (see below).
The high street and greater London markets saw a significant slowdown in the last quarter of 2002, and trading conditions have remained difficult in those areas. However, there has been more resilient trading in the suburban estate, particularly from food sales.
Total sales were up 1% with food sales ahead by 3% and drinks sales marginally down. Uninvested like for like sales in the eight weeks from November 23, 2003 were down 3.3%, an improvement on the previous eight weeks, resulting in uninvested like for like sales in the 16 weeks to January 18, 2003, down 3.9%.
In the year to date, food and drink gross margin percentages have been held against last year. However, following successful trials of some controlled promotional activities to generate incremental sales, SCR plans to reinvest around one percentage point of gross margin in the balance of the year through these and further promotional activities.
SCR continues to drive benefits from its scale, with gains in staff productivity in December 2002 and January 2003 running at 5% over the same period in fiscal 2002. SCR is also driving further purchasing benefits. In addition, as a result of actions already taken, SCR is confident of delivering £10 million of annualized central cost reductions, of which approximately £5 million will be realized in the second half of fiscal 2003.
Regulatory driven costs are expected to increase by £9 million this year and there is an additional increase of £7 million in pension costs.
With the continuing strength in property prices, SCR is taking advantage of specific value-enhancing disposal opportunities, largely for alternative use. These amount to £16 million in the year to date and are ahead of schedule, against a forecast of at least £25 million for fiscal 2003.
While SCR is not immune to any overall slowdown in UK consumer expenditure, it expects the recent trends to continue for the balance of the fiscal year. With a focus on the residential areas and value for money food, coupled with the increasing impact of cost reductions and rising staff productivity, SCR expects to deliver a resilient performance relative to a slowing economy for the rest of fiscal 2003.
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ITEM 6. DIRECTORS, SENIOR MANAGEMENT AND EMPLOYEES
DIRECTORS AND SENIOR MANAGEMENT
Overall strategic direction of Six Continents is provided by the board of directors, comprising executive and non-executive directors, and the Strategy Director who is not a main board director.
The directors and officers of Six Continents during the year ended September 30, 2002 were:
Directors
Directors and officers
Sir Ian Prosser, Chairman, age 59, joined Six Continents in 1969 and held various appointments in finance and planning prior to his appointment as Director of Finance and Planning in 1978. He was appointed Group Managing Director in 1984, and became Chairman and Chief Executive in 1987, relinquishing the role of Chief Executive in 2000. He is non-executive Deputy Chairman of BP p.l.c. and a non-executive director of Glaxo SmithKline plc. He is also a member of the Confederation of British Industry President’s Committee and Chairman of the Executive Committee of the World Travel & Tourism Council.
Roger Carr, senior independent non-executive director, age 56, was appointed to the board in 1996. He is a non-executive director of Centrica PLC and non-executive Deputy Chairman of Cadbury Schweppes PLC. He is also a senior adviser to Kohlberg Kravis Roberts Co. Ltd. and a member of the Industrial Development Advisory Board.
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Tim Clarke, Chief Executive, age 45, joined Six Continents in 1990, was appointed to the board in 1996 and became Chief Executive in 2000, having previously been Chief Executive of Six Continents Retail. He is a director of the British Beer and Pubs Association and a non-executive director of Debenhams plc.
Robert C. Larson, non-executive director, age 68, was appointed to the board in 1996. A US citizen, he is a Managing Director of Lazard Frères & Co, LLC and Chairman of Lazard Frères Real Estate Investors, LLC.
Sir Geoffrey Mulcahy, non-executive director, age 61, was appointed to the board in 1989.
Richard North, Group Finance Director, age 53, joined the Group and was appointed to the board in 1994 as Group Finance Director. He is responsible for finance, pensions, tax, treasury and corporate finance (M&A) activity and is Chairman of Britvic Soft Drinks. He is also a non-executive director of Logica CMG plc and FelCor Lodging Trust Inc.
Thomas R. Oliver, age 61, is Chairman of Six Continents Hotels. A US citizen, he joined the Group in 1997 and was appointed to the board in 1998. He is also a non-executive director of Interface Inc.
Bryan Sanderson, non-executive director, age 62, was appointed to the board in 2001. He is Chairman of BUPA, Sunderland PLC and the Learning and Skills Council and a non-executive director of Standard Chartered PLC.
Sir Howard Stringer, non-executive director, age 60, was appointed to the board on May 22, 2002. Of US and British nationality, he is a director of the Sony Corporation and Chairman and Chief Executive Officer of Sony Corporation of America.
Karim Naffah, Strategy Director, age 39, joined the Group in 1991 as Strategic Planning Manager, becoming its Director of Strategic Planning in 1992, and in 1998 he assumed additional responsibilities for IT and property. In 2000, he was appointed to the Strategic Business Committee. He is responsible for Group strategy, Group IT and property development.
Richard Winter, Group Company Secretary and General Counsel, age 53, joined Six Continents in 1994 as head of Group Legal and has been Company Secretary and General Counsel since 2000. He is responsible for the secretariat, Group assurance, risk management, legal matters and corporate governance issues.
COMPENSATION
In fiscal 2002, the aggregate compensation (including pension contributions, bonus and awards under the long-term incentive plans) of the directors and officers of the Company was £4,508,000. The aggregate amount set aside or accrued by the Company in fiscal 2002 to provide pension retirement or similar benefits for those individuals was £394,000. An amount of £677,000 was charged in fiscal 2002 in respect of bonuses payable to them under performance related cash bonus schemes and long-term incentive plans.
Note 4 of Notes to the Financial Statements sets out the aggregate compensation of individual directors. The following are details of the Company’s principal option schemes and the profit share scheme.
Executive Share Option Scheme
The Six Continents Executive Share Option Scheme 1995 (the “New Scheme”) introduced in 1995, succeeded the Six Continents Executive Share Option Scheme (the “Old Scheme”). Under the terms of the New Scheme, the Remuneration Committee, consisting solely of non-executive directors, may select employees, including executive directors, of the Group, for the grant of options to acquire ordinary shares in the Company. The option price will not be less than the market value of an ordinary share, or the nominal value if higher. The market value will be the quoted price on the business day preceding the date of grant, or the average of the middle market quoted prices on the three consecutive dealing days immediately preceding the date of grant or such other day as the Inland Revenue may agree. The exercise of options under the New Scheme is subject to the achievement of a performance condition. The International Schedule to the New S cheme extends it to executives outside the United Kingdom. As of February 10, 2003, 12,638,404 ordinary shares were subject to options under the New Scheme at subscription prices between 505.00p and 1014.50p, exercisable on dates up to the year 2012.
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As of February 10, 2003, 10,410,300 ordinary shares were subject to options under the International Schedule to the New Scheme at subscription prices between 505.00p and 1014.50p, exercisable on dates up to the year 2012. As of February 10, 2003, 100,600 ordinary shares were subject to options under the Old Scheme at subscription prices of between 520.00p and 584.00p, exercisable on dates up to the year 2004. No further options may be granted under the Old Scheme.
Special Deferred Incentive Plan
The Six Continents Special Deferred Incentive Plan (the “SDIP”) enables eligible Six Continents employees to receive all or part of their bonus in the form of Six Continents ordinary shares after the end of a specified period (which is typically one year) together with, in certain cases, a matching grant of free shares. Participation in the SDIP is at the discretion of the directors of Six Continents. The number of shares is calculated by dividing a specific percentage of the participant’s salary by the average share price for a period of days prior to the date on which the shares are granted. As of February 10, 2003, 416,103 ordinary shares were conditionally granted under the plan.
Sharesave Scheme
The Six Continents Sharesave Scheme 2002 (the “2002 Scheme”) was introduced in 2002 and succeeded the Six Continents Employee Savings Share Scheme 1992 (the “1992 Scheme”). The 2002 Scheme is available to all employees (including executive directors) employed by participating Group companies provided they have been employed for at least one year. The 2002 Scheme provides for the grant of options to subscribe for ordinary shares at the higher of the nominal value and not less than 80% of the average of the middle market quotations of the ordinary shares on the three dealing days preceding the date of invitation. As of February 10, 2003, 1,709,958 ordinary shares were subject to options under the 2002 Scheme at a subscription price of 600.00p exercisable up to the year 2007. As of February 10, 2003, 2,642,174 ordinary shares were subject to options under the 1992 Scheme at subscription prices of between 470.00p and 886.00 p, exercisable on dates up to the year 2008. No further options may be granted under the 1992 Scheme.
Employee Profit Share Scheme
The Employee Profit Share Scheme (the “UK Profit Scheme”) is available to all UK employees (including executive directors) employed by participating Group companies, provided they have at least three years continuous service. The directors have discretion to offer participation in the UK Profit Scheme to non-UK employees. The board may elect to allocate a percentage of profits before tax to the UK Profit Scheme. Any such profits so allocated are used to purchase ordinary shares, which are then divided among participants in proportion to their earnings. As of February 10, 2003, 3,532,891 ordinary shares were held by the Trustees under the UK Profit Scheme on behalf of participants. The UK Government has decided to withdraw Profit Share Schemes and no allocations of profit under the UK Profit Scheme will be possible after 2002.
As of February 10, 2003, 5,464 ordinary shares were held by the Trustees of the Irish Profit Sharing Scheme (the “Irish Profit Scheme”) on behalf of participants. Following the disposal of Bass Brewers in August 2000, the Group has no employees who are eligible to participate in the Irish Profit Scheme and no further allocations of profit will be made. The shares will be released from Trust on February 21, 2003.
Options and ordinary shares held by directors
Details of the directors’ interests in the Company’s shares are set out below and in Note 4 of Notes to the Financial Statements.
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BOARD PRACTICES
Service Agreements
The executive directors have service agreements with the Company. In the cases of Richard North, Thomas R. Oliver and Sir Ian Prosser, the service agreements require two years’ notice of termination, subject to retirement at age 60 for Richard North and Sir Ian Prosser, and 62 in the case of Thomas R. Oliver. Tim Clarke has a service agreement which requires one year’s notice of termination, subject to retirement at age 60. See Note 4 of Notes to the Financial Statements “Staff Costs — Contracts of service — Policy”.
Payments on Termination
Upon retirement, and under certain other specified circumstances on termination of his employment, a director will become eligible to receive a pension. See Note 4 of Notes to the Financial Statements for details of directors’ pension entitlements at September 30, 2002.
With the move toward one year contracts, the Remuneration Committee has decided that termination payments are not required to be specified in directors’ service agreements, except that in circumstances where a director’s employment is terminated within 12 months following a change of control of the Company, the director would be entitled to compensation up to a sum equivalent to approximately 21 months’ remuneration and 24 months’ pension contribution. These provisions have been waived in respect of the Separation. Upon the proposed Separation, no provisions for compensation for termination following change of control will be included in the current directors’ contracts.
Pursuant to an agreement dated February 12, 2003, Thomas R. Oliver will cease to be a director of Six Continents with effect from March 31, 2003, and will receive upon termination a discretionary performance bonus of up to $650,000 based on personal perf ormance and satisfaction of personal objectives. This bonus is in substitution for, and not in addition to, his annual performance bonus.
Audit Committee
The Audit Committee, chaired by the senior independent director, Roger Carr, consists of all the non-executive directors, Roger Carr, Robert C. Larson, Bryan Sanderson and Sir Howard Stringer and meets at least three times a year. It assists the board in observing its responsibility for ensuring that the Group’s financial systems provide accurate and up-to-date information on its financial position and that the Group’s published financial statements represent a true and fair reflection of this position. It also assists the board in ensuring that appropriate accounting policies, internal financial controls and compliance procedures are in place. The auditors attend its meetings, as does the Head of Group Assurance, who has direct access to the Chairman of the Committee.
Remuneration Committee
The Remuneration Committee, chaired by the senior independent director, Roger Carr, consists of all the non-executive directors, Roger Carr, Robert C. Larson, Bryan Sanderson and Sir Howard Stringer and meets, on average, five times a year. The Head of the Group Human Resources function has direct access to the Chairman of the Committee. The Committee advises the board on overall remuneration policy. The Committee also determines, on behalf of the board, and with the benefit of advice from external consultants and the head of the Group Human Resources function, the remuneration packages of the executive directors. The remuneration of the non-executive directors is determined by the board.
Strategic Business Committee
The Strategic Business Committee, chaired by the Chairman of the Company, consists of the executive directors and the Strategy Director and usually meets at least every three weeks. Its role is to consider and manage the important strategic and business issues facing the Group; it is authorized to approve capital and revenue investment within levels agreed by the board.
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EMPLOYEES
The Group employed an average of 69,953 people worldwide in fiscal 2002. Of these, approximately 61% were employed on a full-time basis and 39% were employed on a part-time basis.
The table below analyzes the distribution of the average number of employees for the last three fiscal years by division and by geographic region.
The decrease in employee numbers in Six Continents Hotels in fiscal 2002 was primarily due to changes in the status of Bristol employees. The decrease in employee numbers in Retail in fiscal 2002 was primarily due to the sale of pubs.
With the disposal of Bass Brewers, less than 6% of the Group’s UK employees are covered by collective bargaining agreements with trade unions, under which wages are negotiated annually, or procedural agreements.
Continual attention is paid to the external market in order to ensure that terms of employment are appropriate. Group companies believe that they will be able to continue to conduct their relationships with trade unions and employees in a satisfactory manner.
Under EU law, many employees of Group companies are now covered by the Working Time Regulations which came into force in the United Kingdom on October 1, 1998. These regulations implemented the European Working Time Directive and parts of the Young Workers Directive, and lay down rights and protections for employees in areas such as maximum working hours, minimum rest time, minimum days off and paid leave.
In the United Kingdom there is in place a national minimum wage under the National Minimum Wage Act. The minimum wage was £4.20 per hour at October 1, 2002. This particularly impacts businesses in the hospitality and retailing sectors. Compliance with the National Minimum Wage Act is being monitored by the Low Pay Commission, an independent statutory body established by the UK Government.
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SHARE OWNERSHIP
The interests of the directors and officers in the shares of the Company at February 10, 2003 were as follows:
The above shareholdings are all beneficial interests and include shares held on behalf of executive directors by the Trustees of the Six Continents Employee Profit Share Scheme and of the Company’s ESOP. None of the directors has a beneficial interest in the shares of any subsidiary, nor in the debenture stocks issued by the Company or any subsidiary.
On February 10, 2003, the executive directors’ technical interest in unallocated Six Continents PLC ordinary shares held by the Trustees of the ESOP was 88,925 shares.
ITEM 7. MAJOR SHAREHOLDERS AND RELATED PARTY TRANSACTIONS
MAJOR SHAREHOLDERS
As far as is known to management, Six Continents is not directly or indirectly owned or controlled by another corporation or by any government. Under the provisions of Section 198 of the Companies Act, Six Continents has been advised of an interest held by Legal & General Plc in 24,176,813 ordinary shares, being 3.1% of the Company’s issued ordinary share capital. Six Continents does not know of any arrangements the operation of which may result in a change in its control.
RELATED PARTY TRANSACTIONS
Other than as here described, there have been no material transactions during the last fiscal year to which any director or officer, or 10% shareholder, or any relative or spouse thereof, was a party. Richard North, as a Six Continents representative, is a non-executive director of FelCor, a US based franchisee of some of the Company’s hotel brands. There is no outstanding indebtedness to the Group by any director or officer or 10% shareholder. Under the terms of an arrangement reached with Iain Napier, a former director, prior to the sale of Bass Brewers, he is entitled to an annuity after May 22, 2003. See Note 4 of Notes to the Financial Statements. Pursuant to an agreement dated February 12, 2003 Thomas R. Oliver will cease to be a director of Six Continents with effect from March 31, 2003, but will subsequently provide services to SCH under the terms of a consultancy agreement to expire on March 31, 2005. If, by reason of a change of control, the consultancy agreement does not commence on April 1, 2003, SCH will pay Thomas R. Oliver a sum of $500,000, and the consultancy agreement will be treated as terminated by mutual agreement. The consultancy agreement is itself conditional on the Separation being completed by June 30, 2003.
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ITEM 8. FINANCIAL INFORMATION
CONSOLIDATED STATEMENTS AND OTHER FINANCIAL INFORMATION
Financial Statements
See “Item 18. Financial Statements”.
Legal Proceedings
Group companies have extensive operations in the United Kingdom, as well as internationally, and are involved in a number of legal proceedings incidental to those operations. It is the Company’s view that the outcome of such proceedings, either individually or in the aggregate, is not likely to have a material effect on the results of the Group’s operations or its financial position.
See “Item 3. Key Information – Dividends”.
SIGNIFICANT CHANGES
None.
ITEM 9. THE OFFER AND LISTING
The principal trading market for the Company’s ordinary shares is the London Stock Exchange on which they have been traded since the incorporation of Six Continents in 1967. The ordinary shares are also listed on the New York Stock Exchange trading in the form of ADSs evidenced by ADRs. Each ADS represents one ordinary share. Six Continents has a sponsored ADR facility with The Bank of New York as Depositary.
The following tables show, for the fiscal periods indicated, the reported high and low middle market quotations (which represent an average of closing bid and ask prices) for the ordinary shares on the London Stock Exchange, as derived from the Daily Official List of the UK Listing Authority, and the highest and lowest sales prices of the ADSs as reported on the New York Stock Exchange composite tape.
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As of February 10, 2003, 51,093,683 ADSs equivalent to 51,093,683 ordinary shares, or approximately 5% of the total ordinary shares in issue, were outstanding and were held by 3,566 holders.
As of February 10, 2003, there were a total of 108,483 record holders of ordinary shares, of whom 203 had registered addresses in the United States and held a total of 172,469 ordinary shares (0.01% of the total issued). Since certain ordinary shares are registered in the names of nominees, the number of shareholders of record may not be representative of the number of beneficial owners.
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PLAN OF DISTRIBUTION
SELLING SHAREHOLDERS
DILUTION
EXPENSES OF THE ISSUE
ITEM 10. ADDITIONAL INFORMATION
MEMORANDUM AND ARTICLES OF ASSOCIATION
The following summarizes material rights of holders of the Company’s ordinary shares under the material provisions of the Company’s memorandum and articles of association and English law. This summary is qualified in its entirety by reference to the Companies Act and the Company’s memorandum and articles of association. Copies of the Company’s memorandum and articles of association were filed as exhibits to the Company’s Annual Report on Form 20-F for the year ended September 2001.
The Company’s shares may be held in certificated or uncertificated form. No holder of the Company’s shares will be required to make additional contributions of capital in respect of the Company’s shares in the future.
In the following description, a “shareholder” is the person registered in the Company’s register of members as the holder of the relevant share.
Principal Objects
The Company is incorporated under the name Six Continents PLC and is registered in England and Wales with registered number 913450. The fourth clause of the Company’s memorandum of association provides that its objects include to acquire certain predecessor companies and carry on business as an investment holding company, to carry on business of brewers and distillers, licensed victuallers, to deal in commodities, to acquire and operate breweries, hotels and restaurants, as well as to carry on any other business which the Company may judge capable of enhancing the value of the Company’s property or rights. The memorandum grants to the Company a range of corporate capabilities to effect these objects.
Under the Company’s articles of association, a director may not vote in respect of any proposal in which he, or any person connected with him, has any material interest other than by virtue of his interests in securities of, or otherwise in or through, the Company. This is subject to certain exceptions relating to proposals (a) indemnifying him in respect of obligations incurred on behalf of the Company, (b) indemnifying a third party in respect of obligations of the Company for which the director has assumed responsibility under an indemnity or guarantee, (c) relating to an offer of securities in which he will be interested as an underwriter, (d) concerning another body corporate in which the director is beneficially interested in less than one percent of the issued shares of any class of shares of such a body corporate, (e) relating to an employee benefit in which the director will share equally
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with other employees and (f) relating to liability insurance that the Company is empowered to purchase for the benefit of directors of the Company in respect of actions undertaken as directors (or officers) of the Company.
In the absence of an independent quorum, the directors are not competent to vote compensation to themselves or any members of their body.
The directors are empowered to exercise all the powers of the Company to borrow money, subject to the limitation that the aggregate amount of all moneys borrowed by the Company and its subsidiaries shall not exceed an amount equal to one and one half times the Company’s share capital and aggregate reserves, unless sanctioned by an ordinary resolution of the Company.
Any director attaining 70 years of age shall retire at the next Annual General Meeting. Such a director may be reappointed but shall retire (and be eligible for reappointment) at the next Annual General Meeting.
Directors are not required to hold any shares of the Company by way of qualification.
Rights Attaching to Shares
Under English law, dividends are payable on the Company’s ordinary shares only out of profits available for distribution, as determined in accordance with accounting principles generally accepted in the United Kingdom and by the Companies Act. Holders of the Company’s ordinary shares are entitled to receive such dividends as may be declared by the shareholders in general meeting, rateably according to the amounts paid up on such shares, provided that the dividend cannot exceed the amount recommended by the directors.
The Company’s board of directors may pay shareholders such interim dividends as appear to them to be justified by the Company’s financial position. If authorized by an ordinary resolution of the shareholders, the board of directors may also direct payment of a dividend in whole or in part by the distribution of specific assets (and in particular of paid up shares or debentures of any other company).
Any dividend unclaimed after 12 years from the date the dividend was declared, or became due for payment, will be forfeited and will revert to the Company.
Voting Rights
Voting at any general meeting of shareholders is by a show of hands unless a poll, which is a written vote, is duly demanded. On a show of hands, every shareholder who is present in person or by proxy at a general meeting has one vote regardless of the number of shares held. On a poll, every shareholder who is present in person or by proxy has one vote for every 28p in nominal amount of the shares held by that shareholder. A poll may be demanded by any of the following:
A proxy form will be treated as giving the proxy the authority to demand a poll, or to join others in demanding one.
The necessary quorum for a general meeting is three persons carrying a right to vote upon the business to be transacted, whether present in person or by proxy.
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Matters are transacted at general meetings of the Company by the proposing and passing of resolutions, of which there are three kinds:
An ordinary resolution requires the affirmative vote of a majority of the votes of those persons voting at a meeting at which there is a quorum.
Special and extraordinary resolutions require the affirmative vote of not less than three-fourths of the persons voting at a meeting at which there is a quorum.
In the case of an equality of votes, whether on a show of hands or on a poll, the chairman of the meeting is entitled to cast the deciding vote in addition to any other vote he may have.
Annual General Meetings must be convened upon advance written notice of 21 days. Other meetings must be convened upon advance written notice of 21 days for the passing of a special resolution and 14 days for any other resolution, depending on the nature of the business to be transacted. The days of delivery or receipt of the notice are not included. The notice must specify the nature of the business to be transacted. The board of directors may if they choose make arrangements for shareholders who are unable to attend the place of the meeting to participate at other places.
Variation of Rights
If, at any time, the Company’s share capital is divided into different classes of shares, the rights attached to any class may be varied, subject to the provisions of the Companies Act, with the consent in writing of holders of three-fourths in value of the shares of that class or upon the adoption of an extraordinary resolution passed at a separate meeting of the holders of the shares of that class. At every such separate meeting, all of the provisions of the articles of association relating to proceedings at a general meeting apply, except that the quorum is to be the number of persons (which must be two or more) who hold or represent by proxy not less than one-third in nominal value of the issued shares of the class.
Rights in a Winding-up
Except as the Company’s shareholders have agreed or may otherwise agree, upon the Company’s winding up, the balance of assets available for distribution:
is to be distributed among the holders of ordinary shares according to the amounts paid-up on the shares held by them. This distribution is generally to be made in cash. A liquidator may, however, upon the adoption of an extraordinary resolution of the shareholders, divide among the shareholders the whole or any part of the Company’s assets in kind.
Limitations on Voting and Shareholding
There are no limitations imposed by English law or the Company’s memorandum or articles of association on the right of non-residents or foreign persons to hold or vote the Company’s ordinary shares or ADSs, other than the limitations that would generally apply to all of the Company’s shareholders.
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MATERIAL CONTRACTS
Disposal of Bass Brewers
The disposal agreement for Bass Brewers, including the business and assets of Bass Beers Worldwide, and the Company’s 80% shareholding in Praszke Pivovary, was entered into on June 14, 2000 between the Company and certain of its subsidiaries and Interbrew and certain of its subsidiaries. The transaction completed on August 22, 2000. Pursuant to the disposal agreement, certain subsidiaries of Interbrew acquired Bass Brewers from the Company’s subsidiaries. Both the Company and Interbrew guaranteed certain of their respective subsidiaries’ obligations under the disposal agreement.
The consideration for the sale of Bass Brewers was £2,300 million, comprising £1,426 million for the shares and assets and £874 million by way of repayment by Bass Brewers of net intra group debt owed to the Company (or members of the Group). An adjustment in respect of net assets was agreed on November 3, 2000. This involved a payment of £24 million from Interbrew to Six Continents. In fiscal 2002 a further payment of £9 million was received in respect of the finalization of completion account adjustments.
Under the disposal agreement, subsidiaries of the Company gave to Interbrew subsidiaries certain warranties and indemnities in relation to the shares and assets that were the subject of the disposal. In addition, the Company provided an indemnity in relation to the liabilities of Bass Holdings Limited (the holding company of Bass Brewers) arising out of that company having carried on the business of operation and management of licensed and unlicensed outlets as carried on by Six Continents Retail Limited, and other non-brewing businesses.
The Company agreed that for the period of two years following the completion of the disposal, the Company and its subsidiaries would not engage in certain businesses that compete with the business of Bass Brewers as carried on as at the date of the disposal agreement.
In connection with the disposal agreement, the parties entered into certain ancillary agreements on completion of the disposal which included: a beer supply agreement, where Six Continents Retail agreed to buy from Bass Brewers a minimum amount of certain products for a term of five years and to ensure that certain Bass Brewers products are available for consumption at a specified proportion of the Company’s outlets; a soft drink supply agreement under which the Company agreed to sell, or to procure the sale of, soft drinks to Bass Brewers for a term of five years; and ancillary intellectual property agreements governing the use of the Bass name and certain trademarks following the completion of the disposal.
Bridge Facility Agreement
On February 3, 2003, Six Continents signed a new bank facility agreement with the Arrangers and HSBC Bank plc as agent in respect of a 364-day £3,000 million revolving credit facility with a term-out option. The Bridge Facility Agreement is expected to cover the short time period between February 13, 2003, (the date on which the balance of the current Six Continents’ $3,000 million syndicated loan facility matured) and the date of completion of the Separation when it is expected to be canceled and prepaid.
The interest margin payable on borrowings under the Bridge Facility Agreement is fixed for the period from February 3, 2003 until May 31, 2003 by which time it is anticipated that the Separation shall have occurred. However, if the Bridge Facility Agreement is still in existence at this time, the margin will be increased from June 1, 2003 for the remainder of the term of the Bridge Facility Agreement and by a further amount if the term-out option is exercised.
The Bridge Facility Agreement contains a restriction on Six Continents from making the anticipated £700,000,000 return of capital to its public shareholders unless the Separation has occurred or the Scheme of Arrangement has become effective.
Provisions have been agreed with the Arrangers which allow them, following consultation with Six Continents and subject to an agreed limit, to increase the interest margin payable on borrowings under the Bridge Facility Agreement in the event that market conditions do not allow them to successfully syndicate the bank facility.
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EXCHANGE CONTROLS
There are no restrictions on dividend payments to US citizens.
Although there are currently no UK foreign exchange control restrictions on the payment of dividends on the ordinary shares or the ADSs, from time to time English law imposes restrictions on the payment of dividends to persons resident (or treated as so resident) or governments of (or persons exercising public functions in) certain countries (each of the foregoing, a “Prohibited Person”).
There are no restrictions under the articles of association or under English law that limit the right of non-resident or foreign owners to hold or vote the ordinary shares. However, under current English law, ordinary shares or ADSs may not be owned by a Prohibited Person. In addition, the Company’s articles of association contain certain limitations on the voting and other rights of any holder of ordinary shares, whose holding may, in the opinion of the directors, result in the loss or failure to secure the reinstatement of any license or franchise from any US governmental agency held by Holiday Corporation or any subsidiary thereof.
TAXATION
The following is a summary of material US federal income and UK tax consequences generally applicable to ownership by a beneficial owner of ADSs representing ordinary shares or of ordinary shares not in ADS form (i) that is resident in the United States and not resident in the United Kingdom for the purposes of the US/UK double taxation convention relating to income and capital gains (the “Income Tax Convention”), (ii) whose holding is not connected with a permanent establishment or fixed base in the UK through or from which the investor carries on or performs business activities or personal services, (iii) that is otherwise eligible for benefits under the Income Tax Convention with respect to income and gain from the ordinary shares or ADSs and (iv) that is a “US Holder”. A “US Holder” is (a) a citizen or resident of the United States, (b) a corporation, or other entity taxable as a corporation, organised under th e laws of the United States or any State thereof, (c) an estate the income of which is subject to United States federal income tax without regard to its source or (d) a trust if a court within the United States is able to exercise primary supervision over the administration of the trust and one or more United States persons have the authority to control all substantial decisions of the trust. The summary is based on current US law (including the US Internal Revenue Code of 1986, as amended (the “US Internal Revenue Code”), its legislative history, existing and proposed regulations thereunder, published rulings and court decisions), current UK law and Inland Revenue practice and the Income Tax Convention as of the date of this document and is subject to any changes occurring after that date in US law, UK law or UK Inland Revenue practice, and in any double taxation convention between the United States and the United Kingdom. In addition, this summary is based in part on representations of the Depositary and assumes that each obligation provided for in or otherwise contemplated by the Deposit Agreement and any related agreement will be performed in accordance with its terms. This summary addresses only the tax position of a US Holder who holds ordinary shares or ADSs as capital assets. This summary does not purport to address all material tax consequences of the ownership of ordinary shares or ADSs, and does not take into account the specific circumstances of any particular investors (such as tax-exempt entities, life insurance companies, dealers in securities, traders in securities that elect to mark to market, investors liable for alternative minimum tax, investors that actually or constructively own 10% or more of the voting shares of Six Continents, investors that hold ordinary shares or ADSs as part of a straddle or a hedging or conversion transaction or investors whose functional currency is not the US dollar), some of which may be subject to special rules. Holders of ADSs or ordinary s hares should consult their own tax advisers as to the particular tax consequences to them of ownership of the ADSs or ordinary shares.
For the purposes of the Income Tax Convention and the US Internal Revenue Code, US Holders of ADSs will be treated as the beneficial owners of the underlying ordinary shares represented by the ADSs.
Taxation of Dividends
Under the Income Tax Convention, a US Holder who is a US resident individual or a US corporation (other than a corporation which, alone or together with one or more associated corporations, controls, directly or indirectly, 10% or more of the voting shares of Six Continents), is in principle (so long as the United Kingdom
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allows a tax credit in respect of dividends to individual UK resident shareholders) entitled to receive from the UK Inland Revenue, in addition to any dividend paid by Six Continents, an amount equal to the tax credit to which an individual resident in the United Kingdom would be entitled in respect of such dividend (the “tax credit”) less a notional withholding tax of up to 15% of the sum of the cash dividend and the associated tax credit (the “gross dividend”). This notional withholding tax may not exceed the amount of the tax credit.
The tax credit is equal to one-ninth of the dividend paid (or 10% of the gross dividend). As the notional withholding tax under the Income Tax Convention exceeds the tax credit, US Holders will not be entitled to a refund of the tax credit from the UK Inland Revenue.
Under the US federal income tax laws and subject to the passive foreign investment company (“PFIC”) rules discussed below, US Holders will include in gross income the sum of the cash dividend and its associated tax credit, to the extent paid by Six Continents out of its current or accumulated earnings and profits (as determined for United States federal income tax purposes), as ordinary income when the dividend is received by the US Holder, in the case of ordinary shares, or by the Depositary, in the case of ADSs. The dividend will not be eligible for the dividends-received deduction generally allowed to US corporations in respect of dividends received from US corporations. The amount of the dividend includible in income of a US Holder will be the US dollar value of the gross dividend, determined at the spot UK pound/US dollar rate on the date such dividend distribution is includible in the income of the US Holder, regardless of wheth er the payment is in fact converted into US dollars at that time. Generally, any gain or loss resulting from currency exchange fluctuations during the period from the date the dividend payment is includible in income to the date such payment is converted into US dollars will be treated as ordinary income or loss. Such gain or loss will generally be income or loss from sources within the United States for foreign tax credit limitation purposes. Distributions in excess of current and accumulated earnings and profits, as determined for US federal income tax purposes, will be treated as a return of capital to the extent of the US Holder’s basis in the ordinary shares or ADSs and thereafter as capital gain.
Subject to certain restrictions and limitations, the UK tax notionally withheld in accordance with the Income Tax Convention will be creditable against the US Holder’s US federal income tax liability. For US foreign tax credit limitation purposes, the dividend will be income from sources without the United States that is treated as “passive income” (or in the case of certain holders, “financial services income”).
On July 24, 2001, the United States of America and the United Kingdom signed a new double taxation convention (the “New Convention”) that, if ratified, would replace the Income Tax Convention. The New Convention would make a number of important changes. In particular, under the New Convention, US Holders would no longer be entitled to claim the tax credit from the UK Inland Revenue, and there would no longer be a notional withholding tax. Thus, as the United Kingdom does not otherwise impose withholding tax on dividends paid to US Holders, US Holders would include in income only the dividends received and would not have the benefit of any United States foreign tax credits with respect to such dividends. The New Convention would generally be effective, in respect of taxes withheld at source, for amounts paid or credited on or after the first day of the second month after the New Convention is ratified. Other provisions of the New Conv ention would take effect on certain other dates after ratification. If the New Convention is ratified, the rules of the Income Tax Convention would remain in effect until the effective dates described above. However, a US Holder would be entitled to elect to have the Income Tax Convention apply in its entirety for a period of twelve months after the effective dates of the New Convention.
Taxation of Capital Gains
Subject to the PFIC rules discussed below, a US Holder will, upon the sale or exchange of an ADS or an ordinary share, recognise gain or loss for US federal income tax purposes in an amount equal to the difference between the US dollar value of the amount realised and the US Holder’s tax basis determined in US dollars in the ADS or ordinary share. Such gain or loss generally will be long-term capital gain or loss if the ADS or ordinary share was held for more than one year and will be income or loss from sources within the United States for foreign tax credit limitation purposes. The long-term capital gain of a non-corporate US Holder is generally subject to a maximum rate of 20% in respect of property held for more than one year.
US Holders who are not resident or ordinarily resident for tax purposes in the United Kingdom will not be liable for UK tax on capital gains realised on the disposal of their ADSs or ordinary shares unless such ADSs or
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ordinary shares are used, held or acquired for the purposes of a trade, profession or vocation and at the time the disposal is made such holder carries on a trade, profession or vocation in the United Kingdom through a branch, agency or permanent establishment (as defined in the Income Tax Convention), or if such ADSs or ordinary shares are used, held or acquired for the purpose of such branch, agency or permanent establishment (as defined in the Income Tax Convention).
A US Holder who is an individual may be regarded as UK resident for tax purposes if he is present in the United Kingdom for more than six months in any year. In addition special rules apply for individual US Holders temporarily non-resident in the United Kingdom.
The surrender of ADSs in exchange for the deposited ordinary shares represented by the surrendered ADSs will not be a taxable event for US federal income tax purposes. For the purposes of UK capital gains tax, the ADSs and the interest in the underlying shares are treated as two distinct chargeable assets. A surrender of ADSs in exchange for the shares will not result in a change of ownership of the shares, but will be treated as a disposal of the distinct ADS asset. However, the UK Inland Revenue have indicated that normally there will not be a chargeable gain on such an event. Accordingly, US Holders should not be required to recognise any gain or loss for purposes of UK tax on chargeable gains upon such surrender.
PFIC Rules
Six Continents believes that the ordinary shares and ADSs should not be treated as stock of a PFIC for United States federal income tax purposes, but this conclusion is an annual factual determination and thus may be subject to change. If Six Continents were to be treated as a PFIC, unless a US Holder elects to be taxed annually on a mark-to-market basis with respect to the ordinary shares or ADSs, gain realised on the sale or other disposition of ordinary shares or ADSs would in general not be treated as capital gain. Instead, gain would be treated as if the US Holder had realised such gain rateably over the holding period for the ordinary shares or ADSs and, to the extent allocated to the first year in which Six Continents was a PFIC and subsequent years, would be taxed at the highest tax rate in effect for each such year to which the gain was allocated, together with an interest charge in respect of the tax attributable to each such year. In addition, similar rules would apply to any “excess distribution” received on the ordinary shares or ADSs (generally, the excess of any distribution received on the ordinary shares or ADSs during the taxable year over 125% of the average amount of distributions received during a specified prior period).
Estate and Gift Tax
UK inheritance tax (“IHT”) is a tax charged at death on the value of an individual’s estate at death. It also applies to certain lifetime transfers (in particular to gifts made within seven years of death) and to property comprised in a trust or settlement. A domiciliary of the United States need only be concerned about liability for IHT to the extent he is or is deemed to be also a UK domiciliary (or was a UK domiciliary at the time he created any trust or settlement) or otherwise to the limited extent of his UK property. The current estate and gift tax convention between the United States and the United Kingdom (the “Estate and Gift Tax Convention”) generally relieves from IHT the transfer of ordinary shares or ADSs where the beneficial owner thereof is domiciled for the purposes of the Estate and Gift Tax Convention in the United States, and is not a UK national. However, there are various exceptions to this rule. In particular, the exemption will not apply where (a) the ADSs or ordinary shares are part of the business property of a permanent establishment of the individual in the United Kingdom or (b) pertain to a fixed base situated in the United Kingdom of a person providing independent personal services.
In the exceptional case where the ADSs or ordinary shares are subject both to IHT and to US federal gift or estate tax, the Estate and Gift Tax Convention generally provides for tax paid in the United Kingdom to be credited against tax payable in the United States or for tax paid in the United States to be credited against tax payable in the United Kingdom based on priority rules set forth in that Convention.
UK Stamp Duty and Stamp Duty Reserve Tax (“SDRT”)
The transfer of ordinary shares will generally be liable to stamp duty at the rate of 0.5% of the amount or value of the consideration given (rounded up to the nearest £5). An unconditional agreement to transfer ordinary shares will generally be subject to SDRT at 0.5% of the agreed consideration. However, if within the period of six
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years of the date of such agreement becoming unconditional an instrument of transfer is executed pursuant to the agreement and stamp duty is paid on that instrument, any liability to SDRT will usually be repaid or cancelled. The liability to pay stamp duty or SDRT is generally satisfied by the purchaser or transferee.
No stamp duty or SDRT will generally arise on a transfer of ordinary shares into CREST, unless such transfer is made for a consideration in money or money’s worth, in which case a liability to SDRT will arise, usually at the rate of 0.5% of the value of the consideration.
A transfer of ordinary shares effected on a paperless basis within CREST will generally be subject to SDRT at the rate of 0.5% of the value of the consideration.
Stamp duty, or SDRT, is generally payable upon the transfer or issue (other than under the Separation) of ordinary shares to, or to a nominee or, in some cases, agent of, a person whose business is or includes issuing depositary receipts or the provision of clearance services. For these purposes, the current rate of stamp duty and SDRT is 1.5% (rounded up, in the case of stamp duty, to the nearest £5). The rate is applied, in each case, to the amount or value of the consideration or, in some circumstances, to the value or the issue price of the ordinary shares.
Provided that the instrument of transfer is not executed in the UK and remains at all subsequent times outside the UK, no stamp duty should be payable on the transfer of ADSs. An agreement to transfer ADSs will not give rise to a liability to SDRT.
DOCUMENTS ON DISPLAY
It is possible to read and copy documents referred to in this annual report on Form 20-F that have been filed with the SEC at the SEC’s public reference room located at 450 Fifth Street, NW, Washington, D.C. 20549. Please call the SEC at 1-800-SEC-0330 for further information on the public reference rooms and their copy charges. The Company’s SEC filings since November 4, 2002 are also publicly available through the SEC’s website located at http://www.sec.gov
ITEM 11. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
Qualitative information on treasury management and exchange rate and interest rate risk is disclosed in “Item 5. Operating and Financial Review and Prospects – Liquidity and Capital Resources”.
Further, as disclosed in “Item 5. Operating and Financial Review and Prospects – Liquidity and Capital Resources”, the Group has now completed the repurchase of all of its £10 million Floating Rate Notes due 2004, all of its €25 million 4.52% Notes due 2006 and 92.76% of the principal amount of its £250 million 5.75% Notes due 2007. At a meeting of the holders of the £250 million 103/8% Debenture Stock 2016 (the “Stock”) convened on January 14, 2003, a resolution was passed approving the insertion of an option into the terms and conditions of the Stock requiring the Company to redeem the Stock no later than May 31, 2003. This enables the Company to redeem the Stock at a price corresponding to a yield of 100 basis points over the yield of UK Treasury Stock 8% due 2015. The Company gave notice to Stockholders on February 11, 2003 that it will redeem all of the Stock on February 27, 20 03. The premium on redemption is currently estimated at £122 million. The impact of the repayment of long-term debt obligations on the interest rate risk and maturity profile of the Group’s net borrowings will be addressed in accordance with the policies set out in “Item 5. Operating and Financial Review and Prospects – Liquidity and Capital Resources”.
Quantitative Information about Market Risk
Interest Rate Sensitivity
The tables below provide information about the Group’s derivative and other financial instruments that are sensitive to changes in interest rates, including interest rate swaps and debt obligations. For long-term debt obligations (excluding debt due entirely within one year), the table presents principal cash flows and related weighted average interest rates by expected maturity dates. For interest rate swaps and forward rate agreements, the table presents notional amounts and weighted average interest rates by expected maturity dates. Weighted
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average variable rates are based on rates set at the balance sheet date. The information is presented in sterling, which is the Group’s reporting currency. The actual currencies of the instruments are indicated in parentheses.
At September 30, 2002
At September 30, 2002, the Group had entered into the following interest rate option agreements:
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Exchange Rate Sensitivity
The following information provides details of the Group’s derivative and other financial instruments by currency presented in sterling equivalents. The tables above provide details of non- sterling denominated long-term debt obligations which are subject to foreign currency exchange rates movements while the table below presents amounts and weighted average exchanges rates of foreign currency forward exchange contracts held at September 30, 2002. All forward exchange agreements mature within one year.
Forward Exchange Contracts
As part of the strategy to provide a currency hedge against currency net assets, the Group enters into currency swap agreements. A currency swap agreement has the effect of depositing cash surplus to immediate requirements and borrowing currencies which are required.
The Group had the following currency swap agreements at September 30, 2002:
ITEM 12. DESCRIPTION OF SECURITIES OTHER THAN EQUITY SECURITIES
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PART II
ITEM 13. DEFAULTS, DIVIDEND ARREARAGES AND DELINQUENCIES
ITEM 14. MATERIAL MODIFICATIONS TO THE RIGHTS OF SECURITY HOLDERS AND USE OF PROCEEDS
ITEM 15. CONTROLS AND PROCEDURES
As of a date within 90 days of the filing date of this Annual Report (the “Evaluation Date”), an evaluation was performed under the supervision, and with the participation, of the Company’s management, including the Chief Executive and Group Finance Director, of the effectiveness of the design and operation of the Company’s disclosure controls and procedures (as defined in Exchange Act Rules 13a-14(c) and 15d-14(c)). Based on that evaluation, the Company’s management, including the Chief Executive and Group Finance Director, concluded that the Company’s disclosure controls and procedures were effective as of the Evaluation Date. There have been no significant changes in the Company’s internal controls or in other factors that could significantly affect internal controls subsequent to the Evaluation Date.
ITEM 16. [RESERVED]
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PART III
ITEM 17. FINANCIAL STATEMENTS
ITEM 18. FINANCIAL STATEMENTS
The following consolidated financial statements and related schedule, together with the report thereon of Ernst & Young LLP, are filed as part of this Annual Report:
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ITEM 19. EXHIBITS
The following exhibits are filed as part of this Annual Report:
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SIX CONTINENTS PLC
REPORT OF INDEPENDENT AUDITORS
To the Board of Directors SIX CONTINENTS PLC
We have audited the accompanying consolidated balance sheets of Six Continents PLC as of September 30, 2002 and 2001, and the related consolidated profit and loss accounts and consolidated statements of total recognized gains and losses, changes in shareholders’ funds and cash flows for each of the three years in the period ended September 30, 2002. Our audits also included the financial statement schedule listed in the Index at Item 18. These financial statements and schedule are the responsibility of the Company’s management. Our responsibility is to express an opinion on these financial statements and schedule based on our audits.
We conducted our audits in accordance with United Kingdom auditing standards and United States generally accepted auditing standards. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by the management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion.
In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the consolidated financial position of Six Continents PLC at September 30, 2002 and 2001, and the consolidated results of its operations and its consolidated cash flows for each of the three years in the period ended September 30, 2002 in conformity with accounting principles generally accepted in the United Kingdom which differ in certain respects from those generally accepted in the United States (see Note 32 of Notes to the Financial Statements). Also, in our opinion, the related financial statement schedule, when considered in relation to the basic financial statements taken as a whole, presents fairly in all material respects the information set forth therein.
As discussed in Note 1 of Notes to the Financial Statements, in fiscal 2002 the Company changed its method of accounting for deferred taxation.
ERNST & YOUNG LLP
London, England December 4, 2002, except for Note 33 – Post Balance Sheet Events, as to which the date is February 17, 2003
CONSENT OF INDEPENDENT AUDITORS
We consent to the incorporation by reference in the Registration Statements (Form F-3 No. 33-57534) and (Form S-8 Nos. 333-01572, 333-08336, 333-89508 and 333-99785) of Six Continents PLC of our report dated December 4, 2002, except for Note 33 – Post Balance Sheet Events, as to which the date is February 17, 2003, on the consolidated financial statements and schedule included in the Annual Report (Form 20-F) of Six Continents PLC for the year ended September 30, 2002.
London, England February 17, 2003
F-1
SIX CONTINENTS PLCCONSOLIDATED PROFIT AND LOSS ACCOUNT
The Notes to the Financial Statements are an integral part of these Financial Statements.
F-2
CONSOLIDATED STATEMENT OF TOTAL RECOGNIZED GAINS AND LOSSES
Note of historical cost Group profits and losses
F-3
CONSOLIDATED BALANCE SHEET
F-4
CONSOLIDATED STATEMENT OF CHANGES IN SHAREHOLDERS’ FUNDS
F-5
F-6
CONSOLIDATED STATEMENT OF CASH FLOWS
F-7
SIX CONTINENTS PLCNOTES TO THE FINANCIAL STATEMENTS
Note 1 — Accounting Policies
Basis of accounting
The financial statements of Six Continents PLC (the “Company”) and its subsidiaries (together, the “Group”) are prepared under the historical cost convention as modified by the revaluation of certain tangible fixed assets. They have been drawn up to comply with applicable UK accounting standards, including Financial Reporting Standard (“FRS”) 19 “Deferred Tax” which applies for the first time this year, FRS 17 “Retirement Benefits” and FRS 18 “Accounting Policies” which applied for the first time in the year ended September 30, 2001 and FRS 15 “Tangible Fixed Assets” and FRS 16 “Current Tax” which applied for the first time in the year ended September 30, 2000. The new disclosure requirements introduced by FRS 17 are included in Note 4. An explanation as to the effect of FRS 19 and FRS 15 and a summary of the significant accounting policies are set out below.
Financial Reporting Standard 19 — Deferred Tax (“FRS 19”)
FRS 19 “Deferred Tax” requires full provision, subject to certain exceptions, for deferred tax assets and liabilities arising from timing differences between the recognition of gains and losses in the financial statements and for tax purposes. Previously, Statement of Standard Accounting Practice (“SSAP”) 15 “Accounting for deferred tax” required recognition of deferred tax assets and liabilities to the extent it was probable timing differences would reverse in the foreseeable future. This change in accounting policy has been accounted for as a prior year adjustment and previously reported figures have been restated accordingly. The effect on the Group profit and loss account has been to increase the tax charge by £18 million (2001 £14 million, 2000 £55 million) and to increase minority equity interests by £3 million (2001 £2 million, 2000 nil). The Group balance sheet effect is to inc rease deferred tax provisions by £298 million (2001 £279 million) and reduce minority interests by £12 million (2001 £15 million). In applying FRS 19, deferred tax provisions have not been calculated on a discounted basis. FRS 19 has no impact on cash flows.
Financial Reporting Standard 15 — Tangible Fixed Assets (“FRS 15”)
Prior to October 1, 1999, no depreciation was charged against profit in respect of hotels and public houses held as freehold or with a leasehold interest in excess of 50 years. This was because such properties were maintained, as a matter of policy, by a program of repair and refurbishment such that their expected residual values in real terms (measured by reference to cost and/or valuation) were at least equal to their book values. As a result, any depreciation, as required by the Companies Act 1985 and by then applicable accounting standards, would have been immaterial.
FRS 15 was implemented with effect from October 1, 1999. As a result, the values of properties were disaggregated into their separate components, with each component being depreciated over its estimated useful life. These lives are given under “depreciation and amortization” below. The impact of this change in the year ended September 30, 2000 was a charge of £45 million.
When implementing FRS 15, the Group did not adopt a policy of revaluing properties. The transitional rules of FRS 15 were applied so that the carrying values of properties include an element resulting from previous valuations.
In accordance with Urgent Issues Task Force Abstract 23 “Application of the Transitional Rules in FRS 15”, figures for prior periods were not restated, as the circumstances under which such restatement should be made did not apply to the Group.
F-8
SIX CONTINENTS PLCNOTES TO THE FINANCIAL STATEMENTS — (Continued)
Note 1 — Accounting Policies — (Continued)
Basis of consolidation
The consolidated financial statements comprise the financial statements of the parent company and its subsidiary undertakings. The results of those businesses acquired or disposed of during the year are consolidated for the period during which they were under the Group’s dominant influence.
Foreign currencies
Transactions in foreign currencies are recorded at the exchange rates ruling on the dates of the transactions, adjusted for the effects of any hedging arrangements. Assets and liabilities denominated in foreign currencies are translated into sterling at the relevant rates of exchange ruling at the balance sheet date.
The results of overseas operations are translated into sterling at weighted average rates of exchange for the period. Exchange differences arising from the retranslation of opening net assets (including any goodwill previously eliminated against shareholders’ equity) denominated in foreign currencies and foreign currency borrowings and currency swap agreements used to hedge those assets are taken direct to shareholders’ equity. All other exchange differences are taken to the profit and loss account.
Treasury instruments
Net interest arising on interest rate agreements is taken to the profit and loss account.
Premiums payable on interest rate agreements are charged to the profit and loss account over the term of the relevant agreements.
Currency swap agreements are retranslated at exchange rates ruling at the balance sheet date with the net amount being included in either current asset investments or borrowings. Interest payable or receivable arising from currency swap agreements is taken to the profit and loss account on a gross basis over the term of the relevant agreements.
Gains or losses arising on forward exchange contracts are taken to the profit and loss account in line with the transactions they are hedging.
Fixed assets and depreciation
(ii) Other intangible assets
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(iii) Tangible assets
(iv) Revaluation
(v) Impairment
(vi) Depreciation and amortization
(vii) Investments
Deferred taxation
Deferred tax assets and liabilities are recognized, subject to certain exceptions, in respect of all material timing differences between the recognition of gains and losses in the financial statements and for tax purposes. Those timing differences recognized include accelerated capital allowances, unrelieved tax losses and short-term timing differences. Timing differences not recognized include those relating to the revaluation of fixed assets in the absence of a commitment to sell the assets, the gain on sale of assets rolled into replacement assets and the distribution of profits from overseas subsidiaries in the absence of any commitment by the subsidiary to make the distribution.
Deferred tax assets are recognized to the extent that it is regarded as more likely than not that they will be recovered.
Deferred tax is calculated on a non-discounted basis at the tax rates that are expected to apply in the periods in which timing differences reverse, based on tax rates and laws enacted or substantively enacted at the balance sheet date.
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Leases
Operating lease rentals are charged to the profit and loss account on a straight line basis over the term of the lease.
Pensions
The Group continues to account for pensions in accordance with SSAP 24 “Accounting for pension costs”. The regular costs of providing pensions to current employees is charged to the profit and loss account over the average expected service life of those employees. Variations in regular pension cost are amortized over the average expected service life of current employees on a straight line basis.
Accumulated differences between the amount charged to the profit and loss account and the payments made to the pension plans are treated as either prepayments or creditors in the balance sheet.
The additional disclosures required by the transitional arrangements of FRS 17 “Retirement Benefits” are given in Note 4.
Stocks
Stocks are stated at the lower of cost and net realizable value.
Turnover
Turnover represent sales (excluding VAT and similar taxes) of goods and services, net of discounts, provided in the normal course of business.
Turnover in the Six Continents Hotels division primarily comprises room and food and beverage sales in the owned and leased estate, franchise fees received in connection with the franchise of the Group’s brands, and management fees earned on hotels managed under contracts with hotel owners. Owned and leased estate turnover is recognized when rooms are occupied, franchise and management fees are recognized as they are earned.
Turnover in the Six Continents Retail division primarily comprises food and beverage sales which are usually settled at time of sale.
Loyalty program
The Hotel Loyalty Program, Priority Club Rewards, enables members to earn points during each stay at a Six Continents hotel and redeem the points at a later date for free accommodation or other benefits. The future redemption liability is included in creditors less than, and greater than, one year and is estimated using actuarial methods to give eventual redemption rates and points values. The program is funded through hotel assessments.
Use of estimates
The preparation of financial statements requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates.
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Note 2 — Segment Analysis
Exchange rates
The results of overseas operations have been translated into sterling at weighted average rates of exchange for the year. In the case of the US dollar, the translation rate is £1 = $1.48 (2001 £1 = $1.44, 2000 £1 = $1.55). In the case of the euro, the translation rate is £1 = €1.60 (2001 £1 = €1.62, 2000 £1 = €1.62).
Foreign currency denominated assets and liabilities have been translated into sterling at the rates of exchange on September 30, 2002. In the case of the US dollar, the translation rate is £1 = $1.56 (2001 £1 = $1.47, 2000 £1 = $1.47). In the case of the euro, the translation rate is £1 = €1.59 (2001 £1 = €1.61, 2000 £1 = €1.66).
Turnover (i)
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Note 2 — Segment Analysis — (Continued)
Profit (i)
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The sterling equivalents of the US dollar turnover and operating profit, translated at the weighted average rate of exchange are shown in the tables above.
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Assets
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Note 3 — Costs and Overheads, Less Other Income
Auditors’ remuneration paid to Ernst & Young LLP
Non-audit services provided in the year were taxation advice £1.2 million (2001 £1.4 million, 2000 £0.7 million), transaction support £2.1 million (2001 £3.4 million, 2000 £0.8 million), local statutory audits and regulatory and compliance work £1.7 million (2001 £0.8 million, 2000 £0.1 million) and other services £0.6 million (2001 £0.7 million, 2000 nil). All fees for non-audit services are those paid to the Group auditor, Ernst & Young LLP.
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Note 4 — Staff
Costs
Employee numbers
Average number of persons employed, including part-time employees:
Retirement and death benefits are provided for eligible Group employees in the United Kingdom principally by the Six Continents Pension Plan (“SCPP”) which covers approximately 7,875 (2001 6,989, 2000 8,298) employees and the Six Continents Executive Pension Plan (“SCEPP”) which covers approximately 411 (2001 396, 2000 400) employees. The plans are predominantly defined benefit schemes for current members. For new entrants, the plans will provide defined contribution benefits. The assets of the plans are held in self-administered trust funds separate from the Group’s assets. The Group operates a number of minor pension schemes outside the United Kingdom, the most significant of which is a defined contribution scheme in the United States; there is no material difference between the pension costs of, and contributions to, these schemes.
The Group has no other significant post-retirement obligations.
The Group continues to account for its defined benefit obligations in accordance with SSAP 24. The pension costs related to the two principal plans are assessed in accordance with the advice of independent qualified actuaries using the projected unit method. They reflect the March 31, 1999 actuarial valuations. The significant assumptions in these valuations were that wages and salaries increase on average by 4% per annum, the long-term
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Note 4 — Staff — (Continued)
return on assets is 6% per annum and pensions increase by 2.5% per annum. The average expected remaining service life of current employees is 14 years.
At March 31, 1999, the market value of the combined assets of the two principal plans was £2,132 million and the value of the assets was sufficient to cover 117% of the benefits that had accrued to members after allowing for expected increases in earnings. The assets and liabilities of the plans reduced significantly following the pension scheme transfers that arose from the disposal of Bass Brewers in August 2000.
Actuarial valuations as at March 31, 2002 have now been finalized. Results reveal that experience has been adverse since 1999, which will result in an increased pension cost with effect from October 1, 2002, but that the plans were fully funded on an actuarial basis at March 31, 2002.
In the year to September 30, 2002, the Group made regular contributions to the two principal plans of £18 million (2001 £17 million, 2000 £20 million) and additional contributions of £15 million (2001 nil, 2000 nil). The agreed employer contribution rates to the defined benefit arrangements for the year to September 30, 2003 are 11% for the SCPP and 27.1% for the SCEPP. In addition, it has been decided that further additional contributions of £45 million will be made, most of which are expected to be paid in the year to September 30, 2003.
FRS 17 disclosures
The valuations used for FRS 17 disclosures are based on the initial results of the actuarial valuations at March 31, 2002 updated by independent qualified actuaries to September 30, 2002. Scheme assets are stated at market value at September 30, 2002 and the liabilities of the schemes have been assessed as at the same date using the projected unit method. As the two principal plans are now closed as defined benefit schemes, the current service cost as calculated under the projected unit method will increase as members approach retirement.
The principal assumptions used by the actuaries to determine the liabilities on a FRS 17 basis were:
The combined assets of the two principal schemes and expected rate of return were:
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If FRS 17 had been recognized in the financial statements, the effects would have been as follows:
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Policy on remuneration of executive directors and senior executives
The following policy applies for the financial year 2002/2003 and in future years, but if the proposed Separation of the businesses is effected, separate policies will be established for the two successor companies.
Total level of remuneration
The Remuneration Committee aims to ensure that remuneration packages offered are competitive and designed to attract, retain and motivate executive directors and senior executives of the right caliber. In particular, the Committee has regard to the levels of remuneration in the Group and in the specific industries and businesses with which Group companies compete and is also sensitive to levels in the wider community.
The main components
The Company operates performance-related reward policies. These are designed to provide the appropriate balance between fixed remuneration and variable “risk” reward, which is linked to the performance of both the Group and the individual. The normal policy for executive directors with UK-based remuneration packages is that, using “target” or “expected value” calculations, their performance-related incentives will equate to approximately 60% of total remuneration. For directors with US-based remuneration packages the proportion would normally be 70%.
The main components of remuneration are:
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Companies used for comparison
In assessing levels of pay and benefits, Six Continents compares the packages offered by three different groups of comparator companies. These companies are chosen having regard to:
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External consultants are used to advise the Committee on the structure and level of pay and benefits in the Company’s markets.
Policy on external appointments
Six Continents recognizes that its directors are likely to be invited to become non-executive directors of other large companies and that such non-executive duties can broaden experience and knowledge, which will benefit Six Continents. Executive directors are, therefore, allowed to accept up to two non-executive appointments, as long as these are not likely to lead to conflicts of interest, retaining the fees received.
Contracts of service
Policy regarding pensions
UK-based executive directors and senior employees participate on the same basis in the Six Continents Executive Pension Plan and, if appropriate, the Six Continents Executive Top-Up Scheme. Thomas R. Oliver, the executive director who transferred from the US to the United Kingdom, and senior US-based executives participate in US retirement benefits plans. Executives in other countries, who do not participate in these plans, will participate in local plans, or the Six Continents International Retirement Income Plan.
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Directors’ emoluments
The figures above represent emoluments earned as directors during the relevant financial year. Details of long-term rewards are shown in “Long-Term Reward” below.
“Performance payments” include the annual cash bonus and the value of ordinary shares allocated under the Employee Profit Share Scheme.
“Benefits” incorporate all tax assessable benefits arising from employment by the Company, which relate, in the main, to the provision of a company car and, for Thomas R. Oliver, additionally include certain UK living allowances. As stated in the Annual Report 2001, Iain Napier, a former director, was entitled to certain benefits under the terms of an agreement reached with him prior to the sale of Bass Brewers. Specifically, Iain Napier is entitled to an annuity (index linked up to 5% p.a.) after May 22, 2003 of approximately £24,000 p.a. (or an appropriate lump sum).
Tim Clarke, Richard North and Thomas R. Oliver are entitled under the Special Deferred Incentive Plan to an annual cash bonus some or all of which may be, at the discretion of the Remuneration Committee, converted into the Company’s shares which will be released to those directors after at least twelve months, together with an award in shares provided by the Company, at the discretion of the Remuneration Committee. Such awards are conditional on the directors being employed by the Group at the release dates. The table below shows the maximum share awards, assuming the directors elect to defer their 2002 bonuses.
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Directors’ pensions
The following information relates to the pension arrangements provided for Tim Clarke, Richard North and Sir Ian Prosser under the Six Continents Executive Pension Plan (the “Plan”) and in the cases of Tim Clarke and Richard North, under the unfunded Six Continents Executive Top-Up Scheme (“SCETUS”).
The Plan is a funded, Inland Revenue approved, final salary, occupational pension scheme. Its main features applicable to the executive directors are:
All Plan benefits are subject to Inland Revenue limits. Where such limitation is due to the earnings “cap”, SCETUS is used to increase pension and death benefits to the level that would otherwise have applied.
Thomas R. Oliver, the executive director formerly based in the US, has retirement benefits provided via the 401(k) Retirement Plan for Employees of Six Continents Hotels and the Six Continents Hotels Deferred Compensation Plan (DCP).
The 401(k) Retirement Plan is a tax qualified plan providing benefits on a money purchase basis, with the member and the Company both contributing.
The DCP is a non-tax qualified plan, providing benefits on a money purchase basis, with the member and the Company both contributing.
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Directors’ pension benefits
The following is additional information relating to directors’ pensions under the Plan and SCETUS:
Normal pension age
The normal pension age is 60. Sir Ian Prosser’s pension arrangements have already been funded and charged in the Company’s financial statements in previous years, except for Company contributions payable at the ordinary rate for Plan members, so that the accrued pension can already be drawn as of right without reduction. The accrued pension is £544,000 per annum.
Dependants’ pensions
On the death of a director before his normal retirement age, a widow’s pension equal to one-third of his own pension is payable; a child’s pension of one-sixth of his pension is payable for each of a maximum of two eligible children.
On the death of a director after payment of his pension commences, a widow’s pension of two-thirds of the director’s full pension entitlement is payable; in addition, a child’s pension of one- sixth of his full pension entitlement is payable for each of a maximum of two eligible children.
Early retirement rights
After leaving the service of the Company, the member has the right to draw his accrued pension at any time after his 50th birthday, subject to a discount for early payment.
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Pension increases
All pensions (in excess of Guaranteed Minimum Pensions) are subject to contractual annual increases in line with the annual rise in the Retail Price Index, subject to a maximum of 5% per annum. In addition, it is the Company’s present aim to pay additional increases based on two-thirds of any rise in the Retail Price Index above 5% per annum.
Other discretionary benefits
Other than the discretionary pension increases mentioned above, there are no discretionary practices which are taken into account in calculating transfer values on leaving service.
Long-Term Reward
The 1998/2002 cycle of the Six Continents Long-Term Incentive Plan was completed on September 30, 2002. No award was made.
The executive directors are currently included in the Plan for the cycles 1999/2003, 2000/2003 and 2001/2004 which may or may not provide awards, depending on the Company’s performance. Maximum potential awards are detailed in the description of the Plan on pages F-21 and F-22. No Plan cycle has commenced in 2002.
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Directors’ options
There was no option exercised by any members of the Board (2001 527 shares). The gain on exercise by the Board in aggregate was £448 in 2001 (2000 £2,642).
Options are held under the Executive Share Option, Employee Savings Share and Sharesave Schemes. The option grant in 2002 was made under the Sharesave Scheme and is exercisable between October 1, 2005 and March 31, 2006. No options were granted to directors under the Executive Share Option Scheme.
Options are exercisable, subject to the achievement of performance conditions for Executive Share Options, between the date of this report and March 1, 2011. Shares under option at September 30, 2002 are designated as:
The market price on September 30, 2002 was 593p per share and the range during the year was 541p to 783p per share.
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Directors’ shareholdings
The above shareholdings are all beneficial interests and include shares held on behalf of executive directors by the Trustees of the Employee Profit Share Scheme and of the Company’s ESOP. None of the directors has a beneficial interest in the shares of any subsidiary, nor in the debenture stocks issued by the Company or any subsidiary.
At September 30, 2002, the executive directors, as potential beneficiaries under the Company’s ESOP, were each technically deemed to be interested in 117,466 unallocated Six Continents PLC ordinary shares held by the Trustees of the ESOP.
In the period from October 1, 2002 to November 30, 2002, there has been no change in the Directors’ Interests.
The Company’s Register of Directors’ Interests, which is open to inspection at the Registered Office, contains full details of directors’ shareholdings and share options.
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NOTES TO THE FINANCIAL STATEMENTS — (Continued)
Note 5 — Exceptional Items
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Note 6 — Interest Payable and Similar Charges
Note 7 — Tax on Profit on Ordinary Activities
In 2001, all tax on exceptional items was in respect of major items (2000 £112 million).
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Note 7 — Tax on Profit on Ordinary Activities — (Continued)
Tax reconciliations
Reconciliation of current tax rate
Reconciliation of overall tax rate
Factors which may affect future tax charges
The key factors which may affect future tax charges include the availability of accelerated tax depreciation, utilization of unrecognized losses, changes in tax legislation and the proportion of profits subjected to different overseas tax rates.
Future tax charges will also be impacted by the proposed Separation (see Note 33).
Note 8 — Dividends
The proposed final dividend is payable on the shares in issue at December 20, 2002.
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Note 9 — Earnings per Ordinary Share
Basic earnings per ordinary share are calculated by dividing the earnings available for shareholders of £457 million (2001 £443 million*, 2000 £1,691 million*) by 863 million (2001 863 million, 2000 873 million), being the weighted average number of ordinary shares, excluding investment in own shares, in issue during the year.
Diluted earnings per ordinary share are calculated by adjusting basic earnings per ordinary share to reflect the notional exercise of the weighted average number of dilutive ordinary share options outstanding during the year. The resulting weighted average number of ordinary shares is 867 million (2001 869 million, 2000 879 million).
Adjusted earnings per ordinary share are calculated as follows:
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Note 10 — Net Cash Flow
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Note 11 — Net Debt
Note 12 — Net Capital Expenditure
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Note 13 — Operating Cash Flow
Note 14 — Management of Liquid Resources and Financing
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Note 15 — Intangible Fixed Assets
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Note 16 — Tangible Fixed Assets
By activity
Tangible fixed assets have been written down in total by £113 million following an impairment review of the hotel estate. The impairment has been measured by reference to the value in use of income-generating units, using discount rates ranging between 10.0% and 11.5% depending on the geographical location of the income-generating unit.
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Note 16 — Tangible Fixed Assets — (Continued)
By category
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Land and buildings
Cost or valuation of properties comprises:
Properties
Properties, comprising land, buildings and certain fixtures, fittings and equipment, are included above at cost or valuation, less depreciation as required. The transitional rules of FRS 15 have been followed permitting the carrying values of properties as at October 1, 1999 to be retained.
The most recent valuation of properties was undertaken in 1999 and covered all properties then owned by the Group other than hotels acquired or constructed in that year and leasehold properties having an unexpired term of 50 years or less. This valuation was undertaken by external Chartered Surveyors and internationally recognized valuers (Jones Lang LaSalle Hotels in respect of hotels and Chesterton plc in respect of pubs and other properties) in accordance with the Appraisal and Valuation Manual of the Royal Institution of Chartered Surveyors. The basis of valuation was predominantly existing use value and, in the case of pubs and hotels, had regard to trading potential.
Historical cost
The comparable amounts under the historical cost convention for properties would be:
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Note 17 — Fixed Asset Investments
Analysis of investments
All listed investments are listed on a recognized investment exchange.
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Note 18 — Stocks
The replacement cost of stocks approximates to the value stated above.
Note 19 — Debtors
Note 20 — Creditors: amounts falling due within one year
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Note 21 — Creditors: amounts falling due after one year
Note 22 — Deferred Taxation and Other Provisions for Liabilities and Charges
Analyzed as tax on timing differences related to:
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Note 22 — Deferred Taxation and Other Provisions for Liabilities and Charges — (Continued)
The deferred tax asset of £67 million (2001 £75 million) recognized in respect of losses includes £30 million (2001 £30 million) of capital losses available to be utilized against the realization of capital gains which are recognized as a deferred tax liability and £37 million (2001 £45 million) in respect of revenue tax losses. Tax losses with a value of £157 million (2001 £141 million), including capital losses with a value of £111 million (2001 £104 million), have not been recognized as their use is uncertain or not currently anticipated.
No provision has been made for deferred tax on the sale of properties at their revalued amounts. The total amount unprovided is estimated at £284 million (2001 £317 million).
No provision has been made for deferred tax on the sale of properties where gains have been, or are expected to be, deferred against expenditure on replacement assets for an indefinite period until the sale of the replacement assets. The total amount unprovided is estimated at £145 million (2001 £147 million). It is not anticipated that any such tax will be payable in the foreseeable future.
Note 23 — Borrowings
Analysis of borrowings
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Note 23 — Borrowings — (Continued)
The weighted average interest rate on overdrafts outstanding at the year end is 5.0% (2001 5.75%). Interest on all other borrowings is at variable rates unless otherwise stated. Interest on the unsecured bank loans drawn at September 30, 2002 is at a weighted average rate of 2.6% (2001 4.0%). All borrowings are redeemable at par.
Analysis by year of repayment
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Facilities committed by banks
Note 24 — Financial Instruments
The following disclosures provide information regarding the effect of financial instruments on the financial assets and liabilities of the Group, other than short-term debtors and creditors.
Interest rate risk
In order to manage interest rate risk, the Group enters into interest rate swap, interest rate option and forward rate agreements. At September 30, 2002 and September 30, 2001 notional principal balances and related interest rates under interest rate swaps and forward rate agreements were:
Interest rate swaps and forward rate agreements
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Note 24 — Financial Instruments — (Continued)
The principal indicates the extent of the use of the instrument, but exposure is limited to the interest differential on the principal. At September 30, 2002 the risk was approximately equal to the fair value shown. The variable interest rates are those prevailing on September 30, 2002.
The principal indicates the extent of use of the instrument, but exposure is limited to the interest rate differential on the principal. At September 30, 2001 the risk was approximately equal to the fair value shown. The variable interest rates are those prevailing on September 30, 2001.
Interest rate option agreements
At September 30, 2002, and 2001, the Group had entered into the following interest rate option agreements:
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At September 30, 2002 and September 30, 2001, the interest rate profile of the Group’s material financial assets and liabilities, after taking account of the interest rate swap agreements and currency swap agreements detailed above, was:
At September 30, 2002, the Group had investments and advances, excluding shares held by employee share trusts, totaling £218 million (2001 £234 million) on which no interest is receivable and which do not have a maturity date. These interests are denominated primarily in US dollars.
The Group had other creditors and deferred income, denominated primarily in US dollars, due after one year of £133 million at September 30, 2002 (2001 £161 million) on which no interest is payable.
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Currency risk
In order to manage currency risk, the Group enters into agreements for the forward purchase or sale of foreign currencies as well as currency options. Foreign currency flows in respect of imports and exports are also netted where practical. As virtually all foreign exchange gains and losses are charged to the Statement of Total Recognized Gains and Losses under the hedging provisions of Statement of Standard Accounting Practice 20 — Foreign Currency Translation, no disclosure of the remaining currency risks has been provided on the grounds of materiality.
At September 30, 2002, the Group had contracted to exchange within one year the equivalent of £35 million (2001 £23 million) of various currencies.
Currency swap agreements
The Group had entered into the following currency swap agreements at September 30, 2002 and 2001:
Liquidity risk
A liquidity analysis of the Group’s borrowings is provided in Note 23, along with details of the Group’s material unutilized committed borrowing facilities.
The liquidity analysis of the Group’s other financial liabilities at September 30, 2002 and 2001 is set out below.
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Fair values
The net book values and related fair values of the Group’s financial assets and liabilities at September 30, 2002 and September 30, 2001 are:
The fair values of listed fixed asset investments and borrowings are based on market prices at the year end. Other assets and liabilities have been fair valued by discounting expected future cash flows to present value.
Hedges
The Group’s unrecognized gains and losses for the year on derivative financial instruments are:
Counterparty risk
The Group is exposed to loss in the event of non-performance by the counterparties to the above agreements but such non-performance is not expected to occur.
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Note 25 — Goodwill eliminated
Goodwill purchased prior to September 30, 1998 and eliminated against Group reserves is as follows:
Note 26 — Major Acquisitions and Disposals
Year ended September 30, 2000
In the year ended September 30, 2000 the Group acquired the business of Southern Pacific Hotels Corporation (“SPHC”), the outstanding 90% of Bristol Hotels & Resorts Inc. (“Bristol”) and a leisure retail business, comprising 550 pubs formerly owned by Allied Domecq Retailing Ltd.
The pro forma effect on earnings of these acquisitions is not significant.
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Note 26 — Major Acquisitions and Disposals — (Continued)
In August 2000, Six Continents completed the sale of its brewing business, Bass Brewers, for a consideration of £2,290 million. The overall gain on disposal (net of goodwill and associated costs) was £1,231 million.
Year ended September 30, 2001
In the year the Company acquired the Posthouse hotel business.
The Posthouse hotel business was acquired on April 4, 2001. The consideration shown includes costs and working capital and net debt adjustments. The main fair value adjustments are:
For the period October 1, 2000 to the date of acquisition and for its preceding financial year ended September 30, 2000, the Posthouse business generated operating profit of £40 million and £80 million respectively.
The pro forma effect on earnings of this acquisition is not significant.
Year ended September 30, 2002
There have been no major acquisitions or disposals in the year ended September 30, 2002.
Note 27 — Share Options
The Six Continents Executive Share Option Scheme 1995 (the “New Scheme”) introduced in 1995, succeeded the Six Continents Executive Share Option Scheme (the “Old Scheme”). Under the terms of the New Scheme, the Remuneration Committee, consisting solely of non-executive directors, may select employees, including executive directors, of the Group, for the grant of options to acquire ordinary shares in the Company.
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Note 27 — Share Options — (Continued)
The option price will not be less than the market value of an ordinary share, or the nominal value if higher. The market value will be the quoted price on the business day preceding the date of grant, or the average of the middle market quoted prices on the three consecutive dealing days immediately preceding the date of grant or such other day as the Inland Revenue may agree. The exercise of options under the New Scheme is subject to the achievement of a performance condition. The International Schedule to the New Scheme extends it to executives outside the United Kingdom. No further options may be granted under the Old Scheme.
The Six Continents Sharesave Scheme 2002 (the “2002 Scheme”) was introduced in 2002 and succeeded the Six Continents Employee Savings Share Scheme 1992 (the “1992 Scheme”). The 2002 Scheme is available to all employees (including executive directors) employed by participating Group companies provided they have been employed for at least one year. The 2002 Scheme provides for the grant of options to subscribe for ordinary shares at the higher of the nominal value and not less than 80% of the average of the middle market quotations of the ordinary shares on the three dealing days preceding the date of invitation. No further options may be granted under the 1992 Scheme.
The Employee Profit Share Scheme (the “UK Profit Scheme”) is available to all UK employees (including executive directors) employed by participating Group companies, provided they have at least three years continuous service. The directors have discretion to offer participation in the UK Profit Scheme to non-UK employees. The board may elect to allocate a percentage of profits before tax to the UK Profit Scheme. Any such profits so allocated are used to purchase ordinary shares, which are then divided among participants in proportion to their earnings. The UK Government has decided to withdraw Profit Share Schemes and no allocations of profit under the UK Profit Scheme will be possible after 2002.
Ordinary shares are held by the Trustees of the Irish Profit Sharing Scheme (the “Irish Profit Scheme”) on behalf of participants. Following the disposal of Bass Brewers in August 2000, the Group has no employees who are eligible to participate in the Irish Profit Scheme and no further allocations of profit will be made.
The total number of ordinary shares which may be issued or are issuable in any ten-year period under any employee share scheme operated by the Company may not exceed 10% of the issued ordinary share capital from time to time. In addition, options may not be granted under the New Scheme in any successive period of five calendar years commencing on January 1, 1995 in excess of 5% of the ordinary share capital of the Company in issue from time to time.
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Movements in the options outstanding under these schemes for the three years ended September 30, 2002 are as follows:
The weighted average fair values of options granted were estimated using the Black-Scholes option pricing model with the following assumptions: dividend yield of 5% (2001 5%, 2000 5%) expected volatility of 26% (2001 32%, 2000 28%), risk free interest rate of 5% (2001 6%, 2000 6%) and expected life of 3 or 5 years (2001 5 years, 2000 5 years).
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Movements in the options outstanding under the option schemes for the three years ended September 30, 2002 and the related weighted average option prices are as follows:
Summarized information about options outstanding under the share option schemes is as follows:
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Note 28 — Financial Commitments
The Group has annual commitments under operating leases which expire as follows:
Total commitments under non-cancellable operating leases at September 30, 2002 are as follows:
There are a number of property and equipment leases used in the Group’s operations where, in addition to a specified minimum rental, the leases provide for contingent rentals based on percentages of revenue. The average remaining term of these leases, which generally contain renewal options, is approximately 12 years. No material restrictions or guarantees exist in the Group’s lease obligations.
Note 29 — Contracts for Expenditure on Fixed Assets
Note 30 — Contingencies
Contingent liabilities not provided for in the financial statements relate to:
In limited cases, the Group may provide performance guarantees to third-party owners to secure management contracts. It is the view of the directors that, other than to the extent that liabilities have been provided for in these financial statements, such guarantees are not expected to result in financial loss to the Group.
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Note 30 — Contingencies — (Continued)
The Group has given warranties in respect of the disposal of certain of its former subsidiaries. It is the view of the directors that, other than to the extent that liabilities have been provided for in these financial statements, such warranties are not expected to result in financial loss to the Group.
Note 31 — Companies Act 1985
These financial statements do not comprise the Company’s “statutory accounts” within the meaning of Section 240 of the Companies Act 1985 of Great Britain. Statutory accounts for the year ended September 30, 2002 will be delivered to the Registrar of Companies for England and Wales in due course and statutory accounts for the years ended September 30, 2001 and 2000 have been so delivered. The auditors’ reports on such accounts were unqualified.
Note 32 — Differences between United Kingdom and United States Generally Accepted Accounting Principles
The Group’s financial statements are prepared in accordance with accounting principles generally accepted in the United Kingdom (UK GAAP) which differ from those generally accepted in the United States (US GAAP). The significant differences, as they apply to the Group, are summarized below.
Classification of borrowings
Under US GAAP the amounts shown as repayable after one year for unsecured bank loans and overdrafts drawn under or supported by bank facilities with maturities of up to five years and amounting to £46 million (2001 £226 million, 2000 £61 million) would be classified as current liabilities.
Pension costs
The Group provides for the cost of retirement benefits based upon consistent percentages of employees’ pensionable pay as recommended by independent qualified actuaries. Under US GAAP, the projected benefit obligation (pension liability) in respect of the Group’s two principal pension plans would be matched against the fair value of the plans’ assets and would be adjusted to reflect any unrecognized obligations or assets in determining the pension cost or credit for the year.
At September 30, 2002, the accumulated benefit obligations exceeded the fair value of the plans’ assets. In these circumstances, US GAAP requires the recognition of the difference as a balance sheet liability and the elimination of any amounts previously recognized as a prepaid pension cost. An equal amount, not exceeding the amount of unrecognized past service cost, is recognized as an intangible asset with the balance reported in other comprehensive income.
Intangible fixed assets
Goodwill and separately identifiable intangible fixed assets arising on the acquisition of subsidiaries and associates are capitalized and amortized over their estimated useful lives. Goodwill arising on acquisitions prior to September 30, 1998 was eliminated against shareholders’ funds. Under US GAAP, all intangible fixed assets would be capitalized and amortized to the income statement over their estimated useful lives, not exceeding 40 years. Under US GAAP, goodwill arising on acquisitions after June 30, 2001 is not amortized but is subject to an annual impairment test. The reconciling adjustments to net income in respect of amortization and to shareholders’ equity in respect of intangible fixed assets relate almost entirely to Six Continents Hotels.
Under UK GAAP, where the amount of purchase consideration is contingent on a future event, the cost of acquisition includes a reasonable estimate of the amount expected to be payable in the future. Under US GAAP, contingent consideration is not recognized until the related contingencies are resolved.
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Note 32 — Differences between United Kingdom and United States Generally Accepted Accounting Principles — (Continued)
Tangible fixed assets
Prior to October 1, 1999, the Group’s properties were valued from time to time by professionally qualified external valuers. Book values were adjusted to accord with the valuations, except where a directors’ valuation was deemed more appropriate. Under US GAAP, revaluations would not have been permitted.
Depreciation is based on the book value of assets, including revaluation where appropriate. Prior to October 1, 1999, freehold pubs and hotels were not depreciated under UK GAAP, as any charge would have been immaterial given that such properties were maintained, as a matter of policy, by a program of repair and maintenance such that their residual values were at least equal to their book values. Following the introduction of FRS 15, which was implemented by the Group with effect from October 1, 1999, all properties are depreciated under UK GAAP. There is now no difference between UK GAAP and US GAAP with regard to depreciation policies.
Under UK GAAP, the impairment of tangible fixed assets is measured by reference to discounted cash flows. Under US GAAP, if the carrying value of assets is supported by undiscounted cash flows, there would be no impairment.
The reconciling adjustment to shareholders’ funds in respect of tangible fixed assets relates primarily to Six Continents Retail.
Staff costs
The Group charges to net income the cost of shares acquired to settle awards under certain incentive schemes. The charge is based on an apportionment of the cost of shares over the period of the scheme. Under US GAAP, these awards would be accounted for as variable plans and the charge would be based on the intrinsic value of the shares using the share price at the balance sheet date.
A charge would also be made under US GAAP based on the intrinsic value at the date of grant of options under the Group’s Employee Savings Share Scheme and the charge would be recognized over the period of the savings contracts. Since January 24, 2002, an employer’s offer to enter into new contracts at a lower exercise price than the price under existing contracts, causes variable plan accounting to apply in respect of certain options. This could result in an additional charge for those options that qualify for variable plan accounting.
Under US GAAP, a charge would also be made in respect of option grants under the Group’s Executive Share Option Schemes. Variable plan accounting would apply and the charge would be recognized over the period of the schemes.
Provisions
Included in provisions for liabilities and charges are amounts which relate to the restructuring of certain of the Group’s operations. Under US GAAP, certain of these amounts would be charged to net income as incurred.
The Group provides for deferred taxation in respect of timing differences, subject to certain exceptions, between the recognition of gains and losses in the financial statements and for tax purposes. Timing differences recognized, include accelerated capital allowances, unrelieved tax losses and short-term timing differences. Under US GAAP, deferred taxation would be computed on all differences between the tax bases and book values of assets and liabilities which will result in taxable or tax deductible amounts arising in future years.
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Fixed asset investments
Included in investments and advances are amounts in respect of Six Continents PLC ordinary shares held by employee share trusts. Under US GAAP, these amounts would be treated as Treasury Stock and deducted from shareholders’ equity.
Fixed asset investments are stated at cost less any provision for diminution in value. Under US GAAP, these investments are recorded at market value and unrealized gains and losses are reported in other comprehensive income.
Derivative instruments and hedging
Under US GAAP, all derivative instruments (including those embedded in other contracts) are recognized on the balance sheet at their fair values. Changes in fair value are recognized in net income unless specific hedge criteria are met. If a derivative qualifies for hedge accounting as defined under US GAAP, changes in fair value are recognized periodically in net income or in shareholders’ equity as a component of other comprehensive income depending on whether the derivative qualifies as a fair value or cash flow hedge. Substantially all derivatives held by the Group during the year did not qualify for hedge accounting under US GAAP as the documentation supporting the hedge transaction was not sufficient to meet the standards required by FAS 133.
Proposed dividends
Final ordinary dividends are provided for in the year in respect of which they are proposed by the Board for approval by the shareholders. Under US GAAP, dividends would not be provided for until the year in which they are declared.
Discontinued operations
Under US GAAP, discontinued operations (which must have been previously reported business segments) would be recognized at the time management commits itself to a formal plan. Under UK GAAP, recognition does not occur unless the discontinuance has been completed before the earlier of three months after the balance sheet date or the date on which the financial statements are approved.
Certain exceptional items are shown on the face of the profit and loss account statement after operating profit. These items are mainly gains or losses on the sale of businesses and fixed assets, and the costs of fundamental reorganizations. Under US GAAP these items would be classified as operating profit or expenses.
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Net income under US GAAP
The significant adjustments required to convert earnings available for shareholders in accordance with UK GAAP to net income in accordance with US GAAP are:
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Comprehensive income
Comprehensive income under US GAAP is as follows:
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Movements in other comprehensive income amounts (net of related tax) are as follows:
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Shareholders’ equity under US GAAP
The significant adjustments required to convert shareholders’ funds in accordance with UK GAAP to shareholders’ equity in accordance with US GAAP are:
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Additional information required by US GAAP in respect of earnings per share
The following table sets forth the computation of basic and diluted earnings per share from continuing operations under US GAAP:
Consolidated statement of cash flows
The consolidated statement of cash flows prepared under UK GAAP presents substantially the same information as that required under US GAAP but may differ, with regard to classification of items within the statements and as regards the definition of cash under UK GAAP and cash and cash equivalents under US GAAP.
US GAAP requires, cash and cash equivalents include short-term highly liquid investments but do not include bank overdrafts. Under UK GAAP, cash flows are presented separately for operating activities, dividends received from associates, returns on investments and servicing of finance, taxation, capital expenditure and financial investment, acquisitions, equity dividends and management of liquid resources and financing. US GAAP, however, require only three categories of cash flow activity to be reported: operating, investing and financing. Cash flows from taxation and returns on investments and servicing of finance shown under UK GAAP would, with the exception of dividends paid to minority shareholders, be included as operating activities under US GAAP. The payment of dividends would be included as a financing activity under US GAAP. Under US GAAP, capitalized interest is treated as part of the cost of the asset to which it relates an d is thus included as part of investing cash flows. Under UK GAAP all interest is treated as part of returns on investments and servicing of finance. Under US GAAP capital expenditure and financial investment and acquisitions are reported within investing activities.
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The categories of cash flow activity under US GAAP can be summarized as follows:
Additional information required by US GAAP in respect of the Group’s two principal pension plans
The pension cost for these plans computed in accordance with the requirements of US GAAP comprises:
The major assumptions used in computing the pension expense were:
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The assets of these plans principally comprise UK and other listed equities, property investments, bank deposits and UK Government index-linked stocks.
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The following table sets forth movements in the fair value of plan assets:
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The following table sets forth movements in the projected benefit obligation of the principal plans:
Additional information required by US GAAP in respect of Group’s share options
Accounting and disclosure of stock-based compensation
FAS 123 — Accounting for Stock-Based Compensation, established accounting disclosure standards for stock-based employee compensation plans. The statement gives companies the option of continuing to account for such costs under the intrinsic value accounting provisions set out in Accounting Principles Board Opinion 25, “Accounting for Stock Issued to Employees” (APB 25) and related interpretations. The Group has chosen to continue to account for such costs under APB 25. Had the Group chosen to account for such costs under FAS 123, net income for the year ended September 30, 2002 would have been £451 million (2001 £703 million, 2000 £1,693 million), basic net income per ordinary share and ADS would have been 52.3p (2001 81.5p, 2000 193.9p) and diluted net income per ordinary share and ADS would have been 52.0p (2001 80.9p, 2000 192.6p). Details of the fair values of stock awards in the year are give n in Note 27. Because options vest over several years and additional options grants are expected, the effects of these hypothetical calculations are not likely to be representative of similar future calculations.
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Concentrations of credit risk
Potential concentrations of credit risk to the Group consist principally of short-term cash investments, trade loans and trade debtors.
The Group only deposits short-term cash surpluses with counterparties with an A credit rating or better, or those providing adequate security and, by policy, limits the amount of credit exposure to any one bank or institution. Trade debtors in the United Kingdom comprise a large, widespread customer base. Trade debtors in the United States are widely dispersed and include a significant amount of debtors due from Six Continents Hotels franchisees.
At September 30, 2002, the Group did not consider there to be any significant concentration of credit risk.
Fair values of financial instruments
The following information is presented in compliance with the requirements of US GAAP. The carrying amounts and fair values of the material financial instruments of the Group are as follows:
The following methods and assumptions were used by the Group in establishing its fair value disclosures for financial instruments:
Cash: the carrying amount reported in the balance sheet for cash at bank approximates to its fair value.
Current asset investments: the carrying amount reported in the balance sheet for current asset investments approximates their fair value.
Listed investments: these investments are valued based on market prices.
Unlisted investments: the fair value of these investments approximates their replacement cost.
Trade loans and advances: the fair value of these loans and advances, taking into account the related commitments to purchase Six Continents products, approximates their carrying value.
Borrowings: the fair value of the Group’s loan capital and noncurrent bank loans (including short-term portion) are estimated using quoted prices, or where such prices are not available, discounted cash flow analyses,
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based on available market rates of interest for similar types of arrangements and maturities. The carrying amount of the bank loans and overdrafts approximates their fair value.
Off-balance sheet instruments: the fair value of the Group’s interest rate swaps is based on discounted cash flow analyses. The fair value of other instruments is based on contracted and relevant exchange rates.
Additional information required by US GAAP in respect of deferred taxation
The analysis of the deferred taxation liability required by US GAAP is as follows:
FAS 141, Business Combinations, and FAS 142, Goodwill and Other Intangible Assets, both issued in June 2001, are effective for accounting periods beginning after December 15, 2001. The Company will apply Statement 142 from October 1, 2002. Under the new rules, goodwill and intangible assets deemed to have indefinite lives will no longer be amortized but will be subject to annual impairment tests. Other intangible assets will continue to be amortized over their useful lives.
Most of the Group’s goodwill and indefinite lived assets arose prior to September 30, 1998 and have been eliminated against reserves in the Group’s UK Statutory accounts. No amortization is charged in respect of these assets in the UK statutory accounts but a charge has been made to arrive at net income under US GAAP. The adoption of FAS 141 will eliminate the reconciling amortization charge in respect of goodwill and indefinite lived intangibles and will increase net income under US GAAP by approximately £55 million per annum. In the year ending September 30, 2003 the Group will test goodwill and indefinite lived intangible assets for impairment using the two step process described in Statement 142. The first step screens potential impairment, while the second measures the amount of impairment, if any. Until the impairment tests are completed it is not possible to quantify the amount of impairment, if any, that will arise on ad option.
FAS 144, Accounting for the Impairment or Disposal of Long-Lived Assets, issued in August 2001, is effective for accounting periods beginning after December 15, 2001. FAS 144 supersedes FAS 121 and, while retaining many of the recognition and measurement provisions of FAS 121, it excludes goodwill and intangible
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assets not being amortized from its impairment provisions and it significantly changes the criteria that have to be met in order to classify long-lived assets as held-for-sale. FAS 144 also supersedes the provisions of APB 30 with regard to reporting the effects of a disposal of a business segment and requires expected future operating losses from discontinued operations to be reported in the periods in which the losses are incurred rather than as of the measurement date. In addition, more dispositions will qualify for discontinued operations treatment in the income statement. The Group will adopt FAS 144 in the year ending September 30, 2003. As the provisions of FAS 144 are to be applied prospectively, the impact on the Group, if any, will depend upon the circumstances existing at that time.
FAS 146, Accounting for Costs Associated with Exit or Disposal Activities, was issued in August 2001. FAS 146 requires recognition of a liability for a cost when the liability is incurred. FAS 146 supersedes EITF Issue No 94-3 Liability Recognition for Certain Termination Benefits and Other Costs to Exit an Activity (including certain costs incurred in restructuring) which required a liability for an exit cost to be recognized at the date of an entity’s commitment to plan. The impact on the group if any will depend upon the circumstances existing at that time.
Note 33 — Post Balance Events
On October 1, 2002, the Board announced its intention to separate Six Continents Hotels and Soft Drinks from Six Continents Retail, and to return £700 million of capital to shareholders. These proposals are subject to shareholder and regulatory approval and are not expected to become effective before April 2003.
On December 5, 2002, the Company announced a tender offer for the repurchase of all outstanding medium-term notes. The offer applied to the £10 million Floating Rate Notes due 2004 (the “2004 Notes”), the €25 million 4.52% Notes due 2006 (“2006 Notes”) and the £250 million 5.75% Notes due 2007 (“2007 Notes”). The Company announced on January 13, 2003 that this offer was accepted for all the 2004 Notes, all the 2006 Notes and 92.76% in principal amount of the 2007 Notes. Accordingly, all the 2004 and 2006 Notes and 92.76% of the 2007 Notes were repurchased on January 28, 2003 for an aggregate of £271 million.
On December 5, 2002, the Company also announced its intention to repurchase the £250 million 103/8% debenture stock due 2016 (the “Stock”). At a meeting of the holders of the Stock convened on January 14, 2003, a resolution was passed approving the insertion of an option into the terms and conditions of the Stock requiring the Company to redeem the Stock no later than May 31, 2003. This enables the Company to redeem the Stock at a price corresponding to a yield of 100 basis points over the yield of UK Treasury Stock 8% due 2015. The Company gave notice to Stockholders on February 11, 2003 that it will redeem all of the Stock on February 27, 2003. The premium on redemption is currently estimated at £122 million.
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SCHEDULE II
VALUATION AND QUALIFYING ACCOUNTS
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SIGNATURES
The registrant hereby certifies that it meets all of the requirements for filing on Form 20-F and that it has duly caused and authorized the undersigned to sign this annual report on its behalf.
Date: February 17, 2003
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CERTIFICATION
I, Richard C. North, certify that:
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I, Tim Clarke, certify that:
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EXHIBIT INDEX