SPUR CORP. LIMITED INTEGRATED REPORT 2015

STRATEGY

KEY PERFORMANCE INDICATORS

The following key performance indicators (“KPIs”) table provides information which is intended to communicate a holistic overview of the business. KPIs relevant to economic, social and environmental aspects of the business are reported.

   2012   2013* 2014   Target 
2015  
2015   Target 
2016  
Target 
2020  
Financial performance                       
Operating profit before finance income (R’m)
(as defined here
168.9   190.6   194.6   215.0  180.8    257.7   450.7  
Growth in adjusted operating profit
(as defined here
26.6%   21.1%   (2.3%)  11.4%  0.4%  14.8%   15.0%  
Operating profit margin
(as defined here)   
32.7%   29.7%   26.6%   28.0%  25.7%  32.0%   34.0%  
Return on equity
(as defined here
26.0%   29.7%   26.4%   27.0%  17.4%  27.0%   28.0%  
Return on investment (dividends per share plus change in share price for the year expressed as a percentage of share
price at the beginning
of the year) 
35.5%   59.3%   22.2%   15.0%  18.0%  15.0%   15.0%  
Restaurants                     
New local restaurants                     
– Spur   12   14   9   10  11   10pa^  
– Panarottis   3   10   8   10  11  5   6pa^  
– John Dory’s   1   2   5   3   4pa^  
– Captain DoRegos   2   11   4   12  5   6pa^  
– The Hussar Grill         –   2   3pa^  
– RocoMamas              15   10pa^  
Closed local restaurants                     
– Spur   7   1   6          
– Panarottis   3   1   1          
– John Dory’s   –   1   1          
– Captain DoRegos   6   13   15     16       
– The Hussar Grill         –     –       
– RocoMamas                     
Total local restaurants                     
– Spur   254   267   270   278  277  288   320  
– Panarottis   52   61   68   77  75  79   100  
– John Dory’s   28   29   33   38  38  39   51  
– Captain DoRegos   74   72   61   67  57  59   75  
– The Hussar Grill         6   12  10   22  
– RocoMamas              24   64  
Relocated#/revamped local restaurants                     
– Spur   64   58   68   40  36  24     
– Panarottis   8   7   11   10  5     
– John Dory’s   1   9   3   3     
– Captain DoRegos      –   2   1     
– The Hussar Grill         –   –  –  1     
– RocoMamas              –  –     
Total restaurant turnover                     
Spur (R’m)   3 085   3 554   3 954   4 301  4 309  4 682   6 661  
Percentage growth in restaurant turnover   14.2%   15.2%   11.3%   8.8%  9.0%  8.7%     
Percentage growth in existing restaurant turnover   11.7%   13.0%   9.8%   7.7%  7.3%  7.5%     
Panarottis (R’m)   268   352   450   516  565  654   1 008  
Percentage growth in restaurant turnover   14.7%   31.4%   28.2%   14.7%  25.4%  15.8%     
Percentage growth in existing restaurant turnover   13.0%   22.4%   15.2%   10.5%  15.8%  11.3%     
John Dory’s (R’m)   222   247   299   347  335  396   602  
Percentage growth in restaurant turnover   14.2%   11.4%   21.0%   16.1%  12.0%  18.2%     
Percentage growth in existing restaurant turnover   11.7%   9.3%   12.0%   8.5%  5.7%  13.2%     

Notes  
*   Restated due to adoption of IFRS10.  
^   Average per annum over the period to 2020.  
#   A relocation of a restaurant to a new site in the same general geographical area and where the franchisee remains the same is not considered a closure. Relocations are necessary as circumstances in areas change over time.  

   2012   2013* 2014   Target 
2015  
2015   Target 
2016  
Target 
2020  
Total restaurant turnover                      
Captain DoRegos (R’m)   60   191   165   165  143  153   252  
Percentage growth in restaurant turnover         (13.8%)  0.0%  (13.2%)  6.7%     
Percentage growth in existing restaurant turnover         (16.2%)  (5.7%)  (20.2%)  2.0%     
The Hussar Grill (R’m)         29   81  72  99   291  
Percentage growth in restaurant turnover                37.5%     
Percentage growth in existing restaurant turnover                12.3%     
RocoMamas (R’m)              24  203   768  
Total worldwide (R’m)   4 048   4 859   5 509   6 145  6 174  7 015   10 896  
Loyalty                     
Family Card loyalty spend (Rbn)  0.8   1.1   1.7   1.9  1.8  2.0   3.1  
Family Card membership (million)  1.1   1.4   1.7   1.9  1.9  2.0   2.6  
Secret Tribe membership (million)  0.9   1.1   1.1   1.1  1.1  1.1   1.3  
John’s Club loyalty spend (R’m)  36   42   71   85  104  124   196  
John’s Club membership   50 753   119 891   166 000   199 000  137 000  150 000   200 000  
International expansion                     
Percentage of international revenue to total group revenue   28.6%   31.3%   34.4%   33.3%  29.3%  21.0%   22.0%  
Percentage of international profits to total group profit before income tax   1.9%   (3.7%)  0.8%   3.4%  1.9%  4.0%   7.0%  
Number of international outlets   48   50   52   62  58  66   90  
Sustainable supply of raw materials                     
Percentage of suppliers managed by the group that have adequate and appropriate sustainability plans in place   64%   83%   97%   100%  100%  100%   100%  
Percentage of seafood products managed by the group that comply with SASSI guidelines   95%   95%   100%   100%  100%  100%   100%  
Product responsibility                     
Percentage of suppliers managed by the group that are HACCP/ISO 22000 compliant   91%   97%   100%   100%  100%  100%   100%  
Percentage of menu items that are rBST and MSG free   93%   93%   98%   100%  98%  98%   100%  
Community support                     
Contribution to JAM or similar organisation (R)  95 000   582 749   1 309 901   1 900 000  1 500 534  2 426 000   3 000 000  
Contribution to FoodBank
(employees) (R) 
21 060   49 300   49 340   52 000  34 160  20 000   30 000  
Skills development                     
Number of people trained   5 171   7 220   8 565   8 800  11 627  9 650   11 712  
Number of successful graduates of Spur College of Excellence   6   13   13   24  13  36   54  
Corporate employees                     
Corporate employee rotation   10%   8%   17%   10%  17%  15%   15%  
Employee loans (R)  275 682   499 319   412 957   500 000  663 142  500 000   500 000  
Employee training costs (including dependents’ bursaries) (R)  499 942   684 303   1 053 145   1 470 000  1 406 684  2 000 000   2 525 000  
Environmental sustainability                     
Corporate                     
Carbon footprint (Energy kWh)  445 267   475 739   401 028   401 000  388 105  383 000   370 000  
Percentage of waste recycled or composted   70%   91%   85%   90%  90%  90%   95%  
Percentage water usage reductionΔ   0%   10%   15%   15%  15%  15%   15%  
Percentage travel reduction      22.1%   increase  
on 2012  
15.6%   decrease  
on 2013  
5%  decrease 
on 2014 
27%  decrease 
on 2014 
5%   decrease  
on 2015  
10%   decrease  
on 2015  
Procurement                     
Percentage takeaway packaging made from renewable materials◊         58%   60%  49%  55%   60%  

Notes  
*   Restated due to adoption of IFRS10.  
Δ   Cumulative percentage reduction compared to baseline audit benchmark at July 2011.  
◊   Total weight of packaging amounted to 1 403 tons (a decrease of 2% on the prior year) of which 692 tons were made from renewable materials and 711 tons were made from non-renewable materials.