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INTEGRATED REPORT 2017

Passionate people building great brands

Key performance indicators

The key performance indicators in the table below provide current and historic performance measures, and short-term targets for a range of relevant economic, social and environmental indicators.

  2016     Target
2017  
2017    Target
2018* 
             
Financial performance             
Operating profit before finance income (R’m) (as defined on page 5) 183.1    273.8  178.3    186.1 
Growth in adjusted operating profit (as defined on page 5) 12.0%    10.9%  (17.5%)   3.0% 
Operating profit margin (as defined on page 5) 29.7%    40.0%  27.9%    29.5% 
Return on equity (as defined on page 5) 19.7%    25.0%  16.6%    17.8% 
Return on investment (dividends per share plus change in share price expressed as a percentage of share price at the beginning the financial year) (11.9%)   10.0%  (4.8%)   6.0% 
Restaurants             
New local restaurants             
– Spur  15      10 
– Panarottis    –   
– John Dory’s     
– Captain DoRegos    –   
– The Hussar Grill     
– RocoMamas  33     
– Casa Bella     
Closed local restaurants             
– Spur         
– Panarottis         
– John Dory’s         
– Captain DoRegos  13         
– The Hussar Grill  –      –     
– RocoMamas  –      –     
Total local restaurants             
– Spur  286    291  289    293 
– Panarottis  81    81  80    81 
– John Dory’s  45    47  48    49 
– Captain DoRegos  49    46  41    43 
– The Hussar Grill  12    13  14    17 
– RocoMamas  42    51  50    57 
– Casa Bella     
Relocated#/revamped local restaurants             
– Spur  27    32  26    12 
– Panarottis     
– John Dory’s     
– Captain DoRegos     
– The Hussar Grill     
– RocoMamas  –    –  –    – 
– Casa Bella  –    –  –    – 
Total restaurant turnover             
Spur (R’m) 4 576    4 870  4 478    4 091 
Percentage growth in restaurant turnover  6.2%    6.4%  (2.1%)   (8.6%)
Percentage growth in existing restaurant turnover  3.3%    5.9%  (3.4%)   (9.9%)
Panarottis (R’m) 667    715  716    756 
Percentage growth in restaurant turnover  18.0%    7.3%  7.4%    5.5% 
Percentage growth in existing restaurant turnover  11.1%    6.1%  7.4%    1.6% 
John Dory’s (R’m) 394    457  451    475 
Percentage growth in restaurant turnover  17.7%    16.0%  14.3%    5.4% 
Percentage growth in existing restaurant turnover  9.4%    12.0%  8.0%    0.6% 
Captain DoRegos (R’m) 138    127  114    119 
Percentage growth in restaurant turnover  (3.3%)   (8.2%) (17.6%)   4.5% 
Percentage growth in existing restaurant turnover  (6.9%)   (9.2%) (17.6%)   (1.3%)
The Hussar Grill (R’m) 109    145  148    176 
Percentage growth in restaurant turnover  51.8%    32.6%  35.6%    18.8% 
Percentage growth in existing restaurant turnover  19.4%    27.9%  25.2%    7.3% 
RocoMamas (R’m) 268    424  478    561 
Percentage growth in restaurant turnover  1 003.8%    58.2%  78.1%    17.4% 
Percentage growth in existing restaurant turnover  –    45.4%  62.6%    12.4% 
Casa Bella (R’m)   41  45    72 
Percentage growth in restaurant turnover  –    798.6%  885.3%    62.7% 
Total worldwide (R’m) 6 972    7 672  7 157    7 074 
Loyalty             
Family Card loyalty spend (R’bn) 1.9    2.0  1.8    1.8 
Family Card membership (million) 1.9    2.0  2.0    2.1 
Secret Tribe membership (million) 1.0    1.0  0.9    1.0 
Panarottis Rewards loyalty spend (R’m) 42    50  168    300 
Panarottis Rewards membership (’000) 86    103  243    370 
John’s Club loyalty spend (R’m) 120    129  169    178 
John’s Club membership (’000) 233    250  193    230 
International expansion             
Percentage of international revenue to total group revenue  18.6%    5.0%  4.9%    5.0% 
Percentage of international profits to total group profit before income tax  (11.5%)   3.5%  3.5%    2.5% 
Number of international outlets  58    65  63    68 
Sustainable supply of raw materials             
Percentage of suppliers managed by the group that have adequate and appropriate sustainability plans in place  100%    100%  100%    100% 
Percentage of seafood products managed by the group that are not SASSI red listed species, and/or comply with SASSI guidelines  100%    100%  100%    100% 
Product responsibility             
Percentage of suppliers managed by the group that are HACCP/ISO 22000 compliant  100%    100%  100%    100% 
Percentage of menu items that are rBST and MSG free  98%    98%  98%    98% 
Community support             
CSI spend (R’000)   2 243    3 075  2 930    3 473 
Skills development             
Number of people trained  16 191    12 500  11 835    13 750 
Number of successful graduates of Spur College of Excellence  17    40  20    – 
Corporate employees             
Corporate employee rotation  6%    15%  12%    10% 
Employee training costs (including dependents’ bursaries) (R’000)   1 763    2 000  2 248    2 057 
Environmental sustainability             
Corporate             
Electricity consumption (MWh per annum) New base    New base  1 178    1 200 
Paraffin consumption (litres per annum) New base    New base  47 515    47 000 
Percentage of waste recycled or composted  New base    New base  71%    75% 
Water consumption (kℓ per annum) 9 473    New base  10 401    10 400 
Diesel consumption for company fleet (kℓ per annum) New measure    New measure  241    253 
Franchisee             
Spent oil recycled  30%    40%  32%    30% 
Average score on green operations report  67%    70%  48%    60% 
Procurement              
Percentage takeaway packaging made from renewable materials  47%    55%  50%    55% 

Notes
* In prior periods the group published medium-term targets. Given the current uncertainty in the markets we serve, we are revising our medium-term targets and will disclose these when we have more confidence that they are realistic.
# 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.
The Spur College of Excellence was discontinued during 2017.
Environmental sustainability indicators were revised and updated during the year, including the setting of new bases and introduction of several
new indicators.
Total weight of packaging amounted to 1 346 tonnes (a decrease of 16.5% from 1 612 in the prior financial year) of which 674 tonnes were made from renewable materials and 672 tonnes were made from non-renewable materials.