TIDMTAST
RNS Number : 6846U
Tasty PLC
30 March 2023
30 March 2023
Tasty plc
("Tasty" or the "Company")
Final results for the 52 weeks ended 25 December 2022
Tasty (AIM: TAST), the owner and operator of restaurants in the
casual dining sector, announces its annual results for the 52 week
period ended 25 December 2022.
Key Highlights
-- Revenue GBP44.0m (2021: GBP34.9m); an increase of 26% year-on-year
-- Adjusted EBITDA(1) (post IFRS 16) of GBP2.6m (2021: GBP8.0m)
-- Loss after tax for the period of GBP6.4m (post IFRS 16) (2021: GBP1.2m profit)
-- Group repaid and cancelled its unutilised Barclays Bank
facility of GBP1.1m and is now debt free
-- Cash at bank of GBP7.0m as at 25 December 2022 (2021: GBP11.0m)
-- Currently trading from 52 of 54 restaurants
-- Inflationary pressure on labour, food and utilities has
impacted the business considerably but now beginning to
stabilise
-- Staff shortages remained a challenge in 2022 but are returning to more normal levels
-- Despite staffing and inflationary challenges, like-for-like sales compared with pre Covid-19
levels were encouraging
([1]) Adjusted for depreciation, amortisation and highlighted
items including share-based payments and impairments. Adjusted
EBITDA 2021 figure includes GBP1.9m of exceptional Government grant
income
The report and accounts for the 52 week period ended 25 December
2022 will be available on the Company's website at
https://dimt.co.uk/investor-relations/ shortly.
Certain of the information contained within this announcement is
deemed by the Company to constitute inside information as
stipulated under the UK version of the EU Market Abuse Regulation
(596/2014). Upon publication of this announcement via a regulatory
information service, this information is considered to be in the
public domain.
For further information, please contact:
Tasty plc Tel: 020 7637 1166
Jonny Plant, Chief Executive
Cenkos Securities plc (Nominated adviser
and broker)
Katy Birkin/George Lawson Tel: 020 7397 8900
Chairman's statement
I am pleased to be reporting on the Group's annual results for
the 52 weeks period ended 25 December 2022 and the comparative 52
weeks period ended 26 December 2021.
The Group comprises 54 restaurants: six dim t and 48 Wildwood
restaurants.
It was hard to predict the challenges that we faced in 2022
would immediately follow what had already been extraordinarily
difficult years during the pandemic. The Group delivered strong
sales growth, despite the severe impediments of transportation
strikes, the World Cup, and bad weather all coinciding with the
most important trading period of the year. We have estimated the
adverse sales impact of all these factors to be in excess of
GBP0.65m. As reported in our Interim Results, the energy crisis and
unprecedented inflationary costs suppressed the results further,
significantly increasing our running costs.
We reopened two Wildwood restaurants which were closed during
the pandemic, and we are now trading from 52 restaurants out of a
total estate of 54. We also converted Wildwood Loughton into a dim
t in November 2022 with results which have exceeded expectations.
Dim t has proved to be a robust brand over the last few years due
to both a rise in popularity for Asian food and also an increased
demand for takeaway and delivery of this cuisine. Given the initial
solid performance of this converted unit we are currently
considering other opportunities to rebrand within our estate. We
have started a process to sell the two restaurants that remain
closed, and we will also consider the sale or surrender of other
underperforming sites.
Delivery and takeaway have remained strong throughout the year
but there has been a marginal shift towards dine-in. The sales
performance for the start of 2023 has been better than initially
expected, but it is still challenging. We believe that this is
partially due to customers drawing upon personal savings built up
during the pandemic and a resilience to conservative menu price
increases however, whether this resilience continues, remains to be
seen in the coming months. The Board expects the Group's
profitability to continue to be impacted by both energy costs,
which remain significantly higher than pre-pandemic levels, and
also increasing food costs. The Group's expansion plan of opening
additional sites will be reviewed once inflation and the economy
have stabilised.
The Group repaid and cancelled its outstanding Barclays Bank
facility of GBP1.1m as it was unutilised, and it was considered
prudent given the increasing interest rate charges. Based on the
Bank of England base rate at the time of cancellation, there will
be an annualised interest saving of approximately GBP57,000. The
Group still has a GBP250,000 overdraft facility.
As with previous challenges, the Group is confident it has a
structure that can navigate the current macroeconomic
headwinds.
Dividend
The Board does not propose to recommend a dividend (2021:
GBPnil).
Future Trading
Performance to date is ahead of management expectations
although, at this stage, it is difficult to predict the full extent
of the cost of living crisis and input cost inflation and
shortages. When the current energy cap reduces at the end of March
2023, with advice from our newly appointed energy brokers, we are
adopting a revised strategy to reduce our energy costs. We expect
our customers to continue to enjoy eating out and relish the social
occasion at Wildwood and dim t but we will continue to focus on
managing our cost base and increasing efficiencies within the
business. We are living in very unpredictable times, both
politically and economically, and these no doubt will continue to
be factors in the performance of the Group for the coming year.
Keith Lassman
Chairman
29 March 2023
Strategic report for the 52 weeks ended 25 December 2022
Business Review
Tasty operates two concepts in the casual dining market:
Wildwood and dim t.
Wildwood
Aimed at a broad market, our 'Pizza, Pasta, Grill' restaurant
remains the Group's main focus. Our sites are primarily based on
the high street. However, our estate comprises a number of leisure,
retail and tourist locations that have historically traded well,
highlighting the broad appeal of the offering. Located nationally,
mainly outside of London, Wildwood is currently open for business
from 46 of the 48 Wildwood branded restaurants.
dim t
Our pan-Asian restaurant now trades from six sites, serving a
wide range of dishes, including dim sum, noodles, soup and curry.
This includes dim t Loughton, which was converted from a Wildwood
and re-opened in November 2022. The brand has fared particularly
well over the last few years due to a rise in its popularity and
increased demand for takeaway. Given the success of Loughton we
believe there are some opportunities to grow this brand within our
existing estate.
Introduction
Recent years have been characterised by continuing uncertainty,
and it has been difficult to accurately predict the extent or
duration of disruptions. Against this turmoil, we have been
reassured by the enduring demand for eating out and our focus
remains on offering a great dining experience with significant time
spent improving food quality and customer experience. Other than
December 2022, when sales were impacted negatively by the World Cup
and transportation strikes, overall sales performance of the
re-opened estate has been ahead of 2019, which has been used as a
fair comparison as both 2020 and 2021 were impacted by the
pandemic.
We are conscious that demand may be favourable due to the
savings built up over the pandemic and the real impact of the
cost-of-living crisis may still materialise, however year-to-date
performance in 2023 has been slightly better than expected. There
has been a discernible shift from the early weekday trade to the
weekend and we have avoided aggressive discounting and promotions,
maintaining a competitive advantage through pricing and a value
proposition.
We previously reported that the pandemic negatively impacted our
city centre sites due to fewer commuters, tourists and
theatregoers. The London sites are now performing better with the
return of tourists and the theatre shows, and there has also been
an uplift in lunch trade as people slowly increase the frequency
that they attend the office.
Energy costs
In 2022, our energy costs rose substantially in line with many
in the hospitality industry and often resulted in four times more
cost than the 2019 equivalent. When the current energy cap reduces
at the end of March 2023 with advice from our newly appointed
energy brokers, we are adopting a revised hedging strategy to
reduce our energy costs. While we hope that pressures on energy
costs have peaked, we expect prices to remain higher than
pre-pandemic levels and estimate this to be at least double that of
historical costs. We are working on unit level energy efficiency
improvements and selective Monday closures to reduce costs.
Offering
We are constantly reviewing our menu and increasing the choice
of options, including lunch and light options. With our newly
appointed Head of Food and our central kitchen production we have
significantly improved our food quality and consistency which is
borne out by customer survey reports. With approximately three menu
changes a year, we can adapt products to suit availability and
changing tastes and we always review ways to offer vegan and
gluten-free options. To ensure we are accessible to a broader
consumer group, we have maintained a very low entry price point for
both pizza and pasta for Wildwood and noodles for dim t - dishes
which continue to be very popular with our customers.
People
We are pleased to report that as at 25 December 2022, we
employed just under 1,100 people across the business, an increase
of 100 from the previous year and a sign that the labour shortage
seems to have stabilised. However, competition is still
considerable for good-quality candidates, and we remain committed
to ensuring the Group is a competitive, attractive and supportive
environment in which to work.
Whilst we welcome the removal of the temporary increase of
National Insurance of 1.25% introduced in November 2022, the
increases in April 2023 of the National Living Wage and general
inflationary wage pressures will inevitably result in higher labour
costs, which will be impossible to absorb completely. We continue
to be committed to improving labour efficiency through a focus on
the trading day-parts, forecasting and scheduling.
A new recruitment system has been rolled out across the Group
which will improve candidate selection and retention. We have
undertaken a comprehensive review of our employee training and
engagement which will both produce a better customer experience and
also improve employee satisfaction and development. The full
implementation of this project is expected to be completed in early
Q2 2023.
We have strengthened our management structure and senior teams
across all areas with particular investment in food, marketing and
the learning and development team.
Suppliers
With the energy crisis impacting the whole economy we have seen
inflationary increases across the board from food costs through to
third party service providers. Thankfully, supply has been more
consistent, although there have been some unplanned disruptions
which have affected our major supply lines. However, Covid-19
taught us how to be agile and resourceful and we have suffered very
little outages during the difficult periods.
Property
The Group has successfully regeared one lease and will continue
to review current lease terms and also consider disposing of poorer
performing sites. There are a few leases with termination
provisions effective this year, which will allow us to either
renegotiate terms or surrender the lease. The Group will consider
expansion once the economy and energy market stabilise.
Unfortunately, we expect some businesses will struggle to survive
with their current estate, and there will be many opportunities to
acquire good sites. There are some rolling restaurant refresh
programmes which are ongoing but expansion and major refurbishments
will not be considered until the second half of the year.
Board Changes
As previously announced, Mayuri Vachhani will be stepping down
from her position as Chief Finance Officer and leave the Group on
31 March 2023, to pursue other opportunities. The Board would once
again like to thank Mayuri for her hard work and the contribution
she has made to the business over the last five years.
Wendy Dixon was appointed as an independent Non-executive
Director in June 2022. She also holds the role of Chief Growth
Officer for M&C Saatchi Group, and we are delighted to have her
on our Board. In addition, Harald Samúelsson, who joined the Board
in May 2021, is permanently relocating to Spain from 1 April 2023
and will revert to his previous position as an independent
non-executive Director. Harald Samúelsson has over 20 years of
experience in the UK restaurant industry.
Current trading and outlook for the coming year
Performance to date is ahead of management expectations,
although at this stage, it is difficult to predict the full extent
of the cost of living crisis and input cost inflation and shortages
given the level of uncertainty that still exists in the industry
and economy in general. We expect our customers to continue to show
their loyalty towards our brands and we believe that our new
marketing initiatives and websites will help grow a wider customer
base.
Financial review
Highlighted Items
The Group recognises a number of charges in the financial
statements which arise under accounting rules and have no cash
impact. These charges include share-based payments and impairments
to fixed assets. The above items are included under 'highlighted
items' in the statement of comprehensive income and further
detailed in Note 5. These items, due to their nature, will
fluctuate significantly year-on-year and are, therefore,
highlighted to give more detail on the Group's trading
performance.
Full year results and key performance indicators
The Directors continue to use a number of performance metrics to
manage the business but, as with most businesses, the focus on the
income statement at the top level is on each of sales, EBITDA
before highlighted items, and operating profit before highlighted
items compared to the previous year. All key performance indicators
that adjust for highlighted items do not constitute statutory or
GAAP measures.
The table below shows key performance indicators both before and
after IFRS 16:
Post IFRS Pre IFRS Post IFRS
16 16 16
52 weeks 52 weeks 52 weeks
ended ended ended
25 December 25 December 26 December
2022 2022 2021
GBP'000 GBP'000 GBP'000
Non-financial
Sites at year end 54 54 54
Open sites 52 52 50
Sales 44,027 44,027 34,909
EBITDA before highlighted
items 2,621 (2,633) 7,991
Depreciation of PP&E
and amortisation (1,667) (1,726) (1,300)
Depreciation of right-of-use
assets (IFRS 16) (2,641) - (2,579)
------------------------------- ------------- ------------- -------------
Operating (loss)/profit
before highlighted
items (1,687) (4,359) 4,112
------------------------------- ------------- ------------- -------------
Sales were up 26% on the corresponding period which was impacted
by restricted trading to GBP44.0m (2021: GBP34.9m) and EBITDA was
GBP2.6m (2021: GBP8.0m). The EBITDA loss before highlighted items
and IFRS 16 adjustments was GBP2.6m (2021: GBP3.9m profit).
Operating loss before highlighted items (see Note 5) was GBP1.7m
(pre-IFRS 16 equivalent: GBP4.4m loss, 2021: GBP4.1m profit).
The impact of the implementation of IFRS 16 "Leases" from 2020
has resulted in both depreciation on Right-of-use ("ROU") assets
for leases and also the interest charge on lease liabilities being
greater than the charge for rent that would have been reported
pre-IFRS 16; the net impact on the reported loss for 2022 is
GBP0.3m (2021: GBP0.9m). We have reviewed the impairment provision
across the ROU assets and fixed assets and have made a net
provision of GBP2.3m (2021: GBP0.6m).
After considering all of the non-trade adjustments, the Group
reports a loss after tax for the period of GBP6.4m (2021: GBP1.2m
profit after tax). Net cash inflow for the period before financing
was GBP2.8m (2021: GBP7.3m inflow) and is driven by a net cash
inflow from operating activities of GBP4.4m (2021: GBP7.8m).
As at 25 December 2022, the Group had an outstanding bank loan
of GBPnil (2021: GBP1.25m) after repaying the Barclays Bank
facility in full in June 2022. Cash at bank at the end of the
period was GBP7.0m (2021: GBP11.0m). Net cash after outstanding
bank loan at the balance sheet date was GBP7.0m (2021 - net cash
GBP9.8m). Capital investment increased to GBP1.6m (2021:
GBP0.5m).
Principal risks and uncertainties
The Directors have the primary responsibility for identifying
the principal risks the business faces and for developing
appropriate policies to manage those risks.
Risks and uncertainties Mitigation
Covid-19 While the impact of Covid-19 does
New strain of Covid-19 not appear to be impacting day to
impacting staff, restaurants day business we continue to be vigilant
and supply. and will follow guidelines where relevant.
Management became adept at managing
cost and revenue through lockdowns
and restrictions and are flexible
at localised closures due to Covid-19
outbreaks and/or shortages of staff.
Outbreak protocols have been established
for staff, restaurants, and suppliers
and will be implemented where necessary.
--------------------------------------------------
Cashflow and liquidity Cash preservation has been a key focus
The impact of cost-of-living over the last few years. The Group
crisis and other trading monitors cash balances and prepares
conditions on cashflow regular forecasts which are reviewed
and liquidity by the Board. These forecasts include
our best estimates and judgements
based on currently available information
and the current environment. In addition,
management will apply sensitivities
to assess the impact of actual results
or events impacting on future cash
flows.
The bank facility of GBP1.25m secured
to strengthen the Group's balance
sheet and provide additional working
capital, was drawn down in full in
January 2021 but remained unutilised
and was repaid in full in June 2022.
The Group also has an unutilised GBP250,000
overdraft facility.
--------------------------------------------------
Utilities and Cost of The biggest challenge faced by the
Living Crisis Group, and many other businesses,
is the increase in utility prices.
We have endeavoured to reduce usage
by focusing on consumption and efficiency;
however, this does not offset the
increases over the last 12 months.
We will work with our energy broker
to fix contracts as appropriate and
have recently agreed new gas and electricity
contracts.
The impact of this and the cost-of-living
crisis will impact the economy and
while we have reviewed our menu prices
to counteract the impact of some inflationary
pressures, we have maintained our
entry level of pizza and pasta at
Wildwood and noodles at dim t.
--------------------------------------------------
Market Conditions and Brexit has impacted food and drink
"Brexit" primarily in the form of cost inflation
Economic uncertainty and and shortages of certain products.
impact of the UK leaving We work closely with our suppliers
the European Union ("Brexit") on assured supply and regularly re-tender
could reduce customer prices. To minimise the impact of
confidence / spending. food cost increases we consider menu
engineering and review recipes.
--------------------------------------------------
Competition To mitigate this risk, we continue
The casual dining market to invest in and renew our offering
faces new competition whilst maintaining accessibility,
on a regular basis. staying committed to quality and the
overall customer experience.
We constantly review marketing initiatives
to ensure that we remain relevant
to our consumers and ahead of the
competition. We review performance
and success whilst exploring new opportunities.
--------------------------------------------------
People We have continued to focus on selection,
Loss of key staff and induction, training and retention
inability to hire the of our employees. The Group has made
right people in a competitive significant improvements in its selection
labour market. process, onboarding training programmes
and career development. New HR and
recruitment systems have been established
and proposed to provide consistent
and swift support to all colleagues.
We have also strengthened our teams.
The Group offers competitive remuneration
and is reviewing its overall benefits
package.
--------------------------------------------------
Food standards and safety The Group engages in regular internal
Failing to meet safety and external compliance audits to
standards ensure all sites are complying with
regulations. Job-specific training
that covers relevant regulations is
provided to all staff on induction
and whenever else necessary. Online
reporting systems are utilised on
a daily basis to gather relevant information
on compliance.
The Group regularly reviews the latest
Government guidelines and best practice
regarding allergens. The Group's activities
are subject to a wide range of laws
and regulations, and we seek to comply
with legislation and best practice
at all times.
--------------------------------------------------
Supply Chain The Group monitors suppliers closely.
A major failure of a key In the event of a failure by a key
supplier or distributor supplier we have contingency plans
could cause significant in place to minimise disruption and
business interruption. where possible, we maintain buffer
stock of high-risk products.
--------------------------------------------------
On behalf of the Board.
Daniel Jonathan Plant
Chief Executive Officer
29 March 2023
Report of the directors for the 52 weeks ended 25 December
2022
The Directors present their report together with the audited
financial statements for the 52 week period ended 25 December 2022
(comparative period 52 weeks to 26 December 2021).
Throughout the year, in performance of its duties, and in
compliance with Section 172 of the Companies Act, the Board has had
regard to the interests of the Group's key stakeholders (such as
employees and customers) and taken account of the potential impact
on these stakeholders of the decisions it has made. In order to
comply with Section 172, the Board is required to include a
statement setting out the way in which Directors have discharged
these duties during the year. Details of how the Board had regard
to the following S172 Matters are as follows:
S172 Matters Specific examples
1. The likely consequences of
any decision in the long term * Our corporate governance framework as described in
the 2022 annual report
* Communications with our shareholders through our
website, circulars, AGM and post results investor
meetings
------------------------------------------------------------------
2. The interests of the Group's
employees * Employee engagement through newsletters,
communication tools, surveys and career development
opportunities including apprenticeship
* Established whistleblowing and safeguarding
procedures
------------------------------------------------------------------
3. The need to foster the Group's
business relationships with * Building long-term relationships with suppliers
suppliers, customers and others
* Encouraging and responding to customer feedback
through websites, social media and our feedback
system
------------------------------------------------------------------
4. The impact of the Group's
operations on the community * Local community involvement with the NHS
and the environment
* Working with the local community
* Recycling where possible
------------------------------------------------------------------
5. The desirability of the Group
maintaining a reputation for * Regular staff training and communication
high standards of business conduct
* Restaurant visits and audit processes
------------------------------------------------------------------
6. The need to act fairly between
members of the Group * Maintaining an open dialogue with our shareholders
* Stakeholder engagement
------------------------------------------------------------------
Results and dividends
The consolidated statement of comprehensive income is set out
below and shows the loss for the period.
The Directors do not recommend the payment of a dividend (2021 -
GBPnil).
Post balance sheet events
Post balance sheet events are set out in Note 31.
Future developments
The outlook and future developments are set out in the
Chairman's statement and the Strategic Report.
Principal activities
The Group's principal activity is the operation of
restaurants.
Directors
The Directors of the Group during the period were as
follows:
Executive
Daniel Jonathan Plant
Mayuri Vachhani *
Harald Samúelsson
Non-Executive
Keith Lassman
Wendy Dixon (appointed 22 June 2022)
*Mayuri Vachhani is stepping down from the Board and leaving the
Company on 31 March 2023
Directors' interest in shares
As at 25 December As at 26 December
2022 2021
Ordinary % Ordinary
shares of shares of
Director 0.1p each 0.1p each %
Daniel Jonathan Plant 12,317,448 8.4% 7,091,902 5.0%
Samuel Kaye (resigned
14 May 2021) 20,882,197 14.3% 20,882,197 14.8%
Keith Lassman 1,421,983 1.0% 1,421,983 1.0%
Mayuri Vachhani - - - -
Harald Samúelsson - - - -
Wendy Dixon - - - -
Share options
Exercise Grant Vesting
Director Number price date period Expiry date
Mayuri Vachhani 750,000 GBP0.03 17/10/2019 3 years 17/10/2029
B ordinary shares
Exercise Vesting
Director Number price Date period Expiry date
Daniel Jonathan
Plant
1,2 4 15/1/2026
'B' shares issued 15,676,640 GBP0.00 15/1/2021 years
Conversion to
ordinary shares (5,225,546) GBP0.00 27/06/2022
1,2 4 15/1/2026
'B' shares balance 10,451,094 GBP0.00 years
In January 2021, Daniel Jonathan Plant was awarded 15,676,640
'B' shares in Tasty plc which can be converted to ordinary 'A'
shares subject to achievement of hurdle rates relating to the
Company's share price. Following achievement of the first hurdle on
27 June 2022, 5,225,546 'B' shares converted to ordinary
shares.
Employees
Applications from disabled persons are given full consideration
providing the disability does not seriously affect the performance
of their duties. Such persons, once employed, are given appropriate
training and equal opportunities.
The Group takes a positive view toward employee communication
and has established systems for ensuring employees are informed of
developments and that they are consulted regularly.
Environment
Our recycling has dropped to an average of 35% (2021: 45%) due
to producing less glass waste at points which made up the majority
of our recycling weight previously. This was in part due to the
bottle shortage and the period where we used canned drinks
(weighing a lot less) and partly by moving more branches to draft
beer. Our refuse provider has confirmed that none of our waste goes
to landfill.
As part of our ongoing energy efficiency programme there has
been a focus on energy saving. This includes a rigorous check list
for branches which have been and may be required to close during
the pandemic.
Our waste oil is collected and converted into bio diesel and
biogas to ensure that none is wasted. A percentage of this is added
to regular petrol and diesel reducing the carbon from burning 100%
petrol or diesel. In the last 12 months we had 76 tonnes of used
cooking oil collected and turned into bio diesel/gas, which saved
176 tonnes of carbon being released into the atmosphere. This
equates to an average of 150 family cars worth of CO(2) being
removed from the atmosphere on a monthly basis.
The Group continues to work with its delivery partners in
converting all our delivery packaging to biodegradable and
recyclable materials. We have stopped using plastic straws,
committed to a policy recommended by the Humane League and are
currently looking at ways to reduce our carbon footprint.
The Group presents its greenhouse gases ("GHG") emissions and
energy use data under Streamlined Energy and Carbon Reporting
("SECR") for the 52-week period ended 25 December 2022:
tCO2e tCO2e
52 weeks ended 52 weeks ended
------------------ ------------------
25 December 2022 26 December 2021
------------------ ------------------
Scope 1 - Natural
Gas 987 1,061
------------------ ------------------
Scope 2 - Electricity 1,461 1,431
------------------ ------------------
Scope 3 - Grey Fleet
Mileage 165 83
------------------ ------------------
Total 2,613 2,575
------------------ ------------------
An energy intensity ratio of 0.134 (2021: 0.142) has been
measured using the metric of tonnes CO(2) e per m(2) floor area
("tCO(2) e").
The Group's total energy consumption for the 52-week period
ended 25 December 2022 was 13,638,208 kWh (2021:12,872,041 kWh) the
increase reflecting a greater number of our sites trading in 2022,
with no Covid-19 related restrictions.
Donations
The Group made no charitable or political donations in the
period (2021: none).
Financial Instruments
Details of the use of financial instruments and the principal
risks faced by the Group are contained in Note 27 to the financial
statements.
Going concern
At the time of approving the financial statements, the Directors
have a reasonable expectation that the Group has adequate resources
to continue in operational existence for the foreseeable future. In
reaching this conclusion the Directors have considered the
financial position of the Group, together with its forecasts for
the next 12 months and taking into account possible changes in
trading performance.
The Group monitors cash balances and prepares regular forecasts,
which are reviewed by the Board. These forecasts include our best
estimates and judgements based on currently available information
and the current environment. Judgement is particularly required as
to the impact on trade of cost-of-living crisis and inflation.
Given the ability of the Group to manage costs, cash position
and the unutilised overdraft, the Directors believe that it remains
appropriate to prepare the financial statements on a going concern
basis. The going concern basis of accounting has, therefore, been
adopted in preparing the financial statements.
Disclosure of information to auditors
Each of the persons who are directors at the time when this
Directors' Report is approved confirm that:
-- so far as he/she is aware there is no relevant audit
information of which the Company's auditor is unaware and
-- that he/she has taken all the steps that he/she ought to have
taken as a director to make himself/herself aware of any relevant
audit information and to establish that the Company's auditor is
aware of that information.
Auditors
Haysmacintyre LLP were appointed as the auditors and have
expressed their willingness to continue in office and a resolution
to re-appoint them will be proposed at the annual general
meeting.
On behalf of the Board.
Daniel Jonathan Plant
Chief Executive Officer
29 March 2023
Statement of directors' responsibilities
The Directors are responsible for preparing the strategic
report, the annual report and the financial statements in
accordance with applicable law and regulations.
Company law requires the Directors to prepare financial
statements for each financial year. Under that law the Directors
have elected to prepare the Group and Company financial statements
in accordance with International Financial Reporting Standards
(IFRSs) as adopted by the United Kingdom. Under company law the
Directors must not approve the financial statements unless they are
satisfied that they give a true and fair view of the state of
affairs of the Group and the Company and of the profit or loss of
the Group for that period. The Directors are also required to
prepare financial statements in accordance with the AIM Rules for
Companies issued by the London Stock Exchange.
In preparing these financial statements, the Directors are
required to:
-- select suitable accounting policies and then apply them consistently;
-- make judgements and accounting estimates that are reasonable and prudent;
-- state whether they have been prepared in accordance with
IFRSs as adopted by the United Kingdom, subject to any material
departures disclosed and explained in the financial statements;
and
-- prepare the financial statements on the going concern basis
unless it is inappropriate to presume that the Group will continue
in business.
The Directors are responsible for keeping adequate accounting
records that are sufficient to show and explain the Group's
transactions and disclose with reasonable accuracy at any time the
financial position of the Group and enable them to ensure that the
financial statements comply with the requirements of the Companies
Act 2006. They are also responsible for safeguarding the assets of
the Group and hence for taking reasonable steps for the prevention
and detection of fraud and other irregularities.
Website publication
The Directors are responsible for ensuring the annual report and
the financial statements are made available on a website. Financial
statements are published on the Company's website (www.dimt.co.uk)
in accordance with legislation in the United Kingdom governing the
preparation and dissemination of financial statements, which may
vary from legislation in other jurisdictions. The maintenance and
integrity of the Company's website is the responsibility of the
Directors. The Directors' responsibility also extends to the
ongoing integrity of the financial statements contained
therein.
Consolidated statement of comprehensive income
for the 52 weeks ended 25 December 2022
Restated
52 weeks 52 weeks
ended 25 ended 26
December December
Note 2022 2021
GBP'000 GBP'000
Revenue 3 44,027 34,909
Cost of sales (44,123) (33,567)
------------------------ ------ ----------- --------------------------
Gross (loss)/ profit (96) 1,342
Other income 3 414 4,208
Operating expenses (4,370) (1,902)
Operating (loss)/
profit before
highlighted items (1,687) 4,112
Highlighted items 5 (2,365) (464)
------------------------ ------ ----------- --------------------------
Operating (loss)/
profit 4 (4,052) 3,648
Finance income 6 41 -
Finance expense 6 (2,421) (2,497)
(Loss)/ profit before
income
tax (6,432) 1,151
Income tax 9 - -
------------------------ ------ ----------- --------------------------
(Loss)/ profit and
total comprehensive
(loss)/ income for
the period (6,432) 1,151
------------------------ ------ ----------- --------------------------
Earnings per share for
(loss)/
profit attributable to
the ordinary
equity holders of the
company
Basic earnings per share 10 (4.40p) 0.82p
Diluted earnings per
share 10 (4.03p) 0.72p
The notes below form part of these financial statements.
Consolidated statement of changes in equity
for the 52 weeks ended 25 December 2022
Share Share Merger Retained Total
capital premium reserve earnings
GBP'000 GBP'000 GBP'000 GBP'000 GBP'000
Balance at 27 December 2020
(as previously stated) 6,061 24,251 992 (30,708) 596
Prior year adjustment (See
Note 13) - - - 2,456 2,456
Balance at 27 December 2020
(restated) 6,061 24,251 992 (28,252) 3,052
Cost of placing of ordinary
shares - 3 - - 3
Total comprehensive loss for
the period (as restated -
See Note 13) - - - 1,151 1,151
Transactions with owners in
their capacity as owners:
Share based payments - - - 120 120
Balance at 26 December 2021
(restated) 6,061 24,254 992 (26,981) 4,326
Total comprehensive income
for the period - - - (6,432) (6,432)
Transactions with owners in
their capacity as owners:
Share based payments - - - 58 58
Balance at 25 December 2022 6,061 24,254 992 (33,355) (2,048)
-------------------------------- ---------- ---------- ---------- ----------------- ---------------
The notes below form part of these financial statements.
Company statement of changes in equity
for the 52 weeks ended 25 December 2022
Share capital Share premium Retained Total
profit
GBP'000 GBP'000 GBP'000 GBP'000
Balance at 27 December 2020 6,061 24,251 (23,120) 7,192
Cost of placing of ordinary
shares - 3 - 3
Total comprehensive loss for
the period - - (145) (145)
Transactions with owners in
their capacity as owners:
Share based payments - - 120 120
Balance at 26 December 2021 6,061 24,254 (23,145) 7,170
Issue of ordinary shares - - - -
Total comprehensive loss for
the period - - (674) (674)
Transactions with owners in
their capacity as owners:
Share based payments - - 58 58
Balance at 25 December 2022 6,061 24,254 (23,761) 6,554
------------------------------- --------------- --------------- ------------------- ---------
The notes below form part of these financial statements.
Consolidated balance sheet
At 25 December 2022
Restated
25 December 26 December
2022 2021
Note GBP'000 GBP'000
Non-current assets
Intangible assets 12 25 28
Property, plant and equipment 13 17,694 18,026
Right-of-use assets 13 32,513 36,005
Other non-current assets 17 65 105
50,297 54,164
---------------------------------- ------ --------------- --------------
Current assets
Inventories 16 2,191 2,103
Trade and other receivables 17 1,633 1,355
Cash and cash equivalents 7,002 11,005
10,826 14,463
---------------------------------- ------ --------------- --------------
Total assets 61,123 68,627
---------------------------------- ------ --------------- --------------
Current liabilities
Trade and other payables 18 (12,393) (10,493)
Lease liabilities 14 (1,953) (2,024)
Borrowings 21 - (313)
(14,346) (12,830)
---------------------------------- ------ --------------- --------------
Non-current liabilities
Provisions 19 (339) (297)
Lease liabilities 14 (48,358) (50,157)
Long-term borrowings 21 - (937)
Other Payables 18 (128) (80)
(48,825) (51,471)
---------------------------------- ------ --------------- --------------
Total liabilities (63,171) (64,301)
---------------------------------- ------ --------------- --------------
Total net (liabilities)/ assets (2,048) 4,326
---------------------------------- ------ --------------- --------------
Equity
Share capital 22 6,061 6,061
Share premium 23 24,254 24,254
Merger reserve 23 992 992
Retained deficit 23 (33,355) (26,981)
---------------------------------- ------
Total equity (2,048) 4,326
---------------------------------- ------ --------------- --------------
The financial statements were approved by the Board of Directors
of the Company and authorised for issue on 29 March 2023 and signed
on their behalf by Daniel Jonathan Plant.
The notes below form part of these financial statements.
Company balance sheet
At 25 December 2022
Company number: 5826464
25 December 26 December
Note 2022 2021
GBP'000 GBP'000
Non-current assets
Investments 15 3,392 3,334
Other non-current assets 17 3,162 3,836
--------------------------- --------
Total net assets 6,554 7,170
--------------------------- -------- ------------- -------------
Equity
Share capital 22 6,061 6,061
Share premium 23 24,254 24,254
Retained deficit 23 (23,761) (23,145)
--------------------------- --------
Total equity 6,554 7,170
--------------------------- -------- ------------- -------------
The Parent Company, Tasty plc, has taken advantage of the
exemption in s408 of the Companies Act 2006 not to publish its own
income statement. The Parent Company made a loss of GBP0.7m (2021 -
loss of GBP0.14m) for the period.
The Parent Company has not recognised leases under IFRS 16 in
its balance sheet as management have concluded that the substance
of the leases is held by the subsidiary, Took Us A Long Time Ltd
("TUALT") and recognised within its Company accounts.
The financial statements were approved by the board of directors
of the Company and authorised for issue on 29 March 2023 and signed
on their behalf by Daniel Jonathan Plant.
The notes below form part of these financial statements.
Consolidated statement of cash flows
For the 52 weeks ended 25 December 2022
52 weeks 52 weeks
Note ended 25 ended 26
December December
2022 2021
GBP'000 GBP'000
Operating activities
Cash generated from operations 29 4,444 7,826
Net cash inflow from operating
activities 4,444 7,826
-------------------------------------- -------- ----------- -----------
Investing activities
Proceeds from sale of property,
plant and equipment - 3
Purchase of property, plant
and equipment 13 (1,645) (544)
Interest received 41 -
Net cash inflow from investing
activities (1,604) (541)
-------------------------------------- -------- ----------- -----------
Financing activities
Net proceeds from issues of
ordinary shares - 3
Bank loan receipt 30 - 1,250
Bank loan repayment 30 (1,250) -
Finance expense 6 (2,421) (2,497)
Principal paid on lease liabilities 30 (3,172) (3,064)
Net cash used in from financing
activities (6,843) (4,308)
-------------------------------------- -------- ----------- -----------
Net increase in cash and cash
equivalents (4,003) 2,977
Cash and cash equivalents brought
forward 11,005 8,028
Cash and cash equivalents as
at the end of the period 7,002 11,005
-------------------------------------- -------- ----------- -----------
The notes below form part of these financial statements.
Company statement of cash flows
For the 52 weeks ended 25 December 2022
52 weeks 52 weeks
Note ended 25 ended 26
December December
2022 2021
GBP'000 GBP'000
Operating activities
Cash generated from operations - (3)
Net cash outflow from operating
activities - (3)
--------------------------------------------------- ------------------ -----------
Financing activities
Net proceeds from issues of ordinary
shares - 3
--------------------------------------------------- ------------------ -----------
Net cash flows used in financing
activities - 3
--------------------------------------------------- ------------------ -----------
Net increase in cash and cash
equivalents - -
Cash and cash equivalents brought
forward - -
Cash and cash equivalents as at
the end of the period - -
--------------------------------------------------- ------------------ -----------
The notes below form part of these financial statements.
Notes
forming part of the financial statements for the 52 weeks ended
25 December 2022
1 Accounting policies
Tasty plc ("Tasty") is a publicly listed company incorporated
and domiciled in England and Wales. The Company's ordinary shares
are quoted on AIM. Tasty's registered address is 32 Charlotte
Street, London, WC1T 2NQ. The Group's principal activity is the
operation of restaurants.
(a) Statement of compliance
These financial statements of the Group and Company have been
prepared in accordance with International Financial Reporting
Standards, International Accounting Standards and Interpretations
(collectively IFRS) issued by the International Accounting
Standards Board (IASB) as adopted by the United Kingdom ("adopted
IFRSs"). These financial statements have also been prepared in
accordance with those parts of the Companies Act 2006 that are
relevant to companies that prepare their financial statements in
accordance with IFRS.
(b) Basis of preparation
The financial statements cover the 52-week period ended 25
December 2022, with a comparative period of the 52-week period
ended 26 December 2021. The financial statements are presented in
sterling, rounded to the nearest thousand and are prepared on the
historical cost basis. The accounting policies of the Company are
consistent with the policies adopted by the Group.
(c) Going concern
As at 25 December 2022, the Group had net liabilities of GBP2.0m
(2021: net assets of GBP4.3m). The Group meets its day-to-day
working capital requirements through the generation of operating
cashflow, equity raise and bank finance. The Group's principal
sources of funding are:
-- Issues of ordinary share capital in the Company on AIM.
-- Bank debt when required - The Group repaid and cancelled the
outstanding Barclays Bank facility of GBP1.1m as it was unutilised,
and it was considered prudent given the increasing interest rate
charges. Based on the base rate at the time, there will be an
annualised interest saving of approximately GBP57,000 which would
be considerably more at today's rate. However, the Group has a
modest GBP250,000 overdraft facility.
The pandemic led to high uncertainty and disruption in the
economy and hospitality industry; the energy and cost-of-living
crisis followed this. Throughout this period costs were controlled
carefully, and cash outflows reduced. Over the last 12 months we
have seen inflationary increases directly due to utility increases
and shortages caused by the war in Ukraine. These increases appear
to have stabilised.
The Group monitors cash balances and prepares regular forecasts,
which are reviewed by the Board. These forecasts include our best
estimates and judgements based on currently available information
and current environment. Judgement is particularly required as to
the impact on trade of cost-of-living crisis and inflation.
Given the ability of the Group to manage costs, cash position
and the availability of the unutilised overdraft the Directors
believe that it remains appropriate to prepare the financial
statements on a going concern basis.
(d) Leases
Group's accounting policies for leases are as follows:
Lessee accounting
IFRS 16 distinguishes between leases and service contracts on
the basis of whether the use of an identified asset is controlled
by the customer. Control is considered to exist if the customer
has:
-- The right to obtain substantially all of the economic
benefits from the use of an identified asset; and
-- The right to direct the use of that asset in exchange for consideration.
All leases are accounted for by recognising a right-of-use asset
and a lease liability except for:
-- Leases of low value assets, and
-- Leases with a duration of 12 months or less.
Subsequent to initial measurement lease liabilities increase as
a result of interest charged at a constant rate on the balance
outstanding and are reduced for lease payments made. Right-of-use
assets are amortised on a straight-line basis over the remaining
term of the lease.
The Group's leases are held across Tasty plc or Took Us Long
Time Ltd ("TUALT"). In determining where the assets and liabilities
should be accounted for, we have reviewed which entity derives the
benefit and rights to use the asset. In assessing this we have
reviewed where the trade occurs, where staff are employed and where
day to day activity is managed from. We have concluded that the
substance of the lease is that it is held by TUALT and accordingly
recognised the lease liabilities within the TUALT company financial
statements.
The lease liabilities recognised in TUALT but in the name of
Tasty plc totalled GBP41m at 25 December 2022 (GBP43m at 26
December 2021). Accordingly, this balance represents a contingent
liability for the Company only.
Lessor accounting
Under IFRS 16, a lessor continues to classify leases as either
finance leases or operating leases and account for those two types
of leases differently.
Based on an analysis of the Group's operating leases as at 25
December 2022 on the basis of the facts and circumstances that
exist at that date, the Directors of the Group have assessed that
the impact of this change has not had any impact on the amounts
recognised in the Group's consolidated financial statements.
Short-term leases and leases of low-value assets
The Group has elected not to recognise right-of-use assets and
lease liabilities for short-term leases that have a lease term of
12 months or less and leases of low value assets. The Group
recognises these payments as an expense on a straight-line basis
over the lease term. Currently the Group has no low value assets or
short-term leases.
Covid-19 related rent concessions
IFRS 16 defines a lease modification as a change in the scope of
a lease, or the consideration for a lease, that was not part of the
original terms and conditions of the lease. The Group has
considered the Covid-19 related rent concessions and applied the
lease modifications accounting.
(e) Changes in accounting policies and disclosures
New standards, amendments to standards or interpretations
adopted by the Group
Amendments to accounting standards applied in the 52 weeks ended
25 December 2022 were as follows:
-- Definition of Material - amendments to IAS 1 and IAS 8; and
-- Revised Conceptual Framework for Financial Reporting; and
The application of these did not have a material impact on the
Group's accounting treatment and has therefore not resulted in any
material changes.
New standards, amendments to standards or interpretations not
yet adopted by the Group
The following new standards, amendments to standards or
interpretations are mandatory for the first time for the financial
years beginning on or after 1 January 2022. No standards have been
early adopted by the Group.
-- Amendments to IFRS 9, IAS 39, IFRS 7, IFRS 4 and IFRS 16 -
Interest Rate Benchmark Reform Phase 2
-- Amendment to IFRS 16 - Covid-19-Related Rent Concessions beyond 30 June 2021
-- Annual Improvements to IFRS Standards 2018-2020 Cycle
-- Amendment to IAS 37 - Onerous Contracts: Cost of Fulfilling a Contract
-- Amendment to IAS 1 - Classification of Liabilities as Current or Non-current
-- Amendments to IAS 1 and IFRS Practice Statement 2 - Disclosure of Accounting Policies
-- Amendments to IAS 8 - Definition of Accounting Estimates
We are currently assessing the impact of these new accounting
standards and amendments. The amendments are not expected to have
any significant impact on the Group.
(f) Basis of consolidation
The consolidated financial statements consolidate the results of
the Company and its subsidiary, Took Us A Long Time Limited. The
accounting period of the subsidiary is coterminous with that of the
Company.
The accounting policies of the subsidiary are consistent with
those of the Group. Inter-company transactions, balances and
unrealised gains on transactions between group companies are
eliminated.
(g) Revenue
The Group's revenue is derived from goods and services provided
to the customers from dine-in, delivery and takeaway. Revenue is
recognised at the point in time when control of the goods has
transferred or service provided to the customer. Control passes to
the customers at the point at which food and drinks are provided
and the Group has a present right for payment.
(h) Other income
Included in Other income is rental income from operating leases.
Rental income is recognised in the period to which it relates and
rent free periods would be spread over the terms of the lease. The
cost of these leases is included within the cost of sales.
The Group received Government grants in 2021 under the
Coronavirus Job Retention Scheme ("CJRS") and "Retail and
Hospitality Business Grants" schemes provided by the Government in
response to Covid-19's impact on the business. In accordance with
IAS 20, the Group recognised the salary expense and recognised the
CJRS grant income in profit and loss as the Group became entitled
to the grant. "Retail and Hospitality Business Grants" were
recognised when there was reasonable assurance that the Group has
met the conditions attaching to these grants.
(i) Retirement benefits: Defined contribution schemes
Contributions to defined contribution pension schemes are
charged to the consolidated income statement in the period to which
they relate.
(j) Share based payments
Certain employees (including Directors and senior executives) of
the Group receive remuneration in the form of share-based payment
transactions, whereby employees render services as consideration
for equity instruments (e.g. options, shares etc).
The cost of this is measured by reference to the fair value at
the date on which they are granted. The fair value is determined by
using an appropriate pricing model (e.g. binomial or Monte Carlo
model).
The cost of equity-settled transactions is recognised, together
with a corresponding increase in equity, over the period in which
the performance and/or service conditions are fulfilled, ending on
the date on which the relevant employees become fully entitled to
the award (the vesting date). The cumulative expense recognised for
equity-settled transactions at each reporting date until the
vesting date reflects the extent to which the vesting period has
expired and the Group's best estimate of the number of equity
instruments that will ultimately vest. The profit or loss charge or
credit for a period represents the movement in cumulative expense
recognised as at the beginning and end of that period.
No expense is recognised for awards that do not ultimately vest,
except for awards where vesting is conditional upon a market
condition, which are treated as vesting irrespective of whether or
not the market condition is satisfied, provided that all other
performance and/or service conditions are satisfied. The dilutive
effect of outstanding options is reflected as additional share
dilution in the computation of earnings per share.
(k) Borrowing costs
Borrowing costs, principally interest charges, are recognised in
the income statement in the period in which they are incurred.
Borrowings are recognised initially at fair value, net of
transaction costs incurred. Borrowings are subsequently carried at
amortised cost; any difference between the proceeds (net of
transaction costs) and the redemption value is recognised in the
income statement over the period of the borrowings using the
effective interest method.
Fees paid on the establishment of loan facilities are recognised
as transaction costs of the loan to the extent that it is probable
that some or all of the facility will be drawn down. This is also
applicable to fees for amendments to the loan facilities. In this
case, the fee is deferred until the drawdown occurs. To the extent
there is no evidence that it is probable that some or all of the
facility will be drawn down, the fee is capitalised as a
pre-payment for liquidity services and amortised over the period of
the facility to which it relates.
(l) Externally acquired intangible assets
Externally acquired intangible assets are initially recognised
at cost and subsequently amortised on a straight-line basis over
their useful economic lives. The amortisation expense is included
within the cost of sales line in the consolidated income
statement.
The significant intangibles recognised by the Group and their
useful economic lives are as follows:
Intangible asset Useful economic life
Trademarks 10 years
(m) Property, plant and equipment
Items of property, plant and equipment are stated at cost less
accumulated depreciation (see below) and impairment losses.
Depreciation is provided to write off the cost or valuation,
less estimated residual values, of all fixed assets, evenly over
their expected useful lives and it is calculated at the following
rates:
Leasehold improvements over the period of the lease
Fixtures, fittings and 10% per annum straight line
equipment
Computers 20% per annum straight line
Electric Vehicle 20% per annum straight line
Right-of-use assets over the period of the lease
Property, plant and equipment are reviewed for impairment in
accordance with IAS 36 Impairment of Assets, when there are
indications that the carrying value may not be recoverable.
Impairment charges are recognised in the statement of comprehensive
income. See note 2(d) for further details.
(n) Non-current assets held for sale
Non-current assets are classified as held for sale when the
Board plans to sell the assets and no significant changes to this
plan are expected. The assets must be available for immediate sale,
an active programme to find a buyer must be underway and be
expected to be concluded within 12 months with the asset being
marketed at a reasonable price in relation to the fair value of the
asset. There are currently no assets held for sale as at 25
December 2022.
Non-current assets classified as held for sale are measured at
the lower of their carrying amount immediately prior to being
classified as held for sale and fair value less costs of disposal.
Following their classification as held for sale, non-current assets
are not depreciated.
(o) Provisions
The Group has recognised provision for dilapidations for a
number of sites, where the need to carry out the work has been
identified but a full survey and commission has not been undertaken
and therefore management has applied their judgment in determining
the provision.
(p) Loans and receivables
The Group's loans and receivables comprise trade and other
receivables and cash and cash equivalents in the balance sheet. The
Company's loans and receivables comprise only inter-Company
receivables. Cash and cash equivalents include cash in hand and
deposits held with banks. They are initially recognised at fair
value plus transaction costs that are directly attributable to
their acquisition or issue and are subsequently carried at
amortised cost using the effective interest rate method, less
provision for impairment.
Impairment provisions for trade receivables are recognised based
on the simplified approach within IFRS 9 using a provision matrix
in the determination of the lifetime expected credit losses. During
this process the probability of the non-payment of the trade
receivables is assessed. This probability is then multiplied by the
amount of the expected loss arising from default to determine the
lifetime expected credit loss for the trade receivables. For trade
receivables, which are reported net, such provisions are recorded
in a separate provision account with the loss being recognised in
the consolidated statement of comprehensive income. On confirmation
that the trade receivable will not be collectable, the gross
carrying value of the asset is written off against the associated
provision.
Impairment provisions for receivables from the company's
subsidiary recognised based on a forward-looking expected credit
loss model which uses the forecast results of the subsidiary as a
key input. The methodology used to determine the amount of the
provision is based on whether there has been a significant increase
in credit risk since initial recognition of the financial asset.
For those where the credit risk has not increased significantly
since initial recognition of the financial asset, twelve month
expected credit losses along with gross interest income are
recognised. For those for which credit risk has increased
significantly, lifetime expected credit losses along with the gross
interest income are recognised. For those that are determined to be
credit impaired, lifetime expected credit losses along with
interest income on a net basis are recognised.
(q) Apprenticeship funding and levy
The payments made under the levy represent a prepayment for
training services expected to be received and is recognised as an
asset until the receipt of the service. When the training service
is received, an appropriate expense is recognised. The
apprenticeship grant income is deferred until apprentices receive
training under the rule of the scheme and we are satisfied that we
have fully complied with the scheme. We have applied an element of
judgement until a full inspection is carried out.
(r) Financial liabilities
Financial liabilities include trade payables, and other
short-term monetary liabilities, which are initially recognised at
fair value and subsequently carried at amortised cost.
Bank borrowings were initially recognised at fair value and
subsequently measured at amortised cost using the effective
interest method. Interest expense includes initial transaction
costs and any premium payable on redemption as well as any interest
payable while the liability is outstanding.
(s) Inventories
Raw materials and consumables
Inventories are stated at the lower of cost and net realisable
value. Cost comprises costs of purchase and other costs incurred in
bringing the inventories to their present location and condition.
Net realisable value is based on estimated selling price less costs
incurred up to the point of sale.
Crockery and utensils (Smallwares)
Smallware inventories are held at cost which is determined by
reference to the quantity in issue to each restaurant. Smallware
inventory relates to small value items which have short life spans
relating to kitchen and bar equipment. These items are recorded
under inventory as they are utilised in providing food and beverage
to customers.
(t) Taxation
Tax on the profit and loss for the year comprises current and
deferred tax. Tax is recognised in the profit and loss except to
the extent that it relates to items recognised directly in equity,
in which case it is recognised in equity. Current tax is the
expected tax payable or receivable on the taxable income or loss
for the year, using tax rates enacted or substantively enacted at
the balance sheet date, and any adjustment to tax payable in
respect of previous years.
Deferred tax assets and liabilities are recognised where the
carrying amount of an asset or liability in the balance sheet
differs from its tax base, except for differences arising on:
-- The initial recognition of goodwill
-- The initial recognition of an asset or liability in a
transaction which is not a business combination and at the time of
the transaction affects neither accounting or taxable profit.
Recognition of deferred tax assets is restricted to those
instances where it is probable that taxable profit will be
available against which the difference can be utilised.
Deferred tax is provided using the balance sheet liability
method, providing for all temporary differences between the
carrying amounts of assets and liabilities recorded for reporting
purposes and the amounts used for tax purposes.
The amount of the asset or liability is determined using tax
rates that have been enacted or substantively enacted by the
reporting date and are expected to apply when the deferred tax
liabilities or assets are settled or recovered. Deferred tax
balances are not discounted.
(u) Goodwill
Goodwill represents the difference between the fair value of
consideration paid and the carrying value of the assets and
liabilities acquired. Goodwill arose on acquisition of a group of
leases.
Goodwill is stated as originally calculated less any accumulated
provision for impairment. Goodwill is allocated to individual CGUs,
where each CGU is a restaurant, and is subject to an impairment
review at each reporting date.
(v) Investments
Investments in subsidiaries are included in the Company's
Statement of Financial Position at cost less provision for
impairment.
(w) Share capital
The Company's ordinary shares are classified as equity
instruments.
(x) Operating profit
Operating profit is stated after all expenses, but before
financial income or expenses. Highlighted items are items of income
or expense which because of their nature and the events giving rise
to them, are not directly related to the delivery of the Group's
restaurant service to its patrons and merit separate presentation
to allow shareholders to understand better the elements of
financial performance in the year, so as to facilitate comparison
with prior periods and to assess better trends in financial
performance.
(y) Earnings per share
Basic earnings per share values are calculated by dividing net
profit/(loss) for the year attributable to ordinary equity holders
of the parent by the weighted average number of ordinary shares
outstanding during the year.
2 Critical accounting estimates and judgements
The preparation of the Group's financial statements requires
management to make certain estimates, judgements and assumptions
that affect the reported amount of assets and liabilities, and the
disclosure of contingent liabilities at the statement of financial
position date and amounts reported for revenues and expenses during
the year.
However, uncertainty about these assumptions and estimates could
result in outcomes that could require a material adjustment to the
carrying amount of the assets or liability affected in the future.
Estimates and judgements are continually evaluated based on
historical experience and other factors, including expectations of
future events that are believed to be reasonable under the
circumstances. In the future, actual experience may differ from
these estimates and assumptions. The estimates and assumptions that
have a significant risk of causing a material adjustment to the
carrying amounts of assets and liabilities within the next
financial period are discussed below.
(a) Share based payments (Note 26)
The Group operates equity share-based remuneration schemes for
employees. Employee services received and the corresponding
increase in equity are measured by reference to the fair value of
the equity instruments at the date of grant, excluding the impact
of any non-market vesting conditions. The fair value of share
options is estimated by using valuation models, such as binomial or
the Monte Carlo model on the date of grant based on certain
assumptions. Those judgements, estimates and assumptions are
described in Note 26 and include, among others, the dividend growth
rate, expected volatility, expected life of the options (for
options with market conditions) and number of options expected to
vest.
(b) Accruals (Note 18)
In order to provide for all valid liabilities which exist at the
balance sheet date, the Group is required to accrue for certain
costs or expenses which have not been invoiced and therefore the
amount of which cannot be known with certainty. Such accruals are
based on management's best estimate and past experience. Delayed
billing in some significant expense categories such as utility
costs can lead to sizeable levels of accruals. The total value of
accruals as at the balance sheet date is set out in note 18.
(c) Impairment reviews (Note 13)
In performing an impairment review in accordance with IAS 36 it
has been necessary to make estimates and judgements regarding the
future performance and cash flows generated by individual trading
units which cannot be known with certainty. The Group views each
restaurant as a separate cash generating unit ("CGU"). Where the
circumstances surrounding a particular trading unit have changed
then forecasting future performance becomes extremely judgemental
and for these reasons the actual impairment required in the future
may differ from the charge made in the financial statements. When
assessing a CGU recoverable amount, the value in use calculation
uses a discounted cash flow model which is sensitive to the
discount rate and the growth rate used after taking into account
potential sale value. The fair values were calculated based on cash
flows discounted using a current lending rate. They are classified
as level 3 fair values in the fair value hierarchy due to the
inclusion of unobservable inputs. The cashflow projections are
influenced by factors which are inherently uncertain to forecast
such as footfall and inflation and non-controllable costs such as
rates and license costs.
All assets (ROU, fixed assets and goodwill) are reviewed for
impairment in accordance with IAS 36 Impairment of Assets, when
there are indications that the carrying value may not be
recoverable. Impairment charges are recognised in the statement of
comprehensive income.
All assets are subject to impairment tests whenever events or
changes in circumstances indicate that their carrying amount may
not be recoverable. Where the recoverable amount is higher than the
carrying amount of the CGU, no further assessment is required.
Where the carrying value of an asset or a CGU exceeds its
recoverable amount (i.e. the higher of value in use and fair value
less costs to dispose of the asset), the asset is written down
accordingly. In the absence of any information about the fair value
of a CGU, the recoverable amount is deemed to be its value in use.
Value in use is calculated using cash flows over the remaining life
of the lease for the CGU discounted at 8% (2021: 6%), being the
rate considered to reflect the risks associated with the CGUs. The
discount rate is based on the Group's weighted average cost of
capital ("WACC") and an allowance for risk which is used across all
CGUs due to their similar characteristics.
The cost-of-living crisis has resulted in increased uncertainty
in the performance across CGUs over the short-term future and the
cashflow over the next 12 months may not always be indicative of
the future cashflows. Historically a combination of past
performance and future trading forecast is often used as a guide in
estimating future cashflow, or comparison with similar sites. In
assessing the current impairment provision there has been a greater
reliance on longer term future forecasts as short-term forecasts
are impacted by the "cost of living crisis" and inflation. The
cashflow of each CGU has been determined based on management's
judgement of performance, impact of the utility costs and expected
recovery in future years and therefore each CGU's cashflow has been
selected based on an individual criterion. Management's judgement
has been applied in selecting this criterion due to the uncertainty
arising from amongst other conditions, cost of living increases and
utility cost pressures and therefore a 0.75% growth rate (2021 -
0.5%) has been applied. Included within the cashflow is
management's estimate of the capital expenditure required to
maintain performance of the sites in the future years. The carrying
amount of Fixed Assets and ROU assets and the sensitivity of the
carrying amounts to the assumptions and estimates are outlined in
Note 13.
(d) Goodwill impairment reviews (Note 12)
The Group determines whether goodwill is impaired on an annual
basis and this requires an estimation of the value in use of the
cash-generating units to which the goodwill is allocated. This
involves estimation of future cash flows and choosing a suitable
discount rate. Full details are supplied in note 12, together with
an analysis of the key assumptions.
(e) Intercompany provision (Note 17)
In carrying out a review of intercompany loan in accordance with
IFRS 9 it has been necessary to make estimates and judgements
regarding the repayment of the loan by its subsidiary to the
Company. A sensitivity analysis has been performed on the repayment
of loan value.
(f) Crockery and utensils (Smallwares) inventory
The cost of replenishing smallwares is expensed directly through
the income statement. Smallwares is recognised at historic cost and
tested for impairment on an annual basis.
(g) Lease liabilities (Note 1(d))
The calculation of lease liabilities requires the Group to
determine an incremental borrowing rate ("IBR") to discount future
minimum lease payments. The IBR is the rate of interest that the
Group would have to pay to borrow over a similar term, and with a
similar security, the funds necessary to obtain an asset of a
similar value to the right-of-use asset in a similar economic
environment. The IBR rate of 4.6% therefore reflects what the Group
'would have to pay', which requires estimation when no observable
rates are available or when they need to be adjusted to reflect the
terms and conditions of the lease. As at 25 December 2022, a
sensitivity analysis has been conducted on the lease liabilities
which shows that increasing the IBR rate by 1% will decrease the
lease liability by GBP3.0m and decrease the right-of-use asset
pre-impairment by GBP2.6m.
(h) Provision
A dilapidation provision is made for a number of sites, where
the need to carry out the work has been identified but a full
survey and commission has not been undertaken and therefore
management has applied their judgment in determining the provision.
In arriving at the dilapidation provision for these sites
management have reviewed the leases and have used their judgement
and experience gained from years of working in hospitality and
property industry.
The apprenticeship grant income is deferred until apprentices
receive training under the rule of the scheme and we are satisfied
that we have fully complied with the scheme. We have applied an
element of judgement until a full inspection is carried out.
(i) Lease recognition
The Group's leases are held across Tasty plc or Took Us Long
Time Ltd ("TUALT"). In determining where the assets and liabilities
should be accounted for, we have reviewed which entity derives the
benefit and rights to use the asset. In assessing this we have
reviewed where the trade occurs, where staff are employed and where
day to day activity is managed from. We have adjudged that the
substance of the lease is that it is held by TUALT and accordingly
recognised the lease liabilities within the TUALT company
accounts.
3 Revenue, other income and segmental analysis
The Group's activities, comprehensive income, assets and
liabilities are wholly attributable to one operating segment
(operating restaurants) and arises solely in the one geographical
segment (United Kingdom) that the Group is located and operates in.
All the Group's revenue is recognised at a point in time being when
control of the goods has transferred to the customer.
An analysis of the Group's total revenue is as follows:
52 weeks
ended 25 52 weeks ended
December 26 December
2022 2021
GBP'000 GBP'000
Sale of goods and services: dine-in 39,004 26,319
Sale of goods and services: delivery
and takeaway 5,023 8,590
44,027 34,909
--------------------------------------- ----------- ----------------
An analysis of the Group's other income is as follows:
52 weeks 52 weeks
ended 25 ended 26
December December
2022 2021
GBP'000 GBP'000
Sub-let site rental income 362 295
Coronavirus Job Retention Scheme (CJRS)
and Business Grants - 3,913
Other 52 -
414 4,208
------------------------------------------ ----------- -----------
In the period to 26 December 2021, the Group received Government
grants in relation to the Coronavirus Job Retention Scheme ("CJRS")
and Covid-19 Business Grants, provided by the Government in
response to Covid-19's impact on the business. These were
recognised in accordance with IAS 20 (Accounting for Government
Grants and Disclosure of Government Assistance) when the group was
entitled to, or there was reasonable assurance that the Group has
met the conditions attaching to these grants.
No such grants were available in the 52 weeks ended 25 December
2022.
4 Operating loss
Restated
52 weeks
52 weeks ended 26
ended 25 December December
2022 2021
This has been arrived at after
charging GBP'000 GBP'000
Staff costs 19,240 15,257
Share based payments 58 120
Pre-opening costs 51 -
Amortisation of intangible assets 3 3
Depreciation of right-of-use
assets (IFRS16) 2,641 2,579
Depreciation property, plant
and equipment 1,664 1,297
Dilapidations provision charge 42 -
Dilapidations provision utilisation - (38)
Restructure and consultancy 14 7
Impairment/ (Impairment reversal)
of property, plant and equipment 180 (2,346)
Impairment of right-of-use assets 2,153 2,943
Loss/(profit) on disposal of
property, plant and equipment 154 (3)
Auditor remuneration:
Audit fee - Parent Company 11 10
- Group financial statements 46 45
- Subsidiary undertaking 11 10
Audit related assurance services - 3
Taxation advisory services - 2
Other advisory services 5 -
5 Highlighted items - charged to operating expenses
Restated
52 weeks 52 weeks
ended ended 26
25 December December
2022 2021
GBP'000 GBP'000
(Loss)/profit on disposal of property,
plant and equipment (154) 3
Restructure and consultancy (14) (7)
(Impairment)/Release of impairment
of property, plant and equipment (180) 2,346
Impairment of right-of-use assets (2,153) (2,943)
Share based payments (58) (120)
Pre-opening costs (51) -
Gain on lease modifications 245 257
(2,365) (464)
----------------------------------------- -------------- -----------
The above items have been highlighted to give more detail on
items that are included in the consolidated statement of
comprehensive income and which when adjusted shows a profit or loss
that reflects the ongoing trade of the business.
6 Finance income and expense
52 weeks 52 weeks
ended 25 ended 26
December December
2022 2021
GBP'000 GBP'000
Interest receivable 41 -
---------------------------- ----------- -----------
Finance income 41 -
---------------------------- ----------- -----------
Interest payable 30 59
Finance expense (IFRS 16) 2,391 2,438
Finance expense 2,421 2,497
------------------------------ ----------- -----------
7 Employees
52 weeks 52 weeks
ended 25 ended 26
December December
2022 2021
Staff costs (including Directors)
consist of: GBP'000 GBP'000
Wages and salaries 17,464 13,933
Social security costs 1,489 1,101
Other pension costs 287 223
Equity settled share-based payment
expense 58 120
19,298 15,377
------------------------------------- ----------- -----------
The average number of persons, including Directors, employed by
the Group during the period was 1,020 of which 998 were restaurant
staff and 22 were head-office (2021: 821 of which 805 were
restaurant staff and 16 were head-office staff).
No staff are employed by the Company (2021: no staff).
Of the total staff costs GBP17.8m was classified as cost of
sales (2021: GBP14.3m) and GBP1.5m as operating expenses (2021:
GBP1.1m). Redundancy costs of GBP0.014m (2021: GBP0.007m) have been
included as a cost of Restructure and Consultancy in Note 4.
8 Directors and key management personnel remuneration
Key management personnel identified as the Directors are those
persons having authority and responsibility for planning, directing
and controlling the activities of the Group, and represent the
Directors of the Group. The remuneration of the Directors for the
period ended 25 December 2022 is as follows:
Share Social
based security 2022
Emoluments Bonus payments Pensions Benefits costs Total
GBP'000 GBP'000 GBP'000 GBP'000 GBP'000 GBP'000 GBP'000
J Plant 150 - 48 - - 19 217
K Lassman 40 - - - - 4 44
M Vachhani 150 - 3 6 2 19 180
Harald Samúelsson 80 - - 2 - 9 91
Wendy Dixon
(appointed
22 June 2022) 18 - - - - 1 19
----------- ---------
Total 438 - 51 8 2 52 551
------------------------- ------------ --------- ----------- ---------- ---------- ----------- ---------
Share Social
based security 2021
Emoluments Bonus payments Pensions Benefits costs Total
GBP'000 GBP'000 GBP'000 GBP'000 GBP'000 GBP'000 GBP'000
J Plant 135 - 101 - - 17 253
S Kaye (resigned
14 May 2021) 12 - - - - 1 13
A Kaye (resigned
15 September
2020) - - - - - - -
K Lassman 36 - - - - 4 40
M Vachhani 135 - 4 5 2 17 163
Harald Samúelsson
(appointed
19 May 2021) 33 - - 1 - 3 37
----------- ---------
Total 351 - 105 6 2 42 506
------------------------- ------------ --------- ----------- ---------- ---------- ----------- ---------
Company
The Company paid no director emoluments during the year (2021 -
none).
9 Income tax expense
52 weeks 52 weeks
ended 25 ended 26
December December
2022 2021
GBP'000 GBP'000
UK Corporation tax
Adjustment in respect to previous -
years -
Total current tax - -
--------------------------------------- ----------- --------------------
Deferred tax
Origination and reversal of temporary -
differences -
Total deferred tax - -
--------------------------------------- ----------- --------------------
Total income tax credit - -
--------------------------------------- ----------- --------------------
The tax charge for the period is lower than the standard rate of
(2021 - lower than) corporation tax in the UK. The differences are
explained below:
Restated
52 weeks 52 weeks
ended 25 ended 26
December December
2022 2021
GBP'000 GBP'000
(Loss)/profit before tax (6,432) 1,151
-------------------------------------- ----------- ------------------------
Tax on (loss)/profit at the
ordinary rate of corporation
tax in UK of 19% (2021 - 19%) (1,222) 219
Effects of
Fixed assets differences 335 -
Expenses not deductible for
tax 102 22
Remeasurement of deferred tax
for changes in tax rates - (1,055)
Movement in deferred tax not
recognised 791 820
Adjustment in respect of previous -
years -
Other movements (6) (6)
Total tax charge - -
-------------------------------------- ----------- ------------------------
Factors affecting future tax charges
In March 2021 it was announced the UK corporation tax rate would
increase to 25% in April 2023. This plan was substantively enacted
in May 2021 and the disclosed but unrecognised deferred tax
disclosed in Note 20 is calculated at the future tax rate of
25%.
10 Earnings per share
Restated
25 December 26 December
2022 2021
Pence Pence
Basic (loss)/ profit per ordinary
share (4.40p) 0.82
Diluted (loss)/ profit per ordinary
share (4.03p) 0.72
2022 2021
Number Number '000
'000
(Loss)/ profit per share has been
calculated using the numbers shown
below:
Weighted average number of ordinary
shares used as the denominator in
calculating basic earnings per share 146,315 141,090
Adjustments for calculation of diluted
earnings per share:
Ordinary B shares 10,451 14,815
Options 2,975 3,265
Weighted average number of ordinary
shares and potential ordinary shares
used as the denominator in calculating
diluted earnings per share 159,741 159,170
2022 2021
GBP'000 GBP'000
(Loss)/ profit for the financial
period (6,432) 1,151
The weighted average number of ordinary shares outstanding is
increased by the weighted average number of additional ordinary
shares that would have been outstanding assuming the conversion of
all dilutive potential ordinary shares.
11 Dividend
No final dividend has been proposed by the Directors (2021 -
GBPnil).
12 Intangibles
Trademarks Total
GBP'000 GBP'000
At 27 December 2020 26 26
Additions 5 5
Amortisation of trademarks (3) (3)
At 26 December 2021 28 28
Additions - -
Amortisation of trademarks (3) (3)
At 25 December 2022 25 25
------------------------------- -------------- ---------
13 Property, plant and equipment and right-of-use assets
Furniture
and fixtures
computer
Leasehold equipment Total Right-of-use
improvements & vehicle fixed assets assets Total
GBP'000 GBP'000 GBP'000 GBP'000 GBP'000
Cost
At 27 December
2020 37,176 9,892 47,068 53,446 100,514
Additions 145 399 544 951 1,495
Lease
modifications - - - (830) (830)
At 26 December
2021 37,321 10,291 47,612 53,567 101,179
----------------- --------------- --------------- --------------- --------------- ------------------------
Additions 709 936 1,645 - 1,645
Lease
modifications - - - 1,301 1301
Disposals (181) (334) (515) (50) (565)
At 25 December
2022 37,849 10,893 48,742 54,818 103,560
----------------- --------------- --------------- --------------- --------------- ------------------------
Depreciation
At 27 December
2020 (as
previously
stated) 23,834 7,662 31,496 13,635 45,131
Prior year
adjustment
(see below) (729) (132) (861) (1,595) (2,456)
At 27 December
2020 (as
restated) 23,105 7,530 30,635 12,040 42,675
----------------- --------------- --------------- --------------- --------------- ------------------------
Provided for
the
period 743 554 1,297 3,142 4,439
Impairment /
(reversal
of impairment) 157 100 257 (257) -
Prior year
adjustment
(see below) (1,948) (655) (2,603) 2,637 34
At 26 December
2021 (as
restated) 22,057 7,529 29,586 17,562 47,148
Provided for
the
period 981 683 1,664 2,641 4,305
Impairment 232 (52) 180 2,153 2,333
Disposals (75) (307) (382) (51) (433)
At 25
December
2022 23,195 7,853 31,048 22,305 53,353
----------------- --------------- --------------- --------------- --------------- ------------------------
Net book value
At 25 December
2022 14,654 3,040 17,694 32,513 50,207
----------------- --------------- --------------- --------------- --------------- ------------------------
At 26 December
2021 (as
restated) 15,264 2,762 18,026 36,005 54,031
----------------- --------------- --------------- --------------- --------------- ------------------------
During the 52 weeks ended 25 December 2022, the Group recognised
an impairment charge of GBP2.3m (2021: restated impairment charge
of GBP0.6m) due to impairment of ROU assets GBP2.1m (2021: GBP2.9m)
and impairment of fixed assets GBP0.2m (2021: release of GBP2.3m).
The impairment movement is due to the reassessment by each
individual CGU following a change in performance and/or change in
assets. The impairment calculation is sensitive to changes in the
assumptions and estimates used in the underlying forecasts of
future performance and cash flows.
A 1% decrease in the discount rate would reduce the net
impairment charge by GBP1.2m, an increase of 1% would increase the
impairment charge by GBP1.2m and a 1% increase in the growth rate
would reduce the impairment charge by GBP1.1m.
The total carrying value of the CGUs that have been impaired in
the period is GBP15.6m (2021: GBP15.4m). These have been impaired
to their value in use of GBP8.9m (2021: GBP9.2m). The total
carrying value of the CGUs that have been released in the period is
GBP16.4m (2021: GBP11.3m).
The key judgements and estimates in the inputs in calculating
the impairments are outlined in note 2(c).
Company
The Company holds no property, plant and equipment.
Prior year adjustment
During the preparation of the interim accounts, management
identified a calculation error within the impairment workings for
the prior year, whereby the depreciation that would have been
charged had there been no impairment was not being correctly
considered as per IAS 36. At this stage GBP1.9m was adjusted
against 2021 reserves. However, on further review of the complex
adjustment it was identified that the adjustment needed to be
recognised in both 2020 and 2021. This resulted in an impairment
release of GBP2.46m in 2020 and an impairment charge of GBP0.6m in
2021. The cumulative impact of this was GBP1.9m in line with the
adjustment identified in the interim.
In addition, a related prior year adjustment arising from the
same issue has been recognised in 2021, whereby the depreciation
charge on ROU assets should have been reduced for the impairment to
allow depreciation to run to the end of the life of the lease.
Restated balance sheet at 27 At 27 December
December 2020 2020
(as restated)
At 27 December
2020
Adjustment (as previously
stated)
GBP'000 GBP'000 GBP'000
Non-current assets
Intangible assets 26 - 26
Property, plant and equipment 16,433 861 15,572
Right-of-use assets 41,406 1,595 39,811
Other non-current assets 129 - 129
-------------------------------- ---------------- --- ------------- ---- ------------------
57,994 2,456 55,538
Current assets
Inventories 1,822 - 1,822
Trade and other receivables 1,363 - 1,363
Cash and cash equivalents 8,028 - 8,028
-------------------------------- ---------------- --- ------------- ---- ------------------
11,213 - 11,213
-------------------------------- ---------------- --- ------------- ---- ------------------
Total assets 69,207 2,456 66,751
-------------------------------- ---------------- --- ------------- ---- ------------------
Current liabilities
Trade and other payables (10,617) - (10,617)
Lease liabilities (2,904) - (2,904)
-------------------------------- ---------------- --- ------------- ---- ------------------
(13,521) - (13,521)
-------------------------------- ---------------- --- ------------- ---- ------------------
Non-current liabilities
Provisions (335) - (335)
Lease liabilities (52,219) - (52,219)
Other Payables (80) - (80)
-------------------------------- ---------------- --- ------------- ---- ------------------
(52,634) - (52,634)
-------------------------------- ---------------- --- ------------- ---- ------------------
Total liabilities (66,155) - (66,155)
-------------------------------- ---------------- --- ------------- ---- ------------------
Total net assets 3,052 2,456 596
================================ ================ === ============= ==== ==================
Equity
Share capital 6,061 - 6,061
Share premium 24,251 - 24,251
Merger reserve 992 - 992
Retained deficit (28,252) 2,456 (30,708)
-------------------------------- ---------------- --- ------------- ---- ------------------
Total equity 3,052 2,456 596
================================ ================ === ============= ==== ==================
Impact on Income Statement for the 52 weeks ended 26 December
2021
52 weeks 52 weeks
Ended 26 Ended 26
December Adjustment December
(as restated) (as previously
stated)
2021 2021 2021
GBP'000 GBP'000 GBP'000
Cost of sales - Depreciation
release (33,567) 563 (34,130)
Operating expenses - Impairment
charge (1,902) (597) (1,305)
Highlighted items (included
within Operating expenses) (464) (597) 133
----------------------------------- ---------------- --- -------------- ---- ------------------
Profit and total comprehensive
income for the period 1,151 (34) 1,185
=================================== ================ === ============== ==== ==================
Earnings per share for profit
attributable to the ordinary
equity holders of the company
Basic earnings per share 0.82p (0.02p) 0.84p
Diluted earnings per share 0.72p (0.02p) 0.74p
Impact on the Balance Sheet as at 26 December 2021
At 26 December
2021
(as restated)
At 26 December
2021
Adjustment (as previously
stated)
2021 2021 2021
GBP'000 GBP'000 GBP'000
Non-current assets
Property, plant and equipment 18,026 3,464 14,562
Right-of-use assets 36,005 (1,042) 37,047
Equity
Retained deficit (26,981) 2,422 (29,403)
----------------------------------- ---------------- --- -------------- ---- ------------------
Total equity 4,326 2,422 1,904
=================================== ================ === ============== ==== ==================
14 Leases
25 December 26 December
2022 2021
GBP'000 GBP'000
Current
Lease liabilities 1,953 2,024
-------------------------- ------------- -------------
1,953 2,024
------------------------ ------------- -------------
Non-current
Lease liabilities 48,358 50,157
-------------------------- ------------- -------------
48,358 50,157
------------------------ ------------- -------------
50,311 52,181
------------------------ ------------- -------------
Due within one year 1,953 2,024
Due two to five years 11,386 12,371
Due over five years 36,972 37,786
-------------------------- ------------- -------------
50,311 52,181
------------------------ ------------- -------------
Lease liabilities are measured at the present value of the
remaining lease payments, discounted using the Group's incremental
borrowing rate of 4.5% and the Bank of England (BoE) base rate at
the time of any lease modification or a new lease. The average rate
used for modification in 2022 was 5.9% (2021: 4.6%). The lease
liabilities as at 25 December 2022 were GBP50.3m (2021:
GBP52.1m).
The right-of-use assets all relate to property leases. The
right-of-use assets as at 25 December 2022 were GBP32.5m (2021:
GBP36.0m). During the period ended 25 December 2022 the Group made
a provision for impairment of the right-of-use assets against a
number of sites totalling GBP2.2m (2021: restated impairment of
GBP2.9m).
15 Investments
GBP'000
Company
At 27 December 2020 3,214
Share based payment in respect
of subsidiary 120
At 26 December 2021 3,334
------------------------------------- -----------
Share based payment in respect
of subsidiary 58
At 25 December 2022 3,392
------------------------------------- -----------
The Company's investments are wholly related to a 100% ordinary
shareholding in Took Us a Long Time Limited (2021: 100% holding), a
company registered in England and Wales with registered offices at
32 Charlotte Street, London W1T 2NQ. Took Us a Long Time Limited is
primarily engaged with the operation of restaurants.
16 Inventories
25 December 26 December
2022 2021
GBP'000 GBP'000
Raw materials and consumables 922 855
Smallware inventories 1,269 1,248
2,191 2,103
-------------------------------- ------------- --- -------------
In the Directors' opinion there is no material difference
between the replacement cost of inventories and the amounts stated
above. Raw material and consumable inventory purchased and
recognised as an expense in the period was GBP12.0m (2021:
GBP8.6m).
17 Trade and other receivables
25 December 26 December
2022 2021
GBP'000 GBP'000
Trade receivables 121 211
Prepayments and other receivables 1,577 1,249
Total trade and other receivables 1,698 1,460
---------------------------------------- ------------- -------------
Less non-current portion (Deposits) (65) (105)
1,633 1,355
-------------------------------------- ------------- -------------
Company
Amounts due from subsidiary 3,162 3,836
Total trade and other receivables 3,162 3,836
---------------------------------------- ------------- -------------
Classified as non-current 3,162 3,836
---------------------------------------- ------------- -------------
There has been an increase in the credit risk of this loan since
it was advanced due to the deterioration in the market and the
resulting impact on the performance of the trading company. The
Company has previously made loans to the trading subsidiary of
GBP28.2m (2021: GBP28.2m).
The Directors of the Company consider this loan to be classed as
Stage 2 under the General Approach set out in IFRS 9. The Company
has made provisions of GBP25.0m (2021: GBP24.4m) which represents
the lifetime expected credit losses. In assessing the lifetime
expected credit losses consideration has been given to a number of
factors including internal forecasts of EBITDA, cashflow and the
consolidated net asset value of the Group at the balance sheet
date.
18 Trade and other payables
25 December 26 December
2022 2021
GBP'000 GBP'000
Trade payables 5,142 3,952
Taxations and social security 1,638 1,506
Accruals and deferred income 3,499 3,314
Other payables 2,242 1,801
Total trade and other payables 12,521 10,573
---------------------------------------- ------------- --- -------------
Less non-current portion (Deposits) (128) (80)
---------------------------------------- ------------- --- -------------
12,393 10,493
-------------------------------------- ------------- --- -------------
Included within trade payables are GBPnil (2021: GBP0.01m) due
to related parties (note 28).
19 Provisions
25 December 26 December
2022 2021
GBP'000 GBP'000
At 26 December 2021 297 335
Dilapidations provision utilisation
in the period - (38)
Dilapidations provision charge 42 -
in the period
At 25 December 2022 339 297
---------------------------------------- ------------- -------------
The Group has historically recognised a provision of GBP0.3m for
dilapidations for a number of sites, where the need to carry out
restoration work has been identified but a full survey and
commission has not been undertaken and therefore management has
applied their judgment in determining the provision.
20 Deferred tax
25 December 26 December
2022 2021
GBP'000 GBP'000
At the beginning of the period - -
Profit and loss credit/(charge) - -
---------------------------------
- -
--------------------------------- ------------- ---- -------------
Accelerated capital allowances - -
Tax losses carried forward - -
At the end of the period - -
--------------------------------- ------------- ---- -------------
Due to the uncertainty of future profits, a deferred tax asset
of GBP5.3m (2021: GBP4.6m) is not recognised in these financial
statements.
21 Borrowings
25 December 26 December
2022 2021
GBP'000 GBP'000
Current
Secured bank borrowings - 313
---------------------------------------- -------------------- -------------
- 313
-------------------- -------------
Non-current
Secured bank borrowings - 937
---------------------------------------- -------------------- -------------
- 937
-------------------- -------------
Total - 1,250
---------------------------------------- -------------------- -------------
Maturity of secured bank borrowings
Due within one year - 369
Due In more than one year but less
than two years - 455
Due In more than two years but
less than five years - 542
---------------------------------------- -------------------- -------------
- 1,366
-------------------- -------------
Future interest payments - (116)
Total - 1,250
---------------------------------------- -------------------- -------------
The bank loan was repaid in June 2022. While held it attracted
interest at a margin of 4.5% over the Bank of England base rate.
The borrowing was secured by legal charges over assets of the
group.
22 Share capital
Number Number Number GBP'000
Ordinary Ordinary
A B Deferred
Called up and fully paid:
Ordinary shares at 0.1
pence 59,795,496 - - 60
Deferred shares at 9.9
pence (as a result of
sub-division - - 59,795,496 5,920
Ordinary shares issued
at 0.1 pence 81,294,262 - - 81
Ordinary B shares at 0.00001
pence - 15,676,640 - 0
At 26 December 2021 141,089,758 15,676,640 59,795,496 6,061
Ordinary B shares at 0.00001
pence converted to ordinary
A shares 5,225,546 (5,225,546) - 0
At 25 December 2022 146,315,304 10,451,094 59,795,496 6,061
--------------------------------- ------------- -------------- ------------- ---------
Share Capital Reorganisation
In January 2021 Daniel Jonathan Plant was awarded 15,676,640 'B'
shares in Tasty plc, which can be converted to 'A' shares subject
to achievement of hurdle rates. Following achievement of the first
hurdle on 27 June 2022, 5,225,546 'B' shares converted to ordinary
shares.
23 Reserves
Share capital comprises of the nominal value of the issued
shares.
Share premium reserve is the amount subscribed in excess of the
nominal value of shares net of issue costs.
Cumulative gains and losses recognised in the income statement
are shown in the Retained deficit reserves, together with other
items taken direct to equity.
The merger reserve arose in 2006 on the creation of the
Group.
24 Leases
Operating leases where the Group is the lessor
The total future values of minimum operating lease receipts are
shown below. The receipts are from sub-tenants on contractual
sub-leases.
25 December 26 December
2022 2021
GBP'000 GBP'000
Within one year: receipts 290 290
--------------------------------------- ------------- -------------
Within two to five years: receipts 1,158 1,158
--------------------------------------- ------------- -------------
Over five years: receipts 1,555 1,845
3,003 3,293
------------------------------------- ------------- -------------
25 Pensions
The Group made contributions of GBP8,000 (2021: GBP6,000) to the
personal pension plan of the Directors. During the year the Group
made contributions to employee pensions of GBP0.3m (2021: GBP0.2m).
As at 25 December 2022, contributions of GBP120,000 due in respect
of the current reporting period had not been paid over to the
schemes (2021: GBP99,000).
26 Share based payments
Weighted
average exercise
price Number
(pence) '000
At 27 December 2020 4.1 3,780
Lapsed 4.4 (515)
Cancelled - -
Issued 0.0 15,677
------------------------ ---------------------------- -------------------
At 26 December 2021 0.7 18,942
Exercised 0.0 (5,225)
Lapsed 4.4 (290)
Cancelled - -
Issued - -
At 25 December 2022 0.9 13,427
------------------------ ---------------------------- -------------------
The exercise price of options outstanding at the end of the
period ranged between 0p and 4p (2021: 0p and 4p) and their
weighted average remaining contractual life was 3.1 years (2021:
3.9 years).
Of the total number of options outstanding at the end of period
2.97 million have vested and are exercisable at the end of the
period (2021: none)
The market price of the Company's ordinary shares as at 25
December 2022 was 3.8p and the range during the financial year was
from 3.3p to 6.3p (as at 26 December 2021 was 4.9p and the range
during the financial year was from 2.9p to 7.9p).
No option was exercised or granted in 2022 (2021: GBPnil).
Shares of 5.2m 'B' shares converted to 'A' ordinary shares (2021
GBPnil) and no further 'B' shares granted (2021: 15.7m).
On 29 July 2019 options of 3.5m were granted at a grant price of
4.4p reflecting the opening share price. The options vest over
three years and expire in 10 years and no other conditions are
attached. A charge of GBP60,000 was recognised over the three years
based on a volatility of 63.5% and risk rate of 0.5% using the
Binomial method. The volatility is weighted on a four year basis
and the risk free rate is based on risk free rate on the mid point
between the vesting date and expiry.
On 17 October 2019 options of 1m were granted at a grant price
of 3.3p reflecting the opening share price. The options vest over
three years and expire in 10 years and no other conditions are
attached. A charge of GBP12,000 was recognised over the three years
based on a volatility of 61.6% and risk rate of 0.5% using the
Binomial method. The volatility is weighted on a four year basis
and the risk free rate is based on risk free rate on the mid point
between the vesting date and expiry.
In January 2021 Daniel Jonathan Plant was awarded 15.7m 'B'
shares in Tasty plc which can be converted to 'A' shares subject to
achievement of certain hurdle rates. These 'B' shares were issued
at nominal value of 0.00001 pence. Following achievement of the
first hurdle on 27 June 2022, 5,225,546 'B' shares converted to 'A'
ordinary shares.
A charge of GBP181,000 will be recognised over the four years
based on a volatility of 85% and risk rate of -0.05% using the
Monte Carlo method. The volatility is weighted on a four year basis
and the risk free rate is based on yield on a 4-year zero coupon
government security at the grant date.
The 13.4m share outstanding as at 25 December 2022 comprise of
the options issued in July 2019, October 2019 and January 2021.
There are no other outstanding options.
27 Financial instruments
In common with all other businesses, the Group is exposed to
risks that arise from its use of financial instruments. This note
describes the Group's objectives, policies and processes for
managing those risks and the methods used to measure them. Further
quantitative information in respect of these risks is presented
throughout these financial statements.
The Group is exposed through its operations to the following
financial risks:
-- Credit risk
-- Interest rate risk
-- Liquidity risk
The Group does not have any material exposure to currency risk
or other market price risk.
There have been no substantive changes in the Group's exposure
to financial instrument risks, its objectives, policies and
processes for managing those risks or the methods used to measure
them from previous periods unless otherwise stated in this
note.
Principal financial instruments
The principal financial instruments used by the Group, from
which financial instrument risk arises, are as follows:
-- loans and borrowings
-- trade receivables
-- cash and cash equivalents
-- trade and other payables
The Group's financial instruments apart from cash and cash
equivalents are measured on an amortised cost basis. Due to the
short-term nature of trade receivables and trade/ other payables,
the carrying value approximates their fair value.
25 December 26 December
Financial assets 2022 2021
GBP'000 GBP'000
Cash and cash equivalents 7,002 11,005
Trade and other receivables 186 316
Total financial assets 7,188 11,321
------------------------------------- ------------- -------------
Financial liabilities (amortised
cost)
Trade and other payables 7,384 5,753
Loans and borrowings - 1,250
Finance leases 50,311 52,181
Total financial liabilities 57,695 59,184
------------------------------------- ------------- -------------
Company - Financial assets (amortised 25 December 26 December
cost) 2022 2021
GBP'000 GBP'000
Intercompany loan 3,162 3,836
------------------------------------------ ------------- --- -------------
General objectives, policies and processes
The Board has overall responsibility for the determination of
the Group's risk management objectives and policies.
The overall objective of the Board is to set policies that seek
to reduce risk as far as possible without unduly affecting the
Group's competitiveness and flexibility. Further details regarding
these policies are set out below:
Credit risk
The Group's assets and liabilities are wholly attributable to
one operating segment (operating restaurants) and arises solely in
one geographical segment (United Kingdom).
Credit risk is the risk of the financial loss to the Group if a
customer or a counterparty to a financial instrument fails to meet
its contractual obligations. The Group is mainly exposed to credit
risk from rebates from suppliers, sub-letting income and trade
receivables.
Trade and other receivables are disclosed in note 17 and
represent the maximum credit exposure for the Group.
The following table sets out the ageing of trade
receivables:
25 December 26 December
2022 2021
Ageing of receivables GBP'000 GBP'000
<30 days 75 60
31-60 days 11 15
61-120 days 17 33
>120 days 127 194
Provision for doubtful debt (109) (91)
-------------------------------- ------------- -------------
121 211
------------------------------ ------------- -------------
The Group's principal financial assets are cash and trade
receivables. There is minimal credit risk associated with the
Group's cash balances. Cash balances are all held with recognised
financial institutions. Trade receivables arise in respect of
rebates from a major supplier and therefore they are largely offset
by trade payables. As such the net amounts receivable form an
insignificant part of the Group's business model and therefore the
credit risk associated with them is also insignificant to the Group
as a whole. Accordingly, the Company does not consider there to be
any risk arising from concentration of receivables due from any
counterparty.
The Company's principal financial assets are intercompany
receivables. These balances arise due to the funds flow from the
listed Company to the trading subsidiary and are repayable on
demand. The credit risk arising from these assets are linked to the
underlying trading performance of the trading subsidiary. See note
17 for further details on intercompany debt.
Liquidity risk
Liquidity risk arises from the Group's management of working
capital. It is the risk that the Group will encounter difficulty in
meeting its financial obligations as they fall due. The Group's
policy is to ensure that it will always have sufficient cash to
allow it to meet its liabilities when they become due. To achieve
this aim, the Group seeks to maintain cash balances to meet its
expected cash requirements as determined by regular cash flow
forecasts prepared by management.
The following table sets out the contractual maturities
(representing undiscounted contractual cash-flows) of financial
liabilities:
Up to Between Between Between Over 5
3 months 3 and 1 and 2 and 5 years
12 months 2 years years
GBP'000 GBP'000 GBP'000 GBP'000 GBP'000
Trade & other payables 7,256 24 - - 104
Finance leases 645 1,214 3,134 9,617 35,701
As at 25 December
2022 7,901 1,238 3,134 9,617 35,805
------------------------- ----------- ------------ ---------- ---------- ---------
Up to Between Between Between Over 5
3 months 3 and 1 and 2 and 5 years
12 months 2 years years
GBP'000 GBP'000 GBP'000 GBP'000 GBP'000
Trade & other payables 5,673 24 - - 56
Loan and other borrowings 134 235 455 542 -
Finance leases 760 1,263 2,976 9,395 37,787
As at 26 December
2021 6,567 1,522 3,431 9,937 37,843
---------------------------- ----------- ------------ ---------- ---------- ---------
Non-current other payables are sub-let site rent deposits.
Interest rate risk
The Group seeks to minimise interest costs by regularly
reviewing cash balances.
Interest rate risk arises from the Group's use of
interest-bearing loans linked to LIBOR. The Group is exposed to
cash flow interest rate risk from long term borrowings at variable
rate. The Board considers the exposure to the interest rate risk to
be acceptable.
Surplus funds are invested in interest bearing, instant access
bank accounts.
Loans and borrowings
During the year the Group had a loan facility with Barclays Bank
Plc.
Capital disclosures
The Group's capital is made up of ordinary share capital,
deferred share capital, share premium, merger reserve and retained
deficit totalling GBP2.0m (2021: Retained earnings GBP4.3m).
The Group's objective when maintaining capital is to safeguard
the entity's ability to continue as a going concern, so that it can
continue to provide returns for shareholders and benefits for other
stakeholders. The Group is not subject to any externally imposed
capital requirements. There have been no changes in the Group's
objectives for maintaining capital nor what it manages in its
capital structure.
The Group manages its capital structure and makes adjustments to
it in the light of strategic plans. In order to maintain or adjust
the capital structure, the Group may adjust the amount of dividends
paid to shareholders, return capital to shareholders or issue new
shares.
28 Related party transactions
The Directors are considered to be the key management personnel.
Details of directors' remuneration are shown in Note 8.
The Group pays fees, rent and associated insurance to a number
of companies considered related parties by virtue of the interests
held by the Directors in such companies. The Group also reimburses
expenses incurred by such companies on behalf of the Group.
Following changes to the Board in 2021, the entities below are no
longer considered to be related parties.
52 weeks 52 weeks
ended 25 ended 26
December December
2022 2021
GBP'000 GBP'000
Rent, insurance and legal services
charged to the group:
* Kropifko Properties Ltd - (32)
* KLP Partnership - (28)
* ECH Properties Ltd - (25)
* Proper Proper T Ltd - (33)
Balance due to related parties: - 11
The rent paid to related parties is considered to be a
reasonable reflection of the market rate for the properties.
29 Reconciliation of (loss)/profit before tax to net cash inflow from operating activities
Restated
52 weeks 52 weeks
ended 25 ended 26
December December
2022 2021
GBP'000 GBP'000
Group
(Loss)/ profit before tax (6,432) 1,151
Finance income (41) -
Finance expense 30 59
Finance expense (IFRS 16) 2,391 2,438
Share based payment charge 58 120
Depreciation of right-of-use assets
(IFRS 16) 2,641 2,579
Depreciation of property plant
and equipment 1,664 1,297
Impairment of property, plant
and equipment 180 (2,346)
Impairment of Right-of-use assets 2,153 2,943
Profit from sale of property plant
and equipment 154 (3)
Amortisation of intangible assets 3 3
Dilapidations provision charge 42 -
Dilapidations provision utilisation - (38)
Other non cash (21) -
Decrease / (increase) in inventories (88) (282)
Decrease / (increase) in trade
and other receivables (238) 32
(Decrease)/ Increase in trade
and other payables 1,948 (127)
4,444 7,826
--------------------------------------- ----------- -----------
52 weeks 52 weeks
ended 25 ended 26
December December
2022 2021
GBP'000 GBP'000
Company
Loss before tax (674) (145)
Decrease in trade and other receivables 674 142
- (3)
------------------------------------------ ----------- -----------
30 Reconciliation of financing activity
Lease Lease Bank Loan Bank Loan Total
liabilities liabilities
Due within Due after Due within Due after
1 year 1 year 1 year 1 year
GBP'000 GBP'000 GBP'000 GBP'000 GBP'000
Net debt as at 28
December 2020 2,904 52,219 - - 55,123
Cashflow (3,064) - 313 937 (1,814)
Addition / (decrease)
to lease liability 2,184 (2,062) - - 122
Net debt as at 26
December 2021 2,024 50,157 313 937 53,431
Cashflow (3,172) - (313) (937) (4,422)
Addition / (decrease)
to lease liability 3,101 (1,799) - - 1,302
Net debt as at 25
December 2022 1,953 48,358 - - 50,311
------------------------ -------------- -------------- ------------ ----------- ---------
31 Post Balance Sheet Events
There are none to report.
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END
FR NKCBDOBKDANB
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March 30, 2023 02:00 ET (06:00 GMT)
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