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Why invest?

With a history spanning more than 275 years, Whitbread is one of the UK’s most successful businesses and a long-time constituent of the FTSE100. Today, we are a focused hotel business which is well established in the UK and growing in Germany. We are the number one hotel operator in the UK and are growing rapidly in Germany.

With an open and committed network of over 90k rooms in the UK, meaning you’re never far from one of our hotels. We have clear line-of-sight through organic acquisition and network optimisation to get us to at least 110k rooms in the UK.

In Germany, our network is rapidly expanding. Focusing on prime locations across the country, we have worked hard through a mixture of organic acquisitions and M&A to rapidly build an open and committed network of over 10k rooms. Whilst we see potential for at least 60k rooms in the market, we are confident we can grow beyond this. 

>110k
Total UK potential
>19k
Additional potential
>13k
Committed pipeline
>78k
Current network1
>170k
Total potential
>47k
Additional potential
>8k
Committed pipeline
>5k
Current network
>60k
Total German potential
UK MARKET
TOTAL MARKET
GERMAN MARKET

1: Includes one site in each of: Jersey, Ireland & The Isle of Man

Our strategic priorities

We have a compelling strategy prioritising three key areas that remain highly relevant and are positioned well to grow market share through enhanced structural opportunities. This combined with our unique business model, strong fundamentals and an appropriate capital structure will provide a platform for continued long-term growth. 

Our Force for Good program underpins the decisions we make ensuring we operate responsibly and sustainably in everything we do. We’ve been recognised by both CDP and Sustainalytics for our achievements.

Read about our business model in the about us section
  1. Grow and innovate in the core UK markets
    • Ownership and operating model is a competitive advantage
    • Number one brand and winning customer proposition
    • Growth through existing pipeline and optimisation
    Market
    share
    gains
  2. FOCUS ON OUR STRENGTHS TO GROW IN GERMANY
    • Replicate historic Premier Inn UK success in Germany
    • Ambition to be the market leader
    • Significant headroom to grow – organic and M&A
    GROWTH
  3. Build the capability to support long-term growth
    • Freehold value and ongoing efficiency programme
    • Balance sheet flexibility and ability to invest
    PROFIT
    RECOVERY AT
    ATTRACTIVE
    ROCE
Ffg Team

Our force for good program underpins the decisions we make ensuring we operate responsibly and sustainably in everything we do

Read more

Our strengths & opportunities 

A structurally advantageous market combined with our strong and agile business model makes us best-placed to capitalise on the recovery opportunity and reinforce our market leading position. 

  • UK
  • Germany

Enhanced structural opportunities

Market supply contraction accelerating PI market share gains and growth

Enchanced Structural Opportunities 1.3

Source: Company data and estimates.

  • Both UK and German markets are highly fragmented with a high percentage of independent hotel players
  • Both  markets are characterised by long-term migration from independents to budget branded hotels, driven by demand weakness and structural cost pressure
  • The impact of COVID-19 is expected to accelerate the decline of independents further, giving Premier Inn an even bigger opportunity to gain market share

Budget model is structurally advantaged​

Budget hotel sector is higher growth and outperforms in downturns

Budget Model

1. Company data

  • The UK budget branded sector has grown faster than the rest of the hotel market since 2009
  • The German hotel market is highly fragmented with the largest operator only having c2% market share. Our aim is to become the clear no 1. budget operator in Germany.

Broad customer reach​

Flexible model caters to a wide range of customer types

Chart 1
  • Premier Inn’s customer base is driven by domestic travellers seeking short stays (1 – 2 nights) for both business and leisure
  • This broad reach not only covers a wide range of customers and markets, but also makes us more resilient as we’re not reliant on one particular area of the market
  • The German market is  larger than the UK and also has higher levels of domestic travel for both business and leisure, making this a highly attractive market in which to replicate our successful UK business model

Strong hotel brand​

Strong hotel brand in the UK

Industry leading 97% direct distribution
BrandIndex1
Mertic Premier
Inn
Variance
1st to 2nd
Satisfaction 40.6 1st 17.6
Impression 40.8 1st 11.7
Value 41.2 1st 14.4
Recommended 37.8 1st 20.0
Quality 27.5 2nd* (5.7)
BrandIndex2
Industry Distribution Full
  1. Source: YouGov BrandIndex Satisfaction, Impression, Value, Recommended & Quality Scores as at 26 August 2020 based on a 12 week moving average
  2. YouGov BrandIndex Quality & Value Scores as at 26 August 2020 based on a 52 week moving average
  • We have standout customer brand scores in the UK hotel market and expect customers to rely more on their most trusted brands as they seek to travel again
  • As our presence grows in Germany, we are working hard to replicate the success we have in the UK and grow the Premier Inn brand. We believe this can be achieved through delivering our outstanding customer proposition

Best-in-class operations​

Competitive advantage driving a winning customer proposition

Premier Inn Logo
  • Brand strength
  • Scale advantage
  • Direct digital distribution
  • Operational control
  • Property flexibility
  • Everyday efficiency

Direct digital distribution​

Cost efficient and provides ownership of the customer relationship

Premier Inn Site
  • We have market leading 97% direct digital distribution in the UK and are looking to replicate this in Germany
  • Direct distribution has significantly lower customer acquisition and retention costs as we are not subject to high charges from online travel agents
  • This approach enables us to own the relationship with the customer and invest in more effective direct and digital marketing

Lean and agile cost model​

Right-sized cost base enables superior value for money offering​

  • We have a strong track record of material cost savings helped by our unique operating model where we retain control over all of our operations
  • Our model also helped our rapid and decisive action during the pandemic, read more about it here on our COVID-19 page
Cost Model 1.3

Financial flexibility​

Strong balance sheet provides offensive and defensive flexibility​

We have a strong balance sheet with low leverage and access to significant levels of liquidity allowing us to continue to invest when others may be constrained

£’m Q3 FY21
Cash & cash equivalents 827.4
Net cash1 40.0
Undrawn RCF 900.0
CCFF 300.0
Total liquidity £2.1bn

Covenant waivers obtained until March 2022
(1) Net cash excludes cash from rights issue

Freehold: Leasehold split
Open estate Total estate
(open and commited)
UK only 61% : 39% 55% : 45%
Germany only 24% : 76% 25% : 75%
Whitbread 60% : 40% 52% : 48%

The strength of our balance sheet is underpinned by our freehold estate and provides us with flexibility to optimise our estate

Visit our brand sites