FINANCIAL RESULTS for the year ended 28 February 2018 AGENDA 01 - - PowerPoint PPT Presentation

FINANCIAL RESULTS

for the year ended 28 February 2018

AGENDA

GBK, UK : Insights Imperatives for the future Questions Highlights Growing capability 2018 Financial results

01 02 03 04 05 06

HIGHLIGHTS

Strong revenue growth

23%

Operating profit before non-operational items

5%

Operating profit after non-operational items

37%

Strong results

SA Business

Group under-performed

Largely due to GBK UK

Coega Concentrate

and

Tightened up execution

against vision

strategy

and

s

growing

Continued strategic

intent of scale and capacity across operations

s

GROWING BRAND CAPABILITY – SA & AME

2018 BRAND CAPABILITY

DOMESTIC AME SA & AME TOTAL

8,1% 10,0% 8,3% SYSTEM-WIDE RESTAURANT SALES GROWTH (RANDS)

2018 BRAND CAPABILITY

LIKE-ON-LIKE RESTAURANT SALES GROWTH (RANDS)

DOMESTIC AME SA & AME TOTAL

3,4%

• 0,8%

3,0%

2018 BRAND CAPABILITY

SYSTEM WIDE LIKE-FOR-LIKE

4,9%

• 6,8%

GBK, UK SALES GROWTH (STERLING)

South Africa 2 346 AME 328 United Kingdom 172 Other 7

Total Restaurants

2 853

2018 BRAND CAPABILITY

TRADING FOOTPRINT

2018 BRAND CAPABILITY

LEADING BRANDS - NEW RESTAURANTS OPENED (SA & AME)

30 14 49 16 5 Total 24 8

146

2 782

Restaurants

5.7bn

Revenue increase of 33% across the divisions

2018 BRAND CAPABILITY

TOTAL RESTAURANTS OPENED 146 23 10 3

Total

182

625 581 650 253 237 99 106 80 38

TO BE UPDATED WITH INFORMATION FROM DARREN

2018 BRAND CAPABILITY

TOTAL RESTAURANT NUMBERS

6 14

Total

2 853

164

Relentless innovation, improvement and responsiveness to evolving trading landscape

2018

Various consumer awards across Leading and Signature brand portfolios Signature Brand openings positive Focus on Leading brands with more allocation of resources Reducing distractions in AME

BUILT BRAND CAPABILITY

GROWING

Further entrench home delivery offering across all brands Review Signature brand portfolio

BRAND CAPABILITY

Rapidly grow capability in digital arenas

GOALS

Drive margin improvement on Signature brands Pipeline of branded offers developed in-house ready to launch Open Debonairs Pizza in Saudi Arabia under license

Expand tashas footprint in UAE Prioritise Leading brands with resources to drive growth Leading brands to deliver BIG BOLD initiatives Get more entrenched in key AME markets

GROWING HOSPITALITY CAPABILITY – SA

Frozen For You launched Low growth economy had major impact on this sector

BUILT HOSPITALITY CAPABILITY

2018

GROWING

GOALS

Expand home meal replacement space through “Bricks” and “Clicks” Grow presence in ‘premium’ corporate market

HOSPITALITY CAPABILITY

GROWING LOGISTICS CAPABILITY – SA & EXPORTS

Owner drivers delivered 50% of total volumes – new milestone Work stoppage was a financial setback but a trigger to drive greater efficiency Longmeadow costs reflected for a full year Good progress on building export capability

BUILT LOGISTICS CAPABILITY

2018

2018 LOGISTICS CAPABILITY

REVENUE GROWTH

7,4% 9,4% 9,6% 11,3% 14,0% 12,8%

10.7%

Embark on Project Decade

GROWING

LOGISTICS CAPABILITY

GOALS

• Refer to supplementary slides for additional info

GROWING MANUFACTURING CAPABILITY

• SA

WCP Bakery closed August ‘17 Cater Chain emerged as a solid business with the right partners LBF business turned around Coega Concentrate is a longer term play than anticipated – key challenge remains to source long-term suppliers to capitalise on substantial capacity. Loss of R19.6m this year Cheese slice capability commissioned on time Sweetener capability commissioned

BUILT MANUFACTURING CAPABILITY

2018

2018 MANUFACTURING CAPABILITY

REVENUE GROWTH – OWN PLANTS

15.1% 14.7% 21.0% 13.4% 2.7% 13.9% 3.5%

• 4.8%

11.3%

30.9% 37.4%

• 0.3%
• 2.1%

36.0%

2018 MANUFACTURING CAPABILITY

REVENUE GROWTH – JV PLANTS

28.5%

GROWING

MANUFACTURING CAPABILITY

GOALS

Drive new “Food Connect” Partnership Take on previously

• utsourced grated

cheese volumes at FB Cheese Company Focus on efficiencies “Manufacturing Way” Secure sustainable tomato supply

• r exit

Leverage Juice Plant Joint Venture

New routes to market for LBF

GROWING BUSINESS CAPABILITY

Concluded two year wage agreement Investment in building depth at senior management and executive level New Group-wide ERP system was implemented on time and within budget Secured a partner for our design business unit “Design HQ”

BUILT BUSINESS CAPABILITY

2018

FINANCIAL RESULTS 2018

SALIENT FEATURES

F 2018 F 2017 % Change Revenue (Rm) 7 023 5 720 23 Operating profit before non-operational items (Rm) 890 938 (5) Operating profit after non-operational items (Rm) 518 817 (37) Cash generated from operations (Rm) 1 123 795 41 EPS (cents) 22 414 (95) HEPS (cents) 393 428 (8) Net debt : equity (%) 126 165 39 Return on equity (%) 25 28 (3)

REVENUE

2013 2014 2015 2016 2017 2018

2 516 2 826 3 283 4 308 5 720 7 023

Rm

23%

Compound annual growth

INCOME STATEMENT

Rm F 2018 F 2017 % Change Revenue 7 023 5 720 23 Gross profit 3 769 2 772 36 Selling and administrative expenses (2 879) (1 834) (57) Operating profit before non-operational items 890 938 (5) Non-operational items (refer note 1) (373) (121) Net finance costs (251) (131) Share of profit from associates 4 4 Profit before tax 270 690 (61) Tax (207) (235) Profit for the year 63 455 (86)

INCOME STATEMENT | NON-OPERATIONAL ITEMS

Note 1 F 2018 F 2017 Impairment 372 592 20 000 Derivative loss on call option utilised to hedge purchase price

• 33 253

Foreign exchange loss on initial recognition of investment

• 23 295

Professional fees

• 50 420

Gain on bargain purchase

• (6 213)

372 592 120 755

OPERATING PROFIT BEFORE NON-OPERATIONAL ITEMS

2013 2014 2015 2016 2017 2018

466 566 672 792 938 890

Rm

18.5 20.0 20.5 18.4 16.4 12.7 Operating Profit (Rm) Margin %

SEGMENTAL ANALYSIS | REVENUE

Rm F 2018 F 2017 % Change Brands (Franchising and Development) 851 781 9 Supply Chain 4 328 3 983 9 Manufacturing 2 851 2 300 24 Logistics 3 780 3 416 11 Eliminations (2 303) (1 733) 33 Corporate 11 3 South Africa 5 190 4 767 9 International 1 833 953 92 UK 1 581 704 125 Rest of Africa and Middle East (AME) 252 249 1 Revenue 7 023 5 720 23

SEGMENTAL ANALYSIS | OPERATING PROFIT

Rm % of Total F 2018 F 2017 % Change Brands (Franchising and Development) 48 431 427 1 Supply Chain 58 509 455 12 Manufacturing 46 405 330 23 Logistics 12 104 125 (17) Corporate (6) (50) (49) South Africa 100 890 833 7 International

• 105

(100) UK (5) (45) 55 (182) AME 5 45 50 (10) Operating Profit before non-operational items 100 890 938 (5)

SEGMENTAL ANALYSIS | OPERATING MARGIN

% F 2018 F 2017 Brands (Franchising and Development) 50.7 54.7 Supply Chain 11.8 11.4 Manufacturing 14.2 14.3 Logistics 2.7 3.6 South Africa 17.2 17.5 International

• 11.0

UK (2.8) 7.9 AME 17.6 19.9 Group 12.7 16.4

PRODUCTIVITY AND MARGIN RATIOS

18,5 20,0 20,5 18,4 16,4 12,7 23,0 23,0 24,0 24,0 32,0 41,0 41,8 43,4 44,2 42,7 48,5 53,7

10 20 30 40 50 60

2013 2014 2015 2016 2017 2018 Operating profit margin % Expense to turnover % Gross profit magin %

STATEMENT OF FINANCIAL POSITION

F 2018 F 2017 % Change

ASSETS Property, plant and equipment 1 340 1 398 (4) Intangible assets 2 548 2 819 (10) Investments in associates 81 83 (2) Inventories 436 455 (4) Trade and other receivables 670 649 3 Cash and cash equivalents 717 429 67 Other assets 114 53 115 TOTAL ASSETS 5 906 5 886

• EQUITY AND LIABILITIES

Equity 1 632 1 485 10 Borrowings 2 781 2 856 (3) Derivative financial instruments 192 219 (12) Lease liabilities 97 87 11 Trade and other payables 771 791 (3) Other liabilities 433 448 (3) TOTAL EQUITY AND LIABILITIES 5 906 5 886

• 44

RATIOS | NET DEBT / EQUITY

8,1

• 2,1
• 8,9
• 0,4

165 126

• 20

20 40 60 80 100 120 140 160 180 2013 2014 2015 2016 2017 2018

CASH FLOW

Opening Cash Cash from Operations Tax Interest Capex & Other Investing Activities Financing Activities Dividend Forex Closing cash

405 717

1 123 (274) (207) (201) (108) (17) (4)

GBK, UK : INSIGHTS

How has GBK performed relative to the UK market and its key competitors? What are the key drivers, both controllable and non-controllable, that are causing this under performance in revenue and growth? What are the focus areas for the future?

GBK UK

THE CRITICAL QUESTIONS

• 15%
• 10%
• 5%

0% 5% 10% 15% 20%

Dec-17

GBK Outperforming market

GBK PERFORMANCE ON A LFL BASIS

GBK MONTHLY LFL GROWTH (3 month rolling average)

• Post Brexit consumer confidence has

declined with consumers more price sensitive

• High end burgers considered as

expensive items

Consumer Confidence 1

• Key purchase criteria is delivery time. GBK is

disadvantaged as it cooks burgers to order which leads to a c.10 min longer delivery time

• First-mover advantage eroded. Deliveroo

is also now saturated with other restaurants

• n its platform
• Customer advocacy is key to driving repeat

purchase and recommendations

• GBK’s standards within the product delivery

needs to be stepped up

3 Customer Advocacy

GBK has faced a number

• f adverse forces

since the beginning

• f 2017

4 Online Delivery shift in

Market Dynamics

• The number of burger restaurants has

doubled between 2014 to 2017

• Where there has been incursion into a

catchment area, GBK has suffered with an average 7% decline in revenue

Competitor Incursion 2

KEY FINDINGS

SUMMARY

• 12
• 10
• 8
• 6
• 4
• 2

2 4 6 8 10 2014 2015 2016 2017 Total UK Population

Consumer Confidence

GBK Five Guys Byron

Brexit Vote 23rd June 2016

Word association on brands is now showing premium burgers as expensive

• 1. CONSUMER CONFIDENCE

0% 5% 10% 15% 20% 25% Other I am bored of burgers The current atmosphere in burger restaurants puts me off Burger meals are fattening There are fewer/ no burger restaurants near me I am actively choosing another style of restaurant Burger restaurants are more expensive than they used to be I am trying to lose weight I am consciously eating less meat for lifestyle, health or ethical reasons I am eating out less generally to save money

1% 6% 6% 8% 8% 10% 11% 12% 16% 23%

Main reasons for customers reducing visits to burger restaurants % of respondents

I am eating out less generally to save money

• 1. CONSUMER CONFIDENCE (CONT)

50 100 150 200 250 300 350 400 450 2014 2015 2016 2017

64 69 80 92 20 40 62 81 48 55 70 69

9 10 18 24

45 64 83 104 Five Guys 59.4% Honest 38.7% Meat Liquor 37.5% Handmade (6.5%) Byron 12.9% Others 32.2%

213 351 401 272

GBK 12.9%

CAGR 2014-17 Total 23.5%

• 2. COMPETITOR INCURSION

Premium Burger Restaurants, 2014-17 Number of sites

LFL Impact of Competitor Incursion (3 mth impact from opening)

• vs. Full Year LFL Performance %
• 8%
• 6%
• 4%
• 2%

0% 2% 4% 6% 8% 10%

FY16 FY17 FY18

2,0% 1,0%

• 6,6%

8,9% 5,9%

• 5,6%

LFL growth for the 3 months post competitor opening GBK annual LFL growth

• 2. COMPETITOR INCURSION (CONT)

IMPACT ON GBK

GBK RESTAURANT BYRON CLOSE DATE LFL GROWTH SINCE CLOSURE A 11/02 +11.9% B 18/02 +12.1% C 25/02 +5.8% D 08/04

• 13.0%

E 16/04 +14.8%

+6.9%

• 2. COMPETITOR INCURSION (CONT)

IMPACT OF BYRON CLOSURES POST CVA

0% 10% 20% 30%

28% 13% 10% 6% 4% 4% 3%

• 3. CUSTOMER ADVOCACY

MARKETING INFLUENCERS Did any of the following influence you in choosing Gourmet Burger Kitchen

• n this occasion?

%

43,1% 31,5% 13,3% 24,0% 8,6% 10,7%

GBK

Footprint share (401 universe): 69/401 17.2% 81/401 20.2% 92/401 22.9%

Byron Five Guys

Ed’s Easy Diner Honest Handmade Other

• 3. CUSTOMER ADVOCACY (CONT)

GBK VS. COMPETITORS Favourite burger restaurant, 2 years ago vs. current % of respondents

262 336 419 515

4,5% 5,4% 6,4% 7,4%

0,01 0,02 0,03 0,04 0,05 0,06 0,07 0,08 100 200 300 400 500 600 2014 2015 2016 2017

Chain restaurant delivery Delivery share of chain restaurant market

CAGR 2014-17 25.3%

• 4. ONLINE DELIVERY

Chain Restaurant Delivery Market Size, 2014-17 £Million / % Share of chain restaurant market

GBK suffers on this #1 criteria as our burgers take 10 min longer to prepare due to higher quality standards

60% 55% 38% 34% 30% 26% 17% 15% 11% 7% 6%

• 4. ONLINE DELIVERY (CONT)

Leading criteria when choosing a takeaway option through Deliveroo Multiple choice, % of regular users

It is ahead of local/independent restaurant delivery by 5pp Domino’s Pizza is the second most popular branded delivery

• perator, accounting for one in

five of deliveries

Just Eat accounts for three in ten takeaway deliveries 31%

Local / Independent

26% 20%

Other

10% 6% 4% 4%

• 4. ONLINE DELIVERY (CONT)

COMPETITIVE LANDSCAPE

Based on most recent delivery, 21% of London consumers recall their food was ordered from Domino’s Pizza, closely in line with the incidence in the region. 17% of Londoners’ deliveries were from Just Eat, 16pp lower than in the regions. Deliveroo is the third most popular delivery operator brand in the capital, accounting for one in eight of deliveries, 8pp higher than is the case further afield.

• 4. ONLINE DELIVERY (CONT)

Domino’s Pizza leads delivery business in London, whilst it is Just Eat in the regions DELIVERY COMPANY UK SHARE

17% 21% Local / Independent 16%

Other

17% 7% 10% 12%

London

33% 20% Local / Independent 28%

Other

9% 6% 3% 3%

Regions

RESTAURANT DELIVERY TURNOVER CONTRIBUTION GROWTH (SEP17 – JAN 18) A +44% B +48% C +47%

• 4. ONLINE DELIVERY (CONT)

CASE STUDY : MULTI VENDOR ROLLOUT

GOALS

KEY IMPERATIVES

GOING FORWARD

Re-establish the gold standard across the entire value chain and customer journey, i.e. product & experience Commence targeted refurb and high street brand facelift programme Launch multi- vendor delivery platform (from 1 to 3) Commence measured new store

• pening programme

(2 sites planned for 2018) Targeted closure programme for distressed sites (6 restaurants in 2018) Simplify menu design, entry and exit pricing, simplify supply chain

Strengthen leadership core team Re-establish the GBK brand assets and leverage

THE GOOD NEWS

Favourite burger restaurant

31,5% 24,0% 10,7% 5,5% 5,5% 4,5% 18,2%

Favourite burger restaurant January 2018 % of respondents

IMPERATIVES FOR THE FUTURE

Experienced management team in place to execute future strategies Manage cash within the new balance sheet constraints Board skills and expertise reinforced over the past year

IMPERATIVES

FOR THE FUTURE

Tighter growth agenda Better allocation of corporate costs and admin fees to business units Prospects remain positive

F19 results will reflect tighter allocation of

pertinent costs to

specific operating business units This is a deliberate, considered strategy – not a means to ‘move margin around’ Manufacturing division likely to absorb more costs than other segments

FUTURE RE-ALLOCATION OF CORPORATE AND OTHER COSTS

THE IMPACT ON BUSINESS UNIT MARGINS

These are segmental allocations only and will not impact on overall margin

OUTLOOK

Local and global trading conditions remain challenging Focus on long term growth Appropriate acquisitions will be pursued in brands and upstream manufacturing segments

OUR STRATEGIC INTENT

Our business is focused on growing capability and capacity to position

• urselves to deliver unique

consumer experiences in the branded franchised and food service space.

OUR VISION

To be the leading innovative branded franchised and food services business in South Africa and selected international markets by 2020.

QUESTIONS

Thank you

SUPPLEMENTARY INFORMATION

OUR GROWTH AGENDA

We are intent on growing capability, capacity and scale across manufacturing, branded franchised and food services spaces We are obsessed with being close to our trading partners and consumers across premium and mainstream markets We are passionate about unique consumer experiences through innovation, flawless execution and continuous improvement We are a team

• f results
• rientated people

characterised by a unique culture of high performance We are focused on

• rganic and

acquisitive growth in South Africa and selected international markets

PROJECT DECADE

Project Decade refers to a managed focus on addressing capacity constraints Logistics business requires a planned investment programme over the next decade Need to address immediate capacity constraints and seek out efficiencies over the medium term Margin will improve over time but will be ‘lumpy’ over the reinvestment period We will apprise the market as appropriate

INDICATIVE IMPLEMENTATION TIMING

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026

LOGISTICS

LOCAL REVENUE VS EXPORTS

SA Logistics Revenue 96.9% Export Revenue 3.1%

Bheki Sibiya

Thembisa Skweyiya

BOARD OF DIRECTORS

Nicolaos Halamandaris

Santie Botha

Darren Hele

Emma Mashilwane

John Lee Halamandres

Norman Adami

Christopher Boulle

Kelebogile Ntlha

SHAREHOLDER ANALYSIS

Morgan Stanley Investment Management 4.3% PIC/GEPF 10.2% Panagiotis Halamandaris 7.7% Coronation Fund Managers 14.4% Theofanis Halamandaris 7.0% Other 36.9% LGM Investments 8.4% Periklis Halamandaris 4.0% John Lee Halamandres 2.8% Arisaig Partners 4.3%

DOMESTIC CONSUMER TRENDS

• f technology in the

• f convenience,

• nline and mobile
• rdering platforms,

• f the broader

• f their food and dining

• ut less often. They are

• utlet, seeking out

• continues. Home

• nline ordering

• ffers as disposable

Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 1,9

• 0,3

2,4

• 2,3

0,4 1,7 2,4 3,9

• 2,3

1,8

• 2
• 2,8

1,4 8,9 6,1 8,9 3,2 5,6 7,1 8,3 9,9 3,5 8,7 3,9 3,2 7,7 Constant 2015 Pricing Current Pricing

DOMESTIC CONSUMER ENVIRONMENT

YOY FOOD AND BEVERAGE INCOME CHANGE AT CONSTANT PRICING VERSUS CURRENT PRICES

Full Year 0.4 Full Year 6.3

Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 7,2

• 1,1

3,5

• 2,8
• 0,5

5,9 5,9 8,2

• 0,3

0,7

• 2,5
• 6,4
• 2,1
• 1,5

3,5 4,6

• 1,6

4,7

• 0,9

0,8 2,1

• 4,8

3,5

• 3,0

1,0 6,0 Restaurants and Coffee Shops Takeaway and Fast Food

DOMESTIC CONSUMER ENVIRONMENT

YOY FOOD AND BEVERAGE INCOME CHANGE BY OUTLET TYPE

Full Year 0.7 Full Year 1.3

Gross Debt / Ebitda Target

2X

Historically the Group has had low debt levels R2.4bn term loans were raised in F2017 De-gearing of balance sheet commenced during F2018 Short to medium term gross debt / Ebitda is 2X

DIVIDEND RESUMPTION

RATIOS | NAV PER SHARE

10,2 12,4 14,2 15,5 14,9 16,3

2 4 6 8 10 12 14 16 18 2013 2014 2015 2016 2017 2018

(R)

43,6 46,1 50,0 49,0 29,1 19,7 35,9 36,0 35,1 36,4 28,1 25,1

15 20 25 30 35 40 45 50 55 2013 2014 2015 2016 2017 2018

RONA % ROE %

RATIOS | RONA AND ROE

%

13,6 12,5 13,7 13,7 14,3 14,2 3,5 4,0 4,0 3,4 3,6 2,7 60,1 60,4 59,4 57,1 54,7 50,7 18,5 20,0 20,5 18,4 16,4 12,7 34,8 46,1 40,0 23,3 19,9 17,6 6,5 14,0 20,1 28,2 7,9

• 2,8
• 10

10 20 30 40 50 60 70 2013 2014 2015 2016 2017 2018 Manufacturing Logistics Brands Group AME UK

OPERATING MARGINS BY DIVISION

%

GBK GROUP EBITDA INSIGHTS

GBK £ Operating loss including impairment and property related provision (7 800) Depreciation & amortisation 6 525 Impairment 4 218 EBITDA (including pre-opening costs) 2 943 Pre-opening costs 930 EBITDA (excluding pre-opening costs) 3 873

BUSINESS UNIT ACTUAL 2018 Manufacturing including Retail 30 998 Logistics 9 968 Franchising 25 006 Consolidated Corporate 29 252 SA Business 95 224 AME 10 058 UK Business 125 137 TOTAL GROUP 230 419

CAPEX BY BUSINESS UNIT

(RANDS) MILLIONS

DOMESTIC FRANCHISING MARGIN INSIGHTS

50,7% 15,1% 58,2%

TOTAL

DOMESTIC RESTAURANT SALES

SPLIT BETWEEN SIGNATURE AND LEADING BRANDS

Signature brands SA 12.2% Leading brands SA 87.8%

REVENUE BREAKDOWN

SA AND AME

Royalties Company Store Sales Project Management Once off Fees 2.0% 1.0% 59.3% 37.8% 1.6% 2.1% 96.4% 0.8% 0.4% 23.5% 75.2 %

Signature brands Leading brands AME

BREAKDOWN OF DOMESTIC FRANCHISEE RATIO TO STORES

1 Store; 31,7% 2 Stores; 19,8% 3 Stores; 11,1% 4 Stores; 6,1% 5 Stores; 7,0% 6 Stores; 3,9% 7 Stores; 3,0% 8 Stores; 4,1% 9 to 28; 13,5%

A n g

• l

a B

• t

s w a n a E t h i

• p

i a K e n y a M a l a w i M a u r i t i u s M

• z

a m b i q u e N a m i b i a N i g e r i a S u d a n S w a z i l a n d U A E Z a m b i a Z i m b a b w e

24,0% 7,6% 14,6%

• 18,9%

14,4% 2,3% 3,3% 2,8%

• 7,6%

46,6% 4,0% 113,9% 13,0% 11,5%

SYSTEM WIDE SALES IN AME BY COUNTRY

SYSTEM WIDE TURNOVER GROWTH % LOCAL CURRENCY

MONTHLY EXCHANGE RATE USED

UK EUR USD Nigeria Zambia Botswana Dubai Exchange rates ZAR/GBP TYD Ave ZAR/EURO TYD Ave ZAR/USD TYD Ave ZAR/NGN MTD Ave ZAR/ZMW MTD Ave ZAR/BWP TYD Ave ZAR/AED TYD Ave Year end 29.02.2016 20.37490 14.85840 13.48730 12.48020 0.7173 1.2707 Year end 28.02.2017 18.91877 15.71456 14.259468 23.57590 0.7402 1.306701 3.8813818 31-Mar-2017 15.91182 13.78887 12.899627 24.09087 0.7438 1.233556 3.511332 30-Apr-2017 16.4255 14.0762 13.1592 23.18407 0.7030 1.24716 3.581972 31-May-2017 16.6577 14.2659 13.1881 23.65394 0.6981 1.251529 3.589843 30-Jun-2017 16.6129 14.3131 13.1118 24.42518 0.7164 1.249925 3.569043 31-Jul-2017 16.7015 14.4747 13.1119 24.51284 0.6802 1.253221 3.569073 31-Aug-2017 16.7771 14.6701 13.1325 26.92790 0.6798 1.257969 3.574660 30-Sep-2017 16.8769 14.8080 13.1331 27.08473 0.7137 1.260878 3.574826 31-Oct-2017 17.0262 14.9686 13.2037 26.04809 0.7131 1.266297 0.370594 30-Nov-2017 17.1997 15.1395 13.3004 25.24517 0.7109 1.272914 0.373647 31-Dec-2017 17.2381 15.1781 13.2813 27.22097 0.7657 1.272319 0.373836 31-Jan-2018 17.1998 15.1490 13.1816 29.27402 0.786565 1.268419 3.5876147 28-Feb-2018 17.1465 15.1057 13.0761 30.26381 0.829459 1.264423 3.5590007

CONTACT INFORMATION

Darren Hele

Chief Executive Officer +27 11 651 5812

Lebo Ntlha

Group Financial Director +27 11 847 6491

Instinctif Partners

Investor Relations +27 11 447 3030

Ian Isdale

Company Secretary +27 11 847 6394

email

investorrelations@famousbrands.co.za

This presentation contains forward looking statements about the company’s operations and financial position, which reflect the Company’s bona fide expectations at the date of this presentation. They are based on best estimates and expectations. Actual performance may differ materially from the current estimates and expectations and thus may prove to be inaccurate. Caution should be exercised in placing any undue reliance on this information as unanticipated events will occur and actual future performance may differ materially from current expectations. Famous Brands assumes no obligation to update or revise any forward looking statements other than may be required by legislation and/or regulation and assumes no responsibility whatsoever for any loss or damage as a result of any reliance placed on the forward looking statements.

DISCLAIMER