.

Investec Buy 606.50 550.00 660.00 Retains

Pre-Close Statement

Current trading

For the 11 weeks to 14 July 2013, like-for-like sales increased by 3.5% and total sales increased by 6.2% - a better than expected performance. In the year to date (50 weeks to 14 July 2013), like-for-like sales increased by 6.0%, and total sales increased by 9.2%.

The operating margin was 9.5% in the 11 weeks to 14 July 2013, including some one-off benefits, and 8.7% in the year-to-date (50 weeks to 14 July 2013). We view the year-to-date margin as a possible indicator for the future, if we were to achieve reasonable sales growth.

Property

The Company has opened 29 new pubs and sold three since the start of the financial year. In our final results announcement, we intend to provide an update on any impairment and onerous lease provisions. It is our present intention to open around 30 pubs in the following financial year.

Financial position

The Company remains in a sound financial position.

Outlook

As previously indicated, the company warmly welcomes the reduction in beer duty announced in the March budget (but overall excise duty increased). However, the late night levy, machine gaming duty and business rates taxes have increased, as well as pension costs (see note 6). Continued progress in sales will be required in order to overcome these costs.The biggest dangers to the pub industry are the VAT disparity between supermarkets and pubs and the continuing imposition of stealth taxes.

We are now on track to achieve a slightly better outcome (before any exceptional items) for the current financial year than previously anticipated.

Bottoms up!

Jefferies International Buy 750.00 750.00 600.00 850.00 Reiterates

Citigroup Neutral 0.00 750.00 - 765.00 Retains

JP Morgan Cazenove Neutral 0.00 750.00 520.00 725.00 Upgrades

Morgan Stanley Equal weight 769.50 - 710.00 Reiterates

Preliminary Results

FINANCIAL HIGHLIGHTS


52 weeks to 28 July 2013

Before exceptional items
52 weeks to 28 July 2013 Excluding week 53
● Revenue £1,280.9m (2012: £1,197.1m)
+7.0%
+9.3%
● Like-for-like sales
+5.8%
● Operating profit £111.3m (2012: £107.3m)
+3.7%
+6.0%
● Profit before tax and exceptional items £76.9m (2012: £72.4m)
+6.3%
+8.8%
● Earnings per share (excluding shares held in trust) 46.8p (2012: 41.3p)
+13.3%
● Earnings per share (including shares held in trust) 44.8p (2012: 39.8p)
+12.6%
● Full year dividend 12.0p (2012: 12.0p)
Maintained

After exceptional items

● Operating profit £91.5m (2012: £93.8m)
-2.5%
● Profit before tax £57.1m (2012: £58.9m)
-3.0%
● Basic earnings per share 38.3p (2012: 35.6p)
+7.6%

Interim Management Statement

JD Wetherspoon plc ('JD Wetherspoon' or the 'Company') announces its Interim Management Statement for the period up to 6 November 2013, incorporating the 13 week period to 27 October 2013, as required by the FCA's Disclosure and Transparency rules.

Current trading

In the first quarter (13 weeks to 27 October 2013), like-for-like sales increased by 3.7% and total sales by 7.6%.

The operating margin was 8.3%, approximately 0.3% lower than the same period in the last financial year, mainly due to increased labour, repairs, marketing and central overheads. The company believes that this increased expenditure will benefit the future performance of the business. The margin in the quarter is a possible indicator for this financial year, assuming we achieve reasonable sales growth.

Property

The Company opened 8 new pubs in the quarter and has 12 more under development. We now anticipate opening 40 to 50 pubs in total this year, slightly more than previously anticipated, helped by our increased bank facility and a number of recent acquisitions.

Financial position

There have been no significant changes in the Company's overall financial position, since the publication, on 11 October 2013, of the annual report and accounts for the year ended 28 July 2013.

Outlook

As previously indicated, the biggest danger to the pub industry is the VAT disparity between supermarkets and pubs. Since supermarkets pay almost no VAT in respect of food sales, whereas pubs pay 20%, supermarkets are able to subsidise their drinks' prices to the detriment of pubs, around 10,000 of which have closed in the last decade. It does not make economic or social sense for the government to favour powerful supermarkets with what amounts to a "tax break", especially since pubs generate so many more jobs, and so much more tax, per pint or meal, than supermarkets.

In spite of the continued pressure from costs and taxes, the company remains confident of a reasonable outcome for the current financial year.

Not as cheap as they used to be but I have no complaints with the service(which can be slow) and the barmen are friendly.

Have you seen the volume in this one today.

Huge.

Yes it is goldfinger doing well I expect this xmas.

Think Ill buy tomorrow Mitzy if present momentum carries.

good luck gf.

sp is clearly on the cusp of breaking into new all-time high ground ..... it looks to have tried today, but then slipped back to the key point

RED WTB and BLUE JDW

Pre-close Statement

J D Wetherspoon plc ('J D Wetherspoon' or the 'Company'), announces an update on current trading, before entering its closed period for its interim results, for the six months ending 26 January 2014, which are expected to be announced on 14 March 2014.

Current trading

For the first 12 weeks of the second quarter (to 19 January 2014), like-for-like sales increased by 6.7% and total sales by 10.6%. In the year to date (25 weeks to 19 January 2014), like-for-like sales increased by 5.2% and total sales increased by 9.0%.

We expect the operating margin (before any exceptional items), for the half year ending 26 January 2014, to be around 8.1%, 0.2% lower than the same period last year, due primarily to increased investment in a number of areas, for example, (IT, training and additional operating personnel) as we prepare for an increased number of pubs in the years ahead. We now estimate an operating margin (before any exceptional items) in the region of 8.1% to 8.3% for this financial year, assuming that we achieve reasonable sales growth.

We now anticipate a slightly higher corporation tax rate for this financial year, at around 27%, due to higher-than-expected non-qualifying capital expenditure.

Property

The Company has opened 18 new pubs so far this financial year and currently has 11 sites under development. In line with previous estimates, we intend to open approximately 40 to 50 pubs in the current financial year.

Financial position

In the period under review, the Company bought back 411,000 shares for cancellation, at a total cost of £2.9 million, at an average price of £6.98 per share. The Company also entered into agreements to fix the interest rates on part of its existing debt from July 2018 to July 2023 at rates which are lower than the average rate currently being paid (see note 4 below). There have been no significant changes in the Company's overall financial position since the publication, on 11 October 2013, of the annual report and accounts for the year ended 28 July 2013.

Outlook

As the Company has pointed out on previous occasions, the pub industry continues to pay far higher taxes than supermarkets do, mainly as a result of an unequal and unfair VAT and business rates burden. This tax inequality has greatly widened the pricing differential for beer and other products between the on and off trade. Approximately 10,000 pubs have shut down in the last decade, about 15% of the total, and these closures are certain to continue unless politicians and governments create a fair tax system. Since pubs generate much higher taxes and many more jobs per pint or per meal than supermarkets do, tax equality would be beneficial for the wider economy, as well as the pub industry.
We have highlighted the impact on our margin of the increased investment which we are making to prepare for an increased number of pubs and the continued pressure from taxes. Assuming reasonable sales growth, the Company is targeting a reasonable outcome for the current financial year.

Half Yearly Report

FINANCIAL HIGHLIGHTS





Ÿ Revenue £683.2m (2013: £626.4m) +9.1%
Ÿ Like-for-like sales +5.2%
Ÿ Operating profit £55.7m (2013: £52.1m) +7.0%
Ÿ Profit before tax & exceptional items £37.8m (2013: £34.8m) +8.5%
Ÿ Earnings per share 22.1p (2013: 20.0p) +10.5%
Ÿ Interim dividend 4.0p (2013: 4.0p) Maintained

After exceptional items


Ÿ Profit before tax £36.0m (2012: £34.8m) +3.2%

Ÿ Earnings per share 20.7p (2013: 20.0p) +3.5%

The problem also is the difference on tax between pubs and supermarkets. JD Wetherspoon webcast http://ift.tt/1l2vj5O.

PRE-CLOSE STATEMENT

J D Wetherspoon plc ('J D Wetherspoon' or the 'Company') announces a pre-close statement prior to the end of the current financial year on 27 July 2014. The preliminary results are due to be announced on 12 September 2014.

Current trading

For the 10 weeks to 6 July 2014, like-for-like sales increased by 4.9%, and total sales increased by 10.3%. In the year to date (49 weeks to 6 July 2014), like-for-like sales increased by 5.4%, and total sales increased by 9.8%. Sales have been slightly weaker during the World Cup.

The operating margin, in the 10 weeks to 6 July 2014, was 8.1%, in line with 8.1% year-to-date (49 weeks to 6 July 2014) - and the full year is now expected to be around this level. In the next financial year, we expect the operating margin to be in the region of 7.7% to 8.1%, subject to the level of like-for-like sales, the number of new openings and cost pressures.

Property

The Company has opened 40 new pubs and closed five since the start of the financial year. We have eight sites under development and, in line with our last update, intend to open around 45 pubs in the current financial year. Our plans are to open around 30-40 pubs in the following financial year.

Financial position

The Company has bought back 2,278,108 shares, at a total cost of £18.5 million, since the start of the financial year. There have been no other significant changes in the Company's overall financial position since the publication of the interim management statement on 7 May 2014.

Outlook

The major threat to the pub industry, as previously indicated, is the tax inequality between pubs and supermarkets, especially in respect of VAT and business rates. This inequality has less effect in more affluent parts of the country, as illustrated in frequent comments from pub companies and analysts about regional trading patterns, but is the main factor in pubs' closures in swathes of northern England, Scotland and south Wales, for example. A growing political realisation of the impact of the 10,000 pub closures in the last decade on high streets, employment, government revenues and community life has helped to reduce or reverse some harmful aspects of recent onerous legislation.

However, the impact of the coalition government's 'late night levy' is starting to take effect, with annual charges of up to about £4,000 per annum for pubs opening beyond midnight in Newcastle and Islington, for example.

Wetherspoon has decided to reduce opening hours from the current 1am to midnight on Fridays and Saturdays, at most of our affected pubs, as and when the levy is introduced or renewed - a retrograde step for pubs, which will have a positive impact on supermarkets, since they will benefit from earlier pub closures.

Although sales have slowed in recent weeks, the Company remains confident of a reasonable outcome in the current financial year.

Preliminary Results

Tim Martin's views on corporate governance....

RNS Number : 1677U

Wetherspoon (JD) PLC

13 October 2014

For immediate release

JD Wetherspoon plc

Press article

The following article first appeared in Propel on 13 October 2014 and is repeated to further its distribution. It represents the personal views of Tim Martin, chairman of JD Wetherspoon plc, and builds on comments he has made in the last two annual reports of JD Wetherspoon.

"

Breaking News - Opinion Special: Tim Martin criticises corporate governance

The ruinous absurdity of corporate governance by Tim Martin

Woof, woof! What's that at the boardroom door? Why, it's the dog that hasn't barked - until now. This corporate governance dog has surreptitiously devoured our major banks and pub companies and has moved on to make mincemeat of our biggest supermarkets. Like Frankenstein, the carnivorous canine has outgrown its corporate governance creators and is munching its way hungrily through our finest companies.

The dog has been lucky so far: corporate mayhem has been blamed on others. Gordon Brown mendaciously blamed bankers' troubles on sub-prime American loans. Others have blamed "hot money", the Bank of England or greedy and incompetent executives, perhaps forgetting that they were appointed through the governance system, which created the dog in the first place.

The travails of our biggest pub companies, for example, beset in recent years by various corporate catastrophes, have been lain at the door of the smoking ban or changing consumer tastes, rather than the governance industry itself. Supermarket troubles have been blamed on aggressive foreign companies, the internet and high prices, but the dog had not been identified, until recently, as the main source of the devastation.

However, the Tesco fiasco may have let the cat out of the bag. One of the greatest absurdities of the governance system is that you can comply with the rules and have, as many companies do, only two executives on the PLC board. If they fall out, or one leaves for any reason, you only have one, and if you're unlucky you may, like Tesco, end up with none, a dangerous void for a major company. In fact, only two or three executive directors is a dangerous void.

The far more widespread malaise though, under the radar until now, is that so-called compliant PLC boards are, in reality, highly inexperienced and unstable. The unholy combination of a majority of part-time non-executives, including the chairman, with a maximum of nine years' tenure, and CEOs who average only four or five institutionalises these weaknesses. A board led by part-timers, with a short-term chief executive, which has very little real contact or knowledge of the worlds of executives and customers, is really a sitting duck in the business jungle.

These weaknesses are compounded by a raft of other governance shibboleths: excessive emphasis on the role of shareholders (the 2012 Code refers to shareholders 63 times, employees three times and customers not at all); performance-based pay, which encourages over-borrowing in order to enhance earnings per share targets; the discouragement of CEOs becoming chairmen, exacerbating the short-term mindset of the former; autonomous board committees, manned by non-execs, operating as remote and detached satellites, clogging up company accounts with jargon-filled reports; remuneration committees which have legitimised huge pay increases; and audit committees which have effectively removed power from executives and have presided over financial Armageddon at our banks and other major companies.

The key to understanding the current problems, pointed out by journalists like Chris Blackhurst and Anthony Hilton, is that the pendulum of governance, designed to prevent Maxwell and Enron-style debacles, has swung too far the other way. The composition of the board of the Financial Reporting Council, which oversees governance, mirroring the non-executives on PLC boards, consists almost entirely of "City" types, with little experience of civvy street, let alone pub or supermarket companies. This aspect is exemplified by the appointment to update the rules of Lord Sharman formerly head of Ernst and Young and Tony Blair's main advocate for Britain to join the euro, whose financial judgement on the big issues is transparently deficient. The great and the good, les énarques, as the French say, have their role to play , but too much power has been ceded to them, to the serious detriment of corporate performance.

The nature and the tone of governance urgently need to change: if you have top CEOs like Stuart Rose at M&S or Simon Wolfson at Next, they should be encouraged, in due course, to become chairmen, subject to appropriate checks and balances. Executives should be properly represented on boards and should form a majority: the tail should not wag the dog. Performance-based pay should be consigned to the dustbin of history. There is no evidence that it does any good, and it often encourages perverse behaviour.

Britain's most senior judge, Lord Neuberger, who has seen many dogs in his day, recently said that the reaction of the authorities to failed regulation is often to produce more regulation, when what is needed is different regulation. Inexperienced yet compliant boards were intimately involved in the collapse of our banks, our pubs and our supermarkets. We now need a new system of regulation, which takes account of these factors.

Tim Martin is chairman and founder of JD Wetherspoon