Sales Growth and Market Share Gain
Total sales up almost 7% in FY2025; company-managed like-for-like +2.4% and franchise system sales like-for-like +4.3%. Greggs increased market share of visits by 0.5 percentage points to 8.6% while overall market visits declined just over 3%.
Strong Operating Cash Generation and Maintained Dividend
Operating cash inflow of GBP 273m (around +4–4.5% vs 2024). Net cash position reported GBP 46m (supported by a GBP 25m draw on the RCF during year) and total available liquidity GBP 146m. Ordinary dividend maintained at 69p (final 50p) with ~2x earnings cover.
Strategic CapEx Investment with Clear De‑risking Path
CapEx peaked at GBP 287m in 2025, including GBP 147m in supply chain investment. Guidance shows reduced CapEx to ~GBP 200m in the current year and GBP 150–170m from 2027 onwards, creating a growing free‑cash generation gap to fund returns to shareholders.
Cost Saving and Operational Efficiency Progress
Delivered ~GBP 13m of cost reductions in 2025 (best year ever for savings). Implemented workforce planning, tillware, automated shop tasks and supply chain optimizations to improve productivity. Management expects headline cost inflation to ease from 5.6% (2025) to ~3% (2026) and wage inflation from ~8% to ~4%.
Estate Expansion and Strong New Shop Economics
Targeting ~120 net new shops in 2026 (similar to 2025). 53% of 2025 openings were in catchments with no Greggs within a mile; measured sales transfer from existing shops <5% and appraisals suggest target cash returns of ~25% (mature ROI >30%) typically after 2–3 years.
Channel and Digital Momentum
App adoption: over 26% of transactions scanned via the app and ~2m new app downloads in the year. Delivery now ~6.8% of mix; evening daypart growth to 9.4% of sales. Grocery partnerships expanded (Iceland range, Tesco rollout into ~1,900 Express stores) providing incremental channels and higher basket sizes.
ROCE Target and Clear Recovery Levers
Reported ROCE 16% for 2025; management reiterates long‑term ROCE ambition of ~20% and sets out levers to restore it (estate growth, disciplined capital allocation, cost & productivity initiatives, and leveraging supply‑chain capacity).