REG - Greggs PLC - Inteim Results <Origin Href="QuoteRef">GRG.L</Origin> - Part 1

GreggsAnnouncement

29/07/2015 07:01

RNS Number : 3625U
Greggs PLC
29 July 2015
29 July 2015
INTERIM RESULTS FOR THE 26 WEEKS ENDED 4 JULY 2015
Greggs is the leading bakery food-on-the-go retailer in the UK, 
with almost 1,700 retail outlets throughout the country
A STRONG FIRST HALF
Financial highlights
 Total sales up 6.4% to 398m (2014: 374m*)
 Own shop like-for-like sales up 5.9% (2014: 3.2%)
 Prior year restructuring benefits contributed 2.4m year-on-year
 Pre-tax profit 25.6m (2014: 16.9m excluding exceptional items)
 Diluted earnings per share 19.5p (2014: 12.5p)
 Continued strong cash generation
 Ordinary interim dividend per share of 7.4p (2014: 6.0p)
 Special dividend of 20.0p paid on 17 July 2015
Operational highlights
 Continued growth in average transaction value and customer visits 
 Good results from sales initiatives:
- extension of "Balanced Choice" range
- further growth in breakfast sales
 Shop refurbishment programme progressing well:
- 118 refits and 12 caf conversions completed
 Return to net shop growth (44 new shops opened, 30 closures)
 1,664 shops trading at 4 July 2015
 Further efficiencies from change programme
* restated to reflect inclusion of recharged franchisee costs (see note 2)
"We have had a strong first half with good growth in sales reflecting improvements in our products and the reaction to our shop investment programme. Our offer of great tasting food-on-the-go is being well received by the consumer in market conditions that have remained favourable. In particular we have seen significant growth in breakfast sales as well as from the extension of our "Balanced Choice" range of sandwiches and flatbreads with fewer than 400 calories.
"With the shop refurbishment programme continuing to progress well and new additions to the product range including pizza slices, we are confident of delivering a year of good growth slightly ahead of our previous expectations."
- Roger Whiteside, Chief Executive
ENQUIRIES:
Greggs plc
Roger Whiteside, Chief Executive
Richard Hutton, Finance Director
Tel: 020 7796 4133 on 29 July only
 0191 281 7721 thereafter
Hudson Sandler
Wendy Baker / Alex Brennan
Tel: 020 7796 4133
An audio webcast of the analysts' presentation will be available to download later today at http://corporate.greggs.co.uk/results-centre
CHIEF EXECUTIVE'S REPORT
Financial performance
We continued to deliver a strong trading performance through the first half of the year. Our total sales for the 26 weeks to 4 July 2015 grew by 6.4 per cent to 398 million. Like-for-like sales in our own shops grew by 5.9 per cent over the same period and our franchised estate grew to 70 shops (28 June 2014: 39). Our focus on offering great tasting food-on-the-go and investing in our shop estate continued to drive growth in average transaction value and customer visits.
Operating margin benefited from the impact of strong like-for-like sales in the period and a 2.4 million year-on-year cost reduction as a result of last year's restructuring of our in-store bakeries and support operations. Most of this restructuring benefit has now annualised, with a further 0.6 million year-on-year benefit to come in the second half of 2015. Property disposals realised profits of 0.1 million in the period (2014: 1.4 million). Including these gains, operating profit was 25.6 million in the first half of the year (2014: 16.8 million, excluding exceptional items).
With no net finance income (2014: 0.1 million) pre-tax profit was 25.6 million (2014: 16.9 million before exceptional items). Diluted earnings per share for the period were 19.5 pence (2014: 12.5 pence before exceptional items).
Dividend
The Board has declared an interim dividend of 7.4 pence per share (2014: 6.0 pence). This is in line with our progressive dividend policy, which targets a full year ordinary dividend that is two times covered by earnings. The interim dividend will be paid on 2 October 2015 to those shareholders on the register at the close of business on 4 September 2015.
As announced at the time of our AGM a special dividend of 20.0 pence per share was paid on 17 July 2015. As a result the Board expects to maintain an appropriate net cash position over the rest of the year which allows for seasonality in the Group's working capital cycle.
Financial position
Capital expenditure during the first half was 31.3 million (2014: 20.4 million) with a continued strong performance from our investment in shop refurbishments and relocations. We expect capital expenditure in 2015 to be around 65 million (2014: 48.9 million) as we prioritise investment in our core estate (c. 40 million) and the upgrading of our process and systems platform (c. 8 million).
The Group continues to generate a strong cash flow and has maintained a robust financial position. Net cash inflow from operating activities in the period was 34.6 million (2014: 30.5 million). We ended the period with a cash balance of 41.4 million (28 June 2014: 21.8 million including 5.0 million invested in a short-term deposit). As noted above a special dividend of 20.2 million was paid following the end of the period.
Operational highlights
Whilst the food-on-the-go market overall remains highly competitive, we have shown that Greggs is a winning brand in this sector and can share in market growth. Trading conditions have remained favourable with low inflation boosting real incomes and helping us to keep our prices low. 
We have continued to make good progress in delivering the actions that support our strategic plan:
1. Great tasting fresh food
In the first half we have driven increased customer transaction numbers and higher average transaction values through our product initiatives and value deals. All of our food-on-the-go categories delivered like-for-like growth in the first half with sandwiches in particular benefiting from the range relaunch in June last year.
Our "Balanced Choice" range grew strongly with successful new additions including "no added sugar" drinks and new and improved salad options. All Balanced Choice products contain fewer than 400kcal and rate as either green or amber on the FSA traffic light system. Breakfast continues to be our fastest growing part of the day and we have successfully extended our breakfast menu, adding new porridge and breakfast sandwich options. These include a free-range egg option that has attracted the "Good Egg Award".
We continue to invest in the value of our food and drinks, and now offer "any savoury product plus a drink" for 2. This has quickly established itself alongside our 2 "sweet and drink" offer as a favourite with customers.
2. A great shopping experience
We have extended further the times at which our shops are available to customers with three quarters now open by 7am and more than two thirds open on Sundays. Our investment in operational planning systems is helping to ensure that we deliver great service by deploying the right level of staffing across the day and we have started to introduce new replenishment processes targeted at improving product availability.
We have also made good progress on the significant programme of investment in upgrading our estate. During the first 26 weeks we completed 118 shop refurbishments to our latest "bakery food-on-the-go" format and have commenced the conversion of our larger bakery cafs, with 12 completed in the first half. This is in line with our plan to update 200 to 220 shops during 2015.
The overall quality of our shop estate has continued to improve through our shop opening and closure programme and we have returned to net shop growth. We opened 44 new shops (including 25 franchise units) and closed 30 shops, giving a total of 1,664 shops (of which 70 are franchise units) trading at 4 July 2015. We expect shop numbers for the full year to increase by a net 20-30 shops overall.
3. Simple and efficient operations 
The first half result benefited from the restructuring of our in-store bakeries and support operations carried out in 2014. The year-on-year benefit of this was 2.4 million and a further 0.6 million benefit will accrue in the second half of 2015 as the impact of this annualises fully.
Our other ongoing structural cost reduction plans are progressing well and are on track to save 5-6 million in the year as a whole. Better processes around procurement and product management have delivered lower costs and reduced waste and we continue to consolidate production activity by focusing on centres of excellence in our supply chain.
The proposed increases to the minimum wage are likely to drive inflationary pressure in the broader sector over the coming years. We have consistently paid rates of pay above this level, with our standard rate for hourly-paid shop staff at 7.11, currently nine per cent higher than the national minimum wage. We are assessing the medium-term impact of further increases on our business.
4. Improvement through change
We are making good progress with the major overhaul of our processes and systems and remain on track to introduce new ways of working in central forecasting and replenishment and customer relations. Plans are also well advanced for the next major phase of change which will focus on core elements such as finance, purchasing and retail back office administration.
Keeping our people, communities and values at the heart of our business
We continue to invest in making Greggs a great place to work as well as a good neighbour to the communities in which we operate. In the first half of the year we were delighted to achieve a three-star rating in Business in the Community's Corporate Responsibility Index 2015.
In the current year we are making the donation of unsold food a major priority within our social responsibility plan. We work with a number of charities across the country, including over 150 smaller charities such as soup kitchens, food banks and shelters for homeless and vulnerable people. We also work in partnership with FareShare and The Trussell Trust who support hundreds of charities through their UK network. Several hundred of our shops now donate unsold food and we are looking to extend this.
Outlook
Our strong first half performance reflects improvements in our product offer and investment in our shops together with structural cost reductions. In the second half we will come up against progressively stronger sales comparatives. That said we have a strong pipeline of product initiatives, and market conditions are expected to remain favourable with ingredient cost deflation expected to continue for the balance of the year.
Overall, we expect to deliver a year of good growth, slightly ahead of our previous expectations, and further progress against our strategic plan.
 Roger Whiteside
Chief Executive
 29 July 2015
Greggs plc
Consolidated income statement
For the 26 weeks ended 4 July 2015
26 weeks ended
4 July 2015
26 weeks ended 28 June 2014
53 weeks ended 3 January 2015
Total
Excluding
exceptional
items
As restated
(see Note 2)
Exceptional
items
(see Note 5)
Total
As restated
(see Note 2)
Excluding
exceptional
items
As restated
(see Note 2)
Exceptional
items
(see Note 5)
Total
As restated
(see Note 2)
'000
'000
'000
'000
'000
'000
'000
Revenue
398,403
374,354
-
374,354
806,096
-
806,096
Cost of sales
(152,369)
(148,005)
(5,952)
(153,957)
(312,000)
(5,932)
(317,932)
Gross profit
246,034
226,349
(5,952)
220,397
494,096
(5,932)
488,164
Distribution and selling costs
(197,731)
(190,775)
-
(190,775)
(395,709)
(282)
(395,991)
Administrative expenses
(22,716)
(18,733)
(2,302)
(21,035)
(40,303)
(2,302)
(42,605)
Operating profit
25,587
16,841
(8,254)
8,587
58,084
(8,516)
49,568
Finance (expense) / income 
(6)
77
-
77
175
-
175
Profit before tax
25,581
16,918
(8,254)
8,664
58,259
(8,516)
49,743
Income tax
(5,501)
(4,229)
1,756
(2,473)
(13,997)
1,810
(12,187)
Profit for the period attributable to equity holders of the parent
20,080
12,689
(6,498)
6,191
44,262
(6,706)
37,556
Basic earnings per share 
20.0p
12.6p
(6.4p)
6.2p
44.0p
(6.6p)
37.4p
Diluted earnings per share 
19.5p
12.5p
(6.4p)
6.1p
43.4p
(6.6p)
36.8p
Greggs plc
Consolidated statement of comprehensive income
For the 26 weeks ended 4 July 2015
26 weeks ended
4 July 2015
26 weeks ended
28 June 2014
53 weeks ended
3 January 2015
'000
'000
'000
Profit for the period
20,080
6,191
37,556
Other comprehensive income
Items that will not be recycled to profit or loss:
Re-measurements on defined benefit pension plans
3,417
(3,097)
(8,575)
Tax on items taken directly to equity
(684)
619
1,715
Other comprehensive income for the period, net of income tax
2,733
(2,478)
(6,860)
Total comprehensive income for the period
22,813
3,713
30,696
Greggs plc
Consolidated balance sheet
as at 4 July 2015
4 July 2015
28 June 2014
3 January 2015
'000
'000
'000
ASSETS
Non-current assets
Intangible assets
6,838
1,467
4,721
Property, plant and equipment
270,271
260,468
262,719
Deferred tax asset
1,621
-
-
278,730
261,935
267,440
Current assets
Inventories
16,033
15,334
15,290
Trade and other receivables
26,443
25,427
26,091
Asset held for sale
6,500
7,000
6,500
Cash and cash equivalents
41,361
16,780
43,615
Other investments
-
5,000
10,000
90,337
69,541
101,496
Total assets
369,067
331,476
368,936
LIABILITIES
Current liabilities
Trade and other payables
(85,714)
(78,819)
(89,954)
Current tax liabilities
(6,544)
(2,725)
(8,056)
Dividends payable
(20,161)
-
-
Provisions
(5,063)
(4,378)
(4,109)
(117,482)
(85,922)
(102,119)
Non-current liabilities
Other payables
(6,321)
(6,815)
(6,555)
Defined benefit pension liability
(5,254)
(3,041)
(8,518)
Deferred tax liability
-
(7,599)
(2,539)
Long term provisions
(1,483)
(2,381)
(2,502)
(13,058)
(19,836)
(20,114)
Total liabilities
(130,540)
(105,758)
(122,233)
Net assets
238,527
225,718
246,703
EQUITY
Capital and reserves 
Issued capital
2,023
2,023
2,023
Share premium account
13,533
13,533
13,533
Capital redemption reserve
416
416
416
Retained earnings
222,555
209,746
230,731
Total equity attributable to equity holders of the parent
238,527
225,718
246,703
Greggs plc
Consolidated statement of changes in equity
For the 26 weeks ended 4 July 2015
26 weeks ended 28 June 2014
Issued capital
Share
premium
Capital
redemption
reserve
Retained
earnings
Total
'000
'000
'000
'000
'000
Balance at 29 December 2013
2,023
13,533
416
220,205
236,177
Profit for the period
-
-
-
6,191
6,191
Other comprehensive income
-
-
-
(2,478)
(2,478)
Total comprehensive income for the period
-
-
-
3,713
3,713
Transactions with owners, recorded 
directly in equity
Sale of own shares
-
-
-
4,354
4,354
Purchase of own shares
-
-
-
(5,137)
(5,137)
Share-based payments
-
-
-
267
267
Dividends to equity holders
-
-
-
(13,656)
(13,656)
Total transactions with owners
-
-
-
(14,172)
(14,172)
Balance at 28 June 2014
2,023
13,533
416
209,746
225,718
53 weeks ended 3 January 2015
Issued capital
Share
premium
Capital
redemption
reserve
Retained
earnings
Total
'000
'000
'000
'000
'000
Balance at 29 December 2013
2,023
13,533
416
220,205
236,177
Profit for the financial year
-
-
-
37,556
37,556
Other comprehensive income
-
-
-
(6,860)
(6,860)
Total comprehensive income for the year
-
-
-
30,696
30,696
Transactions with owners, recorded 
directly in equity
Sale of own shares
-
-
-
5,257
5,257
Purchase of own shares
-
-
-
(7,873)
(7,873)
Share-based payments 
-
-
-
529
529
Dividends to equity holders
-
-
-
(19,570)
(19,570)
Tax items taken directly to reserves
-
-
-
1,487
1,487
Total transactions with owners
-
-
-
(20,170)
(20,170)
Balance at 3 January 2015
2,023
13,533
416
230,731
246,703
26 weeks ended 4 July 2015
Issued capital
Share
premium
Capital
redemption
reserve
Retained
earnings
Total
'000
'000
'000
'000
'000
Balance at 4 January 2015
2,023
13,533
416
230,731
246,703
Profit for the period
-
-
-
20,080
20,080
Other comprehensive income
-
-
-
2,733
2,733
Total comprehensive income for the period
-
-
-
22,813
22,813
Transactions with owners, recorded 
directly in equity
Sale of own shares
-
-
-
3,648
3,648
Purchase of own shares
-
-
-
(4,078)
(4,078)
Share-based payments
-
-
-
1,218
1,218
Dividends to equity holders
-
-
-
(36,251)
(36,251)
Tax items taken directly to reserves
-
-
-
4,474
4,474
Total transactions with owners
-
-
-
(30,989)
(30,989)
Balance at 4 July 2015
2,023
13,533
416
222,555
238,527
Greggs plc
Consolidated statement of cash flows
For the 26 weeks ended 4 July 2015
26 weeks ended
4 July 2015
26 weeks ended
28 June 2014
53 weeks ended
3 January 2015
'000
'000
'000
Operating activities
Cash generated from operating activities (see page 10)
41,968
35,133
108,552
Income tax paid
(7,383)
(4,603)
(11,462)
Net cash inflow from operating activities
34,585
30,530
97,090
Cash flows from investing activities
Acquisition of property, plant and equipment
(27,847)
(20,471)
(44,456) 
Acquisition of intangible assets
(2,882)
(455)
(3,809)
Proceeds from sale of property, plant and equipment
263
1,966
2,231
Interest received
147
77
173
Redemption / (acquisition) of other investments
10,000
(2,000)
(7,000)
Net cash outflow from investing activities
(20,319)
(20,883)
(52,861)
Cash flows from financing activities
Sale of own shares
3,648
4,354
5,257
Purchase of own shares
(4,078)
(5,137)
(7,873)
Dividends paid
(16,090)
(13,656)
(19,570)
Net cash outflow from financing activities
(16,520)
(14,439)
(22,186)
Net (decrease) / increase in cash and cash equivalents
(2,254)
(4,792)
22,043
Cash and cash equivalents at the start of the period
43,615
21,572
21,572
Cash and cash equivalents at the end of the period
41,361
16,780
43,615
Greggs plc
Consolidated statement of cash flows (continued)
For the 26 weeks ended 4 July 2015
Cash flow statement - cash generated from operations
26 weeks ended
4 July 2015
26 weeks ended
28 June 2014
53 weeks ended
3 January 2015
'000
'000
'000
Profit for the period
20,080
6,191
37,556
Amortisation
208
-
100
Depreciation
19,265
18,221
37,463
Impairment
(112)
55
414
Loss on sale of property, plant and equipment
2,054
482
3,576
Release of government grants
(234)
(233)
(473)
Share based payment expenses
1,218
267
529
Finance expense / (income)
6
(77)
(175)
Income tax expense
5,501
2,473
12,187
(Increase) / decrease in inventories
(743)
71
115
Increase in debtors
(352)
(415)
(1,079)
(Decrease) / increase in creditors
(4,858)
6,700
17,089
(Decrease) / increase in provisions
(65)
1,398
1,250
Cash generated from operating activities
41,968
35,133
108,552
Notes
1. Basis of preparation and accounting policies
The condensed accounts have been prepared for the 26 weeks ended 4 July 2015. Comparative figures are presented for the 26 weeks ended 28 June 2014. These condensed accounts have been prepared in accordance with IAS 34 Interim Financial Reporting as adopted by the EU. They do not include all the information required for full annual accounts, and should be read in conjunction with the Group accounts for the 53 weeks ended 3 January 2015.
These condensed accounts are unaudited and were approved by the Board of Directors on 29 July 2015.
The comparative figures for the 53 weeks ended 3 January 2015 are not the Company's statutory accounts for that financial year. Those accounts have been reported on by the Company's auditor and delivered to the Registrar of Companies. The report of the auditors was (i) unqualified, (ii) did not include a reference to any matters to which the auditor drew attention by way of emphasis without qualifying their report; and (iii) did not contain a statement under section 498(2) or (3) of the Companies Act 2006.
The Group continues to have strong operational cashflows and the Directors are of the view that the Group has sufficient funds available to meet its foreseeable working capital requirements. The Directors have concluded therefore that the going concern basis remains appropriate.
The accounting policies applied by the Group in these condensed accounts are the same as those applied by the Group in its consolidated accounts for the 53 weeks ended 3 January 2015 other than those disclosed in note 2. 
2. Changes in accounting policies
From 4 January 2015 the following standards, amendments and interpretations were adopted by the Group:
 Defined Benefit Plans: Employee Contributions - Amendments to IAS 19 
 Annual Improvements to IFRSs - 2010-2012 Cycle 
 Annual Improvements to IFRSs - 2011-2013 Cycle 

The adoption of the above has not had a significant impact on the Group's profit for the period or equity.
During the current period the Group has continued to expand its franchise operations. Certain of these arrangements include up-front payments from franchisees receivable in respect of the capital fit-out of the franchise operators' shops. Due to these up-front payments becoming material in the period, the Directors have reconsidered the application of IAS 18 to these specific transactions. They have now determined that the Group is acting as a principal in these transactions whilst previously these had been presented as if they were acting as agents. The prior period figures have been restated for this change in presentation. For the 26 weeks ended 28 June 2014 both turnover and cost of sales have increased by 1,563,000 and for the 53 weeks ended 3 January 2015 by 2,135,000. There is no impact on profit, balance sheet of cash flows for this change in presentation.
3. Principal risks and uncertainties
The Directors consider that the principal risks and uncertainties which could have a material impact on the Group's performance in the remaining 26 weeks of the financial year remain substantially the same as those stated on pages 24 to 26 of our Annual Report and Accounts for the 53 weeks ended 3 January 2015, which are available on our website www.greggs.co.uk
4. Operating segment
The Board has considered the requirements of IFRS 8: Operating Segments, and concluded that, as there is still only one reportable segment whose revenue, profits, assets and liabilities are measured and reported on a consistent basis with the Group accounts, no additional numerical disclosures are necessary. 
5. Exceptional items
26 weeks ended
4 July 2015
26 weeks ended
28 June 2014
53 weeks ended
3 January 2015
'000
'000
'000
Cost of sales
Closure of in-store bakeries 
- redundancy and disruption costs
-
3,210
3,190
- loss on disposal of assets
-
664
664
- dilapidations
-
2,078
2,078
________
________
________
5,952
5,932
Distribution and selling
 Shop asset impairment 
-
-
(149)
 Onerous leases
-
-
431
________
________
________
-
-
282
Administrative expenses
 Restructuring of support functions
-
2,302
2,302
________
________
________
Total exceptional items
-
8,254
8,516
=======
=======
=======
Closure of in-store bakeries
The charge arose from the decision to consolidate the Company's in-store bakeries into its regional bakery network and comprise of redundancy costs, disruption costs arising on the transfer of production from stores to regional bakeries, asset write-offs and the costs of making good the shops (dilapidations) as bakery equipment is removed.
Shop impairment and onerous leases
The charges arose from the decision to focus on reshaping the Group's existing estate through closure and resite of shops and withdrawal from the Greggs moment brand.
Restructuring of support functions
The charge related to the redundancy costs incurred in respect of restructuring within the support functions.
6. Defined benefit pension scheme
The valuation of the defined benefit pension scheme for the purposes of IAS 19 (Revised) as at 3 January 2015 has been updated as at 4 July 2015 and the movements have been reflected in these condensed accounts.
7. Taxation
The taxation charge for the 26 weeks ended 4 July 2015 and 28 June 2014 is calculated by applying the Directors' best estimate of the annual effective tax rate to the profit for the period.
8. Earnings per share
26 weeks ended
4 July 2015
26 weeks ended 28 June 2014
53 weeks ended 3 January 2015
Total
Excluding
exceptional
items
Exceptional
items
(see note 5)
Total
Excluding
exceptional
items
Exceptional
items
(see note 5)
Total
'000
'000
'000
'000
'000
'000
'000
Profit for the period attributable to equity holders of the parent
20,080
12,689
(6,498)
6,191
44,262
(6,706)
37,556
Basic earnings per share 
20.0p
12.6p
(6.4p)
6.2p
44.0p
(6.6p)
37.4p
Diluted earnings per share 
19.5p
12.5p
(6.4p)
6.1p
43.4p
(6.6p)
36.8p
Weighted average number of ordinary shares
26 weeks ended
4 July 2015
26 weeks ended
28 June 2014
53 weeks ended
3 January 2015
Number
Number
Number
Issued ordinary shares at start of period
101,155,901
101,155,901
101,155,901
Effect of own shares held
(622,625)
(700,263)
(638,815)
Weighted average number of ordinary shares during the period
100,533,276
100,455,638
100,517,086
Effect of share options on issue
2,681,435
1,163,700
1,517,722
Weighted average number of ordinary shares (diluted) during the period
103,214,711
101,619,338
102,034,808
Issued ordinary shares at end of period
101,155,901
101,155,901
101,155,901
9. Dividends
The following tables analyse dividends when payable and the year to which they relate:
Dividend declared
26 weeks ended
4 July 2015
26 weeks ended
28 June 2014
53 weeks ended
3 January 2015
Pence per share
Pence per share
Pence per share
2013 final dividend 
-
13.5p
13.5p
2014 interim dividend 
-
-
6.0p
2014 final dividend 
16.0p
-
-
2015 special dividend
20.0p
-
-
36.0p
13.5p
19.5p
26 weeks ended
4 July 2015
26 weeks ended
28 June 2014
53 weeks ended
3 January 2015
'000
'000
'000
Total dividend recognised in period
2013 final dividend
-
13,555
13,530
2014 interim dividend
-
-
6,040
2014 final dividend
16,090
-
-
2015 special dividend
20,161
-
-
36,251
13,555
19,570
Dividend proposed at period end and not included as a liability in the accounts
2014 interim dividend (6.0p per share)
-
6,034
-
2014 final dividend (16.0 p per share)
-
-
16,056
2015 interim dividend (7.4p per share)
7,462
-
-
7,462
6,034
16,056
The 2015 special dividend was announced on 29 April 2015 and shares in Greggs plc traded ex-dividend from 18 June 2015. The dividend was paid on 17 July 2015. The liability of 20,161,000 in respect of this dividend is recorded in the balance sheet at 4 July 2015 as it could not realistically have been cancelled after the ex-dividend date.
The proposed interim dividend is not payable until 2 October 2015 and the associated ex-dividend date is 3 September 2015. As both of these dates fall after the balance sheet date, the interim dividend has not been included as a liability in the accounts at 4 July 2015.
10. Related party transactions
There have been no related party transactions in the first 26 weeks of the current financial year which have materially affected the financial position or performance of the Group.
Related parties are consistent with those disclosed in the Group's Annual Report and Accounts for the 53 weeks ended 3 January 2015. 
11. Half year report
The condensed accounts were approved by the Board of Directors on 29 July 2015. They will be available on the Company's website, www.greggs.co.uk.
12. Statement of Directors' responsibilities
The Directors named below confirm on behalf of the Board of Directors that to the best of their knowledge:
 the condensed set of accounts has been prepared in accordance with IAS 34 Interim Financial Reporting as adopted by the EU;
 the interim management report includes a fair review of the information required by:
(a) DTR4.2.7R of the Disclosure and Transparency Rules, being an indication of important events that have occurred during the first 26 weeks of the financial year and their impact on the condensed set of accounts; and a description of the principal risks and uncertainties for the remaining 26 weeks of the year; and
(b) DTR4.2.8R of the Disclosure and Transparency Rules, being related party transactions that have taken place in the first 26 weeks of the financial year and that have materially affected the financial position or performance of the Group during the period; and any changes in the related party transactions described in the last annual report that could do so.
The Directors of Greggs plc are listed in the Annual Report and Accounts for the 53 weeks ended 3 January 2015. There have been no changes since the approval of the Annual Report and Accounts:
For and on behalf of the Board of Directors
Roger Whiteside Richard Hutton

This information is provided by RNS
The company news service from the London Stock Exchange
  END
IR LLFIDDSITFIE