Mission Statement, Vision, & Core Values (2026) of Mitchells & Butlers plc.

From its roots in 1898 to its current status as a FTSE 250 operator of household names like All Bar One, Harvester and Toby Carvery, Mitchells & Butlers plc runs approximately 1,784 managed pubs, bars and restaurants across the UK, supported by a workforce of over 44,000 team members committed to its mission to be the host of life's memorable moments; that mission and the company's vision to foster guest loyalty through quality, choice, service and value are driven by the PRIDE values-Passion, Respect, Innovation, Drive and Engagement-and are reflected in strong recent performance, including a reported adjusted pre-tax profit of £246 million in the year to 27 September 2025 (a 16.5% increase), even as the business plans to manage rising operating pressures with projected costs rising to £130 million in 2026 from £100 million in 2025 to support venue refurbishments and service investment.

Mitchells & Butlers plc (MAB.L) - Intro

• Mitchells & Butlers plc (M&B) operates approximately 1,784 managed pubs, bars and restaurants across the UK, including All Bar One, Harvester and Toby Carvery.
• Founded in 1898 and headquartered in Birmingham, England, M&B is listed on the London Stock Exchange and is a constituent of the FTSE 250 Index.
• The company serves millions of customers annually and employs over 44,000 people nationwide.

• Deliver exceptional food, drink and service experiences across accessible and well-invested venues.
• Create welcoming spaces that drive repeat customer visits and long-term brand loyalty.
• Generate sustainable shareholder returns while supporting colleagues and communities.

• Be the UK's leading operator of eating and drinking destinations, marked by consistent quality, strong brand differentiation and operational excellence.
• Drive growth through venue investment, digital engagement and a resilient, cost-efficient operating model.

• Customer first - prioritising hospitality and consistent experience.
• People powered - investing in colleague development, safety and wellbeing.
• Quality & consistency - maintaining brand standards across the estate.
• Commercial discipline - focusing on margin, cash generation and returns.
• Community & sustainability - reducing environmental impact and supporting local areas.

• Refurbishment programme: targeted reinvestment to refresh estate, increase covers and uplift AUVs (average unit volumes).
• Cost management: active measures to mitigate inflationary pressures while protecting experience.
• Brand portfolio management: optimise mix of wet-led, food-led and late-night venues to match demand.
• Digital & loyalty: expand digital ordering, booking and CRM capabilities to drive frequency.

• Adjusted pre-tax profit and adjusted EBITDA margins.
• Average unit volume (AUV) by brand and concept.
• Like-for-like sales growth and covers per week.
• Net debt and cash generation to support capex and dividends.
• Colleague retention, training hours and safety incident rates.

• Refurbishment-led footfall growth: targeted site investment to lift covers and spend per head.
• Cost inflation management: projected total additional costs rising from £100m in 2025 to £130m in 2026, requiring efficiency measures and price/offer optimisation.
• Estate rationalisation and brand focus to improve returns on capital.

• For a detailed financial analysis and investor-focused breakdown, see: Breaking Down Mitchells & Butlers plc Financial Health: Key Insights for Investors

Mitchells & Butlers plc (MAB.L) - Overview

• M&B's mission is to be the host of life's memorable moments, bringing people and communities together through great experiences.
• Creates environments for relaxed, memorable meals and drinks across casual dining, pubs and destination restaurants.
• Emphasises quality service and customer satisfaction as core to competitive differentiation.
• Focuses on community engagement to foster belonging and repeat visitation.
• Guides strategic priorities to build a strong, efficient business that delivers great experiences for team members and guests.

• Brand portfolio management - focusing investment behind highest-return sites and formats to maximise guest occasions.
• Operational consistency - standardising service, food and drink quality to deliver the "memorable moments" promise at scale.
• Team development - training, retention and culture programmes to equip colleagues to deliver guest experiences.
• Community and local engagement - programming, offers and partnerships that deepen local loyalty.
• Sustainability and responsible operations - balancing community role with environmental and regulatory responsibilities.

• Guest satisfaction metrics - NPS and guest feedback used to shape menu, service and format changes.
• Commercial metrics - like sales per site, cover counts and average spend per head to track experience-led growth.
• Cost and efficiency targets - operational productivity to reinvest in guest experience and colleague pay/training.
• Community metrics - local engagement programmes, charity partnerships and events to build footfall and loyalty.

• The mission has historically underpinned M&B's evolution from a large managed pub operator into a multi-brand hospitality platform focused on value, experience and neighbourhood scale.
• Investment choices (refurbishments, brand rollouts, and site optimisation) are prioritised where they best deliver memorable guest moments and sustainable returns.

Mitchells & Butlers plc (MAB.L) - Mission Statement

• Guest loyalty through memorable experiences: designing visits that encourage repeat footfall and longer dwell time.
• Quality, choice, service and value: balancing menu innovation, consistent service standards, and accessible pricing to meet diverse guest needs.
• Venue of choice position: ensuring broad appeal across casual dining, pubs and bars to capture occasions from everyday meals to celebrations.
• Innovation and excellence: continuous adaptation of formats, digital engagement, and menu development to stay ahead in the UK informal eating-out sector.

• Customer metrics emphasized: repeat-visit rates, average spend per head, and loyalty-program engagement.
• Operational KPIs aligned to vision: guest satisfaction scores (e.g., NPS), table turnover, and margin per outlet.
• Investment focus: kitchen standards, drink range breadth, outdoor/comfort-led refurbishments and digital booking/ordering capabilities.

Mitchells & Butlers plc (MAB.L) - Vision Statement

• Passion - Proud heritage and service excellence across approximately 1,700 managed pubs and restaurants, instilling pride across a workforce of about 44,000 team members.
• Respect - Inclusive culture where colleagues and guests have a voice; policies and training focus on safety, wellbeing and diversity at every site.
• Innovation - Continuous product, menu and experience innovation; emphasis on sustainability initiatives (energy efficiency, waste reduction and responsible sourcing) to meet evolving consumer and regulatory expectations.
• Drive - Empowered local leadership and teams who execute commercial initiatives, margin improvement and guest experience enhancements.
• Engagement - Deep local engagement with guests to align offerings to regional tastes and drive repeat visits, supported by digital loyalty and reservation data.

• Guest experience: Net Promoter Score / guest satisfaction improvements per site; repeat-visit rates.
• Operational performance: Like-for-like sales growth, margin expansion, and cost-efficiency metrics (food & beverage COGS, labour productivity).
• People & culture: Employee engagement scores, training completion rates, colleague retention and hourly turnover.
• Sustainability: Energy consumption per site, food waste reduction targets, % of responsibly sourced ingredients.
• Innovation & digital: Growth in online reservations, loyalty membership adoption and digital sales percentage.

• Brand portfolio optimization: Tailor experiences across diverse formats (casual dining, community pubs, destination restaurants) to maximize revenue per site.
• Capital allocation: Reinvest in high-return refurbishments, selective new openings, and technology that drives operational leverage.
• Cost discipline and procurement scale: Centralised buying and menu engineering to protect margins amid inflationary pressures.
• Sustainability as value driver: Reduce energy and waste costs, meet consumer ESG expectations, and lower regulatory risk.
• Data-led localisation: Use guest and sales data to refine offers and promotions at the site level, increasing conversion and spend per head.