Mitchells & Butlers plc – Annual report – 27 September 2025
Industry: leisure
Directors’ report (extract)
Employment policies
The Group employed an average of 50,559 people in FY 2025 (FY 2024 50,455). Through its diversity and equality policy, the Company seeks to ensure that every employee, without exception, is treated equally and fairly and that all employees are aware of their responsibilities. The Company takes harassment of any type very seriously and has introduced training for all employees that clearly outlines the Company’s expectations, and what employees should do if they are subject to, or a witness of, harassment of any type. This training also explains the importance of diversity and inclusion in the workplace and supports our broader DEI agenda.
Employment of disabled persons
Our policies and procedures fully support our disabled colleagues. We take active measures to do so via:
- a robust reasonable adjustment policy;
- disability-specific online resources (accessible via the Group’s online recruitment system); and
- processes to ensure colleagues are fully supported.
The Group is responsive to the needs of its employees. As such, should any employee of the Group become disabled during their time with us, we will actively retrain that employee and make reasonable adjustments to their working environment where possible, in order to keep the employee with the Group. It is the policy of the Group that the recruitment, training, career development and promotion of disabled persons should, as far as possible, be identical to that of other employees.
Employee engagement
Mitchells & Butlers engages with its employees on a regular basis and in a number of ways to suit their different working patterns and this is discussed further in the Report on Directors’ remuneration on page 98. Engagement includes:
- line manager briefings;
- communications forums and roadshows held by functions or brands across the Company;
- a dedicated intranet for the Retail Support Team and Retail Management;
- ‘Mable’, the Mitchells & Butlers online learning platform;
- email news alerts;
- focus groups;
- weekly bulletins – specifically targeted at retail house managers and mobile workers; and
- employee social media groups.
Details of the financial and economic factors affecting the performance of the Company are shared with all employees at the appropriate time using the methods listed above. In line with the requirements of the 2018 Code, the Board agreed that Dave Coplin will act as a link to the Board for employees in order to strengthen the ‘employee voice’ at the Board. This involves attending employee forums, focus groups and providing feedback on values and behaviours, employee development and upskilling and ensuring that feedback is listened to and acted upon where appropriate.
As part of this role, Dave Coplin uses the insight he has gained to provide the Board with an employee perspective across a range of issues, which the Board considers to be very valuable. Dave meets regularly with senior members of the Human Resources team and is also supporting the business in how it may utilise technology to better communicate with employees. In addition, as a member of the Remuneration Committee his insight is also very helpful in the context of Executive pay.
Updates on employee matters are normally presented to the Remuneration Committee or Board at least twice a year and cover a wide range of issues. Over the course of FY 2025 these updates have focused on employee engagement and specifically detailed feedback from the two engagement surveys held during the year, the forthcoming Employment Rights Bill and its implications for the business, the introduction of a new employee communications app and progress updates on the implementation of a new HR and Payroll system, due in 2026.
The Remuneration Committee is also informed where significant changes are proposed to employment conditions and policies elsewhere in the Group, or if there are important employee-related projects underway. More detail on how the Remuneration Committee takes into account wider workforce polices and the views of employees in relation to Executive pay can be found on page 108.
We provide opportunities for employees to give their feedback to the Company in a number of ways, from team or shift meetings in pubs, bars and restaurants and engagement surveys for all employees to the Mitchells & Butlers Business Forum. Business Forum representatives collect questions from employees across the Company and put them to members of the Executive Committee. The questions and answers are communicated to employees.
‘Hospitality With Heart’ – Our Employee Value Proposition
‘Hospitality With Heart’ is an evolution of the promise we make to our teams. It enables us to clearly differentiate what it means to work with Mitchells & Butlers. Pay is of course important to all in the current climate, but our research and employee feedback show that people value much more than just pay. What sets us apart is the way we combine rewarding careers with a culture that truly cares for our people, guests, and communities.
Hospitality With Heart reflects what our employees told us they value most about working with us – a place where they can thrive, belong, and be proud of the difference they make every day.
The six core components of Hospitality With Heart:
- A sense of pride, purpose & belonging: We foster a culture of inclusion, respect, and allyship, so our teams take pride in creating memorable moments for millions of guests and feel a true sense of belonging in our local and national community.
- Flexibility: We understand that life doesn’t stop when work begins. Where possible, we offer flexible working arrangements so our people can balance their commitments inside and outside of work.
- Fair Reward: We believe hard work should be recognised. Alongside competitive pay, we provide benefits and rewards that reflect the value our people bring.
- A Fun & Friendly environment: Hospitality is about people, and we work hard to create an atmosphere where teams enjoy themselves, feel supported, and can bring their personality to work every day.
- A Safe & Secure environment: The wellbeing of our teams is essential. We provide a safe, supportive workplace where people can feel confident and secure every day.
- Career progression: With structured training and opportunities to grow, we help our people develop skills for today and careers for tomorrow.
Why this matters
Recent history has shown how important it is to lead with care, flexibility, and understanding. Hospitality With Heart reflects what makes Mitchells & Butlers special – the pride our people feel, the support we give each other, and the memorable moments we create together. Hospitality With Heart is intended to be more than a just a simple statement. It and its core components shape the way we work together, look after one another, and ensure every guest has a great experience. By living this every day, we make Mitchells & Butlers a place where people want to join and want to stay.
Share ownership
Mitchells & Butlers is keen to encourage greater employee involvement in the Group’s performance through share ownership. It operates two HMRC approved all-employee plans, which are the Sharesave Plan (both the 2013 and 2023 versions) and the Share Incentive Plan (which includes Partnership shares). Further details on the plans are set out in the Report on Directors’ remuneration on pages 98 to 118.
The Company also operates three other plans on a selective basis, which are the Short Term Deferred Incentive Plan, the Restricted Share Plan and the Performance Share Plan.
During the year, the Company has remained within its headroom limits for the issue of new shares for share plans as set out in the rules of the above plans. The Company uses an employee benefit trust to acquire shares in the market when appropriate to satisfy share awards in order to manage headroom under the plan rules. A total of 2,000,000 shares were purchased by the employee benefit trust during FY 2025
Corporate governance statement (extract)
Employee wellbeing arrangements and workplace implications The Company has an established wellbeing strategy that encompasses five pillars of wellbeing: social, environmental, physical, mental and financial. Within these pillars there are a range of resources and tools available for line managers and employees to access, including:
- our employee assistance programme which is run by the Licensed Trade Charity. They operate a free, 24/7 confidential helpline and a website available to all employees;
- an online wellbeing centre that provides access to workout videos, nutritional advice, financial wellbeing tools and mindfulness and meditation videos and articles;
- financial wellbeing tools and support;
- mental health training available for all line managers, developed in conjunction with the Samaritans, to assist them in supporting their teams;
- wellbeing events which are now often held virtually and this will enable all employees to participate in various activities and workshops; and
- menopause awareness training for employees and line managers.
Strategic Report (extract)
Value creation story (extract)
FY 2025 highlights (extract)
Accounts examples 