Building on our proven track record, we are focused on generating long-term sustainable growth and returns.
We hold leading positions in the large but fragmented travel catering market and are well positioned to capitalise on the long term growth of passengers in the travel sector.
Find out more about structural trends, our strategy and the competitive strengths of our business in our Annual Report and Accounts.
Introducing SSP Group plc
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The markets in which we operate are fundamentally attractive
Air and rail travel markets will deliver long-term growth, albeit from a lower base, as the global economy recovers and an increasing proportion of the world’s population is willing and able to travel.
We expect the growth in our markets will be underpinned by longer-term trends that were evident prior to the pandemic, such as the trend towards increased eating out-of-home (including eating ‘on the move’) and investment in travel infrastructure and capacity expansion, in part supported by government policy.
Market value
c.£23bn
The approximate market value of the travel food and drink market pre-pandemic, with c.80% related to the airport sector and c.20% to the rail sector.
Air passenger growth
c.5-7%
Estimated air passenger annual growth rate between 2025-2030 in North America and Asia.
Rail passenger growth
c.2%
Estimated rail passenger annual growth rate between 2025-2030 in Europe.
Competitive advantages
Leading market positions
We have leading positions in some of the most attractive sectors of the travel food and beverage market, underpinned by our extensive brand portfolio (comprising our own brands and bespoke concepts as well as franchised local and global brands) and established
Competitive advantages
Food travel expertise
We provide a compelling proposition for both clients and customers based on our food travel expertise. This includes a deep understanding of what our customers are looking for, an extensive offering of brands and concepts to meet these needs, and a knowledge of how to operate in complex travel environments which are logistically demanding. Our deep understanding of travel food and beverage has enabled us to adapt our operating model so that we can operate our units at lower passenger levels whilst still ensuring a great customer experience.
Competitive advantages
Long-term client relationships
Our principal clients are the owners and operators of airports and railway stations, but we also have a small presence in motorway service areas, hospitals and shopping centres. We have excellent, long-standing relationships with many of our clients and have maintained high success rates in retaining our contracts.
Competitive advantages
Skilled and engaged colleague base
Our c.42,000 colleagues have a broad range of skills and experience spanning the food and beverage, travel and retail industries. In all our key markets, we employ dedicated teams of senior managers focused on business development, sales, marketing and operations, who work closely with our clients to ensure their requirements are met. They are supported by experienced, locally based teams who have a track record of delivering operational excellence and great customer service.
Competitive advantages
Local insight and international scale
We have a deep knowledge of the individual markets in which we operate, alongside significant international scale and expertise. A strong local presence enables us to understand our customers’ tastes and needs, as well as allowing us to maintain close relationships with clients and brand partners and to create a ‘sense of place’ in the locations which we operate.
Our economic model
Our economic model represents the way we do business and drives value for all stakeholders including customers, clients, colleagues, brand partners, suppliers and investors.
Getting it right for all these groups creates sustainable momentum and drives performance in the business.