Domino’s Pizza Group has reported higher first-half sales, earnings, and cash flow after product launches and demand during the football World Cup supported trading across its UK and Ireland system.
System sales rose by 6.1% to £825.3m during the 26 weeks to 28 June, while group revenue increased by 6.7% to £353.6m.
Underlying earnings before interest, tax, depreciation, and amortisation increased by 3.6% to £66.2m. Underlying profit before tax rose by 0.9% to £44.1m, and statutory profit before tax was broadly unchanged at £40.6m.
Underlying free cash flow increased by 74.9% to £50.2m, reflecting higher earnings and improved working-capital performance. The interim dividend was raised by 2.8% to 3.7p per share.
Like-for-like sales increased by 4.9%, while order volumes grew by 1.6%. Trading remained positive in July, when the later stages of the World Cup continued to support demand.
Chief executive Nicola Frampton said Domino’s had delivered “positive momentum across sales, orders, earnings and cash flow”.
The company maintained delivery times below 25 minutes and opened 11 stores during the period, taking the estate to 1,400 locations. It also started operations at its fifth supply chain centre in Avonmouth.
The new facility adds capacity for approximately 1,000 deliveries a week. Domino’s expects it to support network growth and improve the productivity and resilience of supplies to franchise partners.
The company’s strategy is organised around chicken, loyalty, aggregator partnerships, and supply chain productivity. Each initiative is intended to increase customer reach or purchasing frequency while improving the economics of the wider franchise system.
CHICK ‘N’ DIP, launched nationally in February, accounted for about 9% of sales compared with roughly 7.5% for chicken products before its introduction. Domino’s said the range was attracting frequent customers as well as new buyers and broader sharing occasions.
The brand is using its existing kitchens, delivery fleet, and supply infrastructure to enter the chicken category without building a separate store network. That limits the capital required, although stores must manage additional products without compromising preparation times or service quality.
A pilot loyalty programme has attracted approximately 2.2m subscribers, representing a 27% sign-up rate in participating areas. Domino’s said members ordered more frequently and showed stronger retention, prompting plans for a national rollout during the final quarter.
Aggregator partnerships are also bringing in customers who are new to the brand or have returned after a period of inactivity. The channel can expand reach but typically introduces commission costs and reduces the company’s direct control over customer data and the ordering relationship.
Domino’s must therefore balance aggregator growth with its own app, loyalty programme, and direct ordering channels. The value of external platforms depends on whether they produce incremental sales rather than transferring existing orders into a more expensive route.
Consumer budgets remain under pressure from energy and household costs, making takeaway spending sensitive to promotions, sporting events, and perceived value. The World Cup provided a favourable demand period, but those sales cannot be assumed to continue after the tournament.
The company said major cost lines had been hedged for the remainder of 2026 and into 2027. Hedging provides greater visibility over food and energy costs, although it may delay rather than eliminate exposure when contracts are renewed.
Franchise partner profitability remains central to the system. Menu innovation, national marketing, digital investment, delivery efficiency, and supply chain pricing must produce enough volume and margin at store level to support openings and reinvestment.
Domino’s expects to meet its full-year guidance and believes its growth initiatives can support higher earnings in 2027 and beyond. Trading after the World Cup will provide a clearer measure of whether product innovation, loyalty, and aggregator partnerships are producing sustained demand rather than a temporary event-led uplift.
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