A.g. Barr P.l.c. · LSE:BAG
A.g. Barr P.l.c — Investor Day (June 2025)
109 slides from A.g. Barr P.l.c's investor day presentation, Jun 3, 2025
Slide 1: Capital Markets Day
Capital Markets Day Tuesday 3 June 2025
Slide 2: Strategic overview
Strategic overview Euan Sutherland CEO 2
Slide 3: H1 2025 Investor Insight Programme
H1 2025 Investor Insight Programme Cumbernauld Milton Keynes London - CMD April May June Gain a deeper understanding of our strategy 3 Meet & engage with our leadership team
Slide 4: Agenda
Agenda 13:30-13:45 13:45-14:45 15:00-16:00 16:00-16:15 16:15-16:30 16:30-17:30 Auditorium Breakout rooms Auditorium Lobby Strategic Front of Investment Summary FUNKIN the chiller Back of Innovation overview case drinks the chiller Q&A reception 30 mins 30 mins Euan Sutherland Dino Labbate Karl Donna
Slide 5: Presenting today
Presenting today Strategic overview Front of the chiller Euan Dino Kenny Lisa Lucy Steven Keir Sutherland Labbate Nicholson McKenna Henderson Simpson Stewart Chief Executive Chief IRN-BRU Brand Rubicon & Energy Marketing Business Unit Head of Officer Commercial Director Brand Director Director Direc
Slide 6: Senior leadership in attendance
Senior leadership in attendance Board Mark Allen Nick Zoe Louise Chair Wharton Howarth Smalley Non-Exec Non-Exec Non-Exec Director Director Director Executive Leadership Commercial Stuart Julie Alison James Clara Lorimer Barr Gowen Quemby Shand Chief Finance & Chief Legal and Chief People Retail Sal
Slide 7: AG Barr - An ambitious branded beverage business
AG Barr - An ambitious branded beverage business 150 years old UK-based branded beverage Purpose: Track record of business with significant Building great brands. success & resilience growth potential For everyone. Integrated end-to-end business Behave Make Move Market Sell responsibly Ambitious to g
Slide 8: A track record of organic and acquisitive growth
A track record of organic and acquisitive growth 15 years ago 5 years ago Today (year to Jan-10) (year to Jan-20) (year to Jan-25) IRN-BRU IRN-BRU IRN-BRU Rubicon Rubicon 24% Rubicon FUNKIN FUNKIN 32% Other Other 33% Boost 33% £201m £256m 44% Other £420m Revenue 54% Revenue Revenue 12% 7% 14% 10% 21
Slide 9: Strategic growth opportunity
Strategic growth opportunity Back of the chiller Front of the chiller 9
Slide 10: A single-minded focus on long term goal
A single-minded focus on 1 long term goal 1 Long Term Goal Flywheel of consistent growth 10
Slide 11: Non-negotiables in our pursuit of consistent growth
2 non-negotiables in our pursuit of consistent growth 2 Non-negotiables Great taste Great value 11
Slide 12: A commitment to creating value through financial outcomes
A commitment to creating value through 3 financial outcomes 3 Financial outcomes Revenue - mid single digit growth Operating margin - mid teens Return on capital employed - 20% + 12
Slide 13: Enablers which make our plan possible
4 enablers which make our plan possible 4 Enablers Rock solid governance Talent investment & development Disciplined capital investment Organisational simplification 13
Slide 14: Growth platforms that will drive our success
5 growth platforms that will drive our success 5 Growth platforms More from Core brands Excellence in Sales & Marketing execution Supply Chain leverage Innovation M&A 14
Slide 15: Front of the chiller
Front of the chiller Dino Kenny Lisa Lucy Steven Keir Labbate Nicholson McKenna Henderson Simpson Stewart Chief IRN-BRU Brand Rubicon & Energy Marketing Business Unit Head of Commercial Director Brand Director Director Director - Performance Officer Field Sales Analytics 15
Slide 16: Clear Commercial plan underpinning our growth ambition
We have a clear Commercial plan that underpins our growth ambition Ambition To be the fastest growing scale drinks business in the UK 1 2 3 4 5 Brands Channels Innovation Technology Leadership 16
Slide 17: Building brilliant brands is our #1 ambition and focus
1 Building brilliant brands is our #1 ambition and focus Brands Building Great Brands. For Everyone. Distinctive Relevant Available Maximise Right pack Distribution Iconic Identity right occasion Consistent Voice Build Visibility Accessible to all in Outlets Breakthrough Excite Through Optimised Com
Slide 18: Our brand growth platforms
1 Brands Our brand growth platforms build on these core fundamentals Scale IRN-BRU Explode Rubicon into Expand Boost into Bigger, bolder brand Nationally mainstream Soft Drinks grocery platforms 18
Slide 19: Clearly defined channels and positive relationships with key customers
2 Channels Clearly defined channels and positive relationships with key customers Retail Impulse Out of Home & International High Street Grocery Discounters ECOM Convenience Wholesale Licensed Foodservice Leisure & Travel 19
Slide 20: Retail growth ambition
2 Channels Our growth in Retail has been strong, we aim to accelerate this Retail Winning pack price Harmonised Discount architecture channel growth Revenue £m 300 Share Growth 250 250 200 150 Utilisation of consumer Continued growth & 100 data with retail partners evolution of E-Com Ambition 50 0 2
Slide 21: Maintain Impulse strength
2 Maintain our Impulse strength and build on rock solid Channels foundations Impulse Industry recognition Flavours and & reputability new news Revenue £m 300 Share Growth 250 200 200 150 Regional sales resource Pack price 100 architecture Ambition 50 0 7% 20/21 21/22 22/23 23/24 24/25 Impulse share*
Slide 22: Out of home brand building
2 Out of home is where we can build Channels brands and connect with consumers Out of Home Maintain partnerships Target future with National winners and scale groups regional groups Revenue £m Partner 100 Supplier 2025 75 90 50 Focus on with Expand into leisure food occasions and entertainment Ambit
Slide 23: Innovation plans centred on category growth strategy
3 Innovation plans will be centred around Innovation our category growth strategy 7.Supercharge Innovation focus areas the day 8% Existing brand and liquid 6.Social development gatherings 9% Expand into adjacent 5.Morning occasions and categories ritual 1.Functional hydration 10% 36% Future focused
Slide 24: Technology, data and insight as growth driver
4 Technology, data and insight will be Technology a fundamental driver of our growth Photo Recognition + AI Category Strategy Promotional Analytics RGM Capability 24
Slide 25: Investing in our people and long term strategic partners
5 We are investing in our people and Leadership our long term strategic partners Commercial Leadership Team Our Select Partners Dino Labbate Kieran McGrath Lucy Chief Commercial Officer MD - Commercial Growth, Henderson Digital and Innovation Marketing Director Clara Paul James Shand Barker Quemby M
Slide 26: Mission: Phenomenal
MISSION: PHENOMENAL
Slide 27: Building IRN-BRU into a UK brand
Building irn-bru into a UK brand Vision To be the most talked about soft drinks brand in the UK purpose To lift the spirits of the nation INNOVATION/ ambition BRAND To be a Top 10 UK soft drinks brand STRETCH
Slide 28: Unleash our challenger mentality again
IT’S TIME TO UNLEASH OUR _ CHALLENGER MENTALITY AGAIN ©
Slide 29: Volume, value and share growth 2024 vs 2023
Source: volume, value and share growth 2024 vs 2023
Slide 30: Ambitious plan to grow to £180m
Ambitious plan to grow to £180m, LED BY england & wales £ 200m WIGIG 180MMarch - 2 new flavours 150m Xx 2024 REVENUE 138M 128M 100m 118M 119M 103M 330ml single National pmp & 8 packs 50m Opportunity 0 F20/21 F21/22 F22/23 F23/24 F24/25 AMBITION
Slide 31: Drive desire and trial UK wide
1 DRIVE DESIRE AND TRIAL UK WIDE 2 MAXIMISE BRU’S LOW CAL 3 INNOVATION/ BRAND STRETCH 4 WIN THE HEARTS AND MINDS OF SHARE A NEW GENERATION
Slide 32: Build desire and trial nationally
1. Build desire and trial nationally New breakthrough brand platform 51% SHARE OF OFCS 1 in 2 ofcs consumed IN SCOTLAND are irn-bru Increased and consistent national investment 1 Million samples EVERY year 5% SHARE OF OFCS IN ENGLAND & WALES 50% of 16-34s who try become drinkers Source: Circana, IRI
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Slide 34: Maximise low cal share
4. Maximise low cal share Huge headroom for growth in low cal A move from Xtra to Zero IN 2026 UNLOCKING NAME BARRIER THROUGH CATEGORY ALIGNMENT
Slide 35: New permanent flavours
Unit Sales (330ml) Jan 2024 to May 2024 Limited editions on sale PROVEN incremental NEW PERMANENT £3M+ Revenue GROWTH from FLAVOURS IN PER NEW FLAVOUR lIMITEd edITIONS 2026 ADDITION IN YR 1
Slide 36: Win the hearts and minds of a new generation
2. Win the hearts and minds of a new generation disruptive, playful brand that resonates higher SOCIAL engagement than gen z competitorS: Tango, Fanta, Greggs, KFC PR and collab drumbeat where Gen Z are engage and recruit with Limited Editions
Slide 37: Legendary adverts targeted at Gen Z
LEGENDARY ADVERTS TARGETED AT GEN Z TO DELIVER NPD LAUNCH FAME!
Slide 38: Drive desire and trial UK wide
1 DRIVE DESIRE AND TRIAL UK WIDE 2 MAXIMISE BRU’S LOW CAL 3 INNOVATION/ BRAND STRETCH 4 WIN HEARTS AND MINDS OF GEN Z SHARE NEW BRAND PLATFORM NEW NAME: XTRA TO ZERO NEW FLAVOURS NEW GEN Z ACTIVATIONS BRAND REFRESH NEW LIMITED EDITIONS
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Slide 40: Most inspiring and distinctive brand in soft drinks
1981 Rubicon created - first exotic juice drink 2008 AG Barr acquisition (revenue £20m pa) 2025 5x growth, massive expansion into new segments: OFC, Juices, Flavoured Waters, Functional Drinks, Energy. Purpose: To be the most inspiring and distinctive brand in soft drinks
Slide 41: Rubicon supercharged for growth
RUBICON SUPERCHARGED FOR GROWTH £m £120m 125m Revenue 100m STRONG GROWTH DOUBLED REVENUE IN 4YRS 75m • STRETCHABLE 50m CATEGORY GROWTH ACROSS MULTIPLE SEGMENTS 25m • AMBITIOUS 0 CONTINUED EXPANSION & F20/21 F21/22 F22/23 F23/24 F24/25 Ambition HIGH GROWTH Total Rubicon Spring Raw Sparkling Stills
Slide 42: Key pillars
KEY PILLARS MAINSTREAM GROWTH GROW INCREASE BRAND INCREASE PENETRATION AND RELEVANCE WITH IN-STORE PRESENCE Strengthen the CATEGORY AVAILABILITY AND THROUGH brand DRINKERS VISIBILITY INNOVATION Expand market reach Create new usage
Slide 43: Increase brand relevance: awareness and salience
INCREASE BRAND RELEVANCE: AWARENESS & SALIENCE AWARENESS 1 in 3 Flavoured Carbonates Drinkers are yet to discover Rubicon* LAUNCHED MAY 2025 BRAND INVESTMENT Driving a step change in reach and frequency amongst category drinkers *KANTAR OMNIBUS GB TRACKER MARCH 2025
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Slide 45: Increase brand relevance: trial
INCREASE BRAND RELEVANCE: TRIAL SUPERIOR TASTE STRONG CONVERSION MEGA MILLION SAMPLING Increase in UROS post sampling activity* *Circaca UROS % Rubicon Spring BC/R pre post campaign 2024 ** Kantar Brand Tracking
Slide 46: Increase brand relevance: product and pack
INCREASE BRAND RELEVANCE: PRODUCT & PACK EXPAND INTO MAINSTREAM FLAVOURS REDESIGN FOR HIGHER IMPACT OF OUR USP
Slide 47: Physical availability and visibility in store
PHYSICAL AVAILABILITY AND VISIBILITY IN STORE FROM WORLD FOODS TO CORE AISLE Target 5% share of OFC’s . RSV from £30m → £70m 2022 in World 2025 in Core Rubicon Share of OFC Foods Aisle 1.4% 3.5% *Circaca 52 w/c 10th May
Slide 48: Category innovation
CATEGORY INNOVATION INNOVATION SUPERPOWER 2016 - Spring: £31m RSV L52W 2021 - RAW £16m RSV L52W 3yr Innovation Pipeline to support DOUBLE DIGIT GROWTH *Circana Value Sales 52 w/c 10th May Vits: Functional Water Unit & Value Sales by SKU, S&I, 4 w.e 12th April 2025, Circana
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Slide 50: bs Y) O O &
bs Y) O O &
Slide 51: Boost - today
BOOST - TODAY #3 #2 ENERGY SPORTS DRINKS DRINK BRAND BRAND Source: Circana Total Market Unit Sales L52we 19th April (excludes own label)
Slide 52: Supercharging Boost
SUPERCHARGING BOOST Boost sales by category £m STRONGER BRAND 80m £70m Revenue 60m 40m EXPAND FOOTPRINT 20m 0 F20/21 F21/22 F22/23 F23/24 F24/25 Ambition DRIVE USAGE Energy Sport Other Total Boost
Slide 53: Key pillars to drive growth
KEY PILLARS TO DRIVE GROWTH 1. 2. 3. 4. ESTABLISH INCREASE INCREASE EXPAND THE UNIQUE BRAND PHYSICAL CORE AND POSITIONING AWARENESS AVAILABILIT STRETCH FOR DELIVERING THROUGH Y TO DRIVE FUTURE STRONG DISTINCT BRAND GROWTH CONSUMER PROPOSITION PRESENCE VALUE & COMMS
Slide 54: Delivering strong consumer value
ESTABLISH A UNIQUE BRAND POSITIONING 1. DELIVERING STRONG CONSUMER VALUE Boost – Value for Money Attributes (among category users of each brand) 99% More people associate Boost with this 64% Fewer people associate Competitor average for the following words is in the quadrant: Boost with this • Value
Slide 55: From regional to national awareness campaign
DRIVING BRAND RELEVANCE 2. FROM REGIONAL TO NATIONAL AWARENESS CAMPAIGN
Slide 56: Increase physical availability to increase brand presence
INCREASE PHYSICAL AVAILABILITY 3. TO INCREASE BRAND PRESENCE Functional Drinks Sales By Channel Functional Drinks Sales By Region % Anglia 4% 8% 80 10% Lancashire 71% 10% 17% London 16% 60 11% Midlands 14% 6% North 7% 40 37% 7% Scotland 12% 26% 5% 19% 18% Southern 9% 20 15% 12% 7% Wales WSW 11% 2% 1
Slide 57: Expand the core and stretch for future growth
EXPAND THE CORE & STRETCH FOR FUTURE GROWTH 4. INNOVATION IS KEY FLAVOUR EXTENSIONS FORMAT EXTENSIONS STRETCH TO CAPTURE TO DRIVE INCREMENTAL TO CAPITALISE ON WHITE SPACE GROWTH OCCASIONS OPPORTUNITIES
Slide 58: New segments - health and wellbeing
4. NEW SEGMENTS - HEALTH & WELLBEING
Slide 59: Key pillars to drive growth
KEY PILLARS TO DRIVE GROWTH 1. 2. 3. 4. ESTABLISH INCREASE INCREASE EXPAND THE UNIQUE BRAND PHYSICAL CORE AND POSITIONING AWARENESS AVAILABILIT STRETCH FOR DELIVERING THROUGH Y TO DRIVE FUTURE STRONG DISTINCT BRAND GROWTH CONSUMER PROPOSITION PRESENCE VALUE & COMMS
Slide 60: Technology
Technology Steven Simpson Keir Stewart Business Unit Director - Head of Performance Field Sales Analytics 60
Slide 61: A powerful presence in Wholesale and Convenience: share of category
A powerful presence in Wholesale & Convenience Share of category 4x AG Barr The Coca-Cola 7% Company: 24.5% our national average Ambition: Be a strong #2 behind Coca-Cola 61
Slide 62: A powerful presence in Wholesale and Convenience: share of shelf
A powerful presence in Wholesale & Convenience Share of shelf Glasgow London Cardiff 62
Slide 63: A powerful presence in Wholesale and Convenience: share of shelf
A powerful presence in Wholesale & Convenience Share of shelf Glasgow London Cardiff 63
Slide 64: Huge potential to accelerate our growth
We have huge potential to accelerate our growth The opportunity is clear… 100 80 69% 65% 60 53% 50% 49% 40 35% 35% 35% 37% 37% 30% 31% 31% 20 0 With only 3 products above 50% nationally* 64 * stocked in GB S&I stores
Slide 65: Technology is key to unlocking our ambition
Technology is key to unlocking our ambition AG Barr was a fast-follower Today we are leading the way A UK-first: Combining Image Recognition with Vertical AI to transform the way we win in Convenience 65
Slide 66: Market leading Retail Execution platform
Market leading Retail Execution platform Old system Updated system Capture data faster Common across FMCG & increase accuracy Understand most Manual & time consuming valuable opportunities Reduced influence time Enable instant impact 66
Slide 67: Maximising our productivity
Maximising our productivity More time AI driven best Gaining - action in store Retaining & Maximising 50% reduction in store 96% accuracy in data in data collection collection time 67
Slide 68: Clear Commercial plan underpinning our growth ambition
We have a clear Commercial plan that underpins our growth ambition Ambition To be the fastest growing scale drinks business in the UK 1 2 3 4 5 Brands Channels Innovation Technology Leadership 68
Slide 69: Breakout sessions
Breakout sessions Back of the chiller Group 1 Innovation Group 2
Slide 70: Back of the chiller
Back of the chiller Karl Scott Neil Satish Donnan McGlashan Sanderson Thamire Chief Supply Site Director Site Director Director of Chain Officer Cumbernauld MK Strategic Capital Programme 70
Slide 71: Seamless execution across the end-to-end Supply Chain
Seamless execution across the end-to-end Supply Chain Flow of goods Raw Suppliers Manufacturing Logistics Customers Consumer material Flow of information 71
Slide 72: Our manufacturing sites
Our manufacturing sites 72 AG Barr BUILDING GREAT BRANDS
Slide 73: Our manufacturing sites
Our manufacturing sites 23 AG Barr
Slide 74: Supply Chain strategy
Supply Chain strategy Delivering Energised & Consistently Consistently Sustainable Focused People Great Quality Good Service Growth Productivity Health & Safety Double-digit OEE improvements and BRC AA rated factories #1 priority improvements capital investments Industry Leadership and Record custom
Slide 75: Capacity and capability
Capacity and capability 80m cases with flexibility on diverse portfolio 80m+ case capacity Additional capacity & capabilities 50m+ Capacity increase through through Capital Investment case capacity efficiency improvements Today Ambition 75
Slide 76: Capital investment
Capital investment 2023/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 £18m £19m c.£30m c.£25m per annum Compliance Health and safety, quality and regulatory compliance Cumbernauld - 3 replacement Replacement SILVER high-speed lines Milton Keynes - incremental Manufacturing & Logistics Expansion GOLD
Slide 77: Cumbernauld Capital Investments
SILVER Cumbernauld Capital Investments Replacing ageing assets whilst increasing capacity and creating new capabilities 23/24 24/25 25/26 26/27 H1 2023 H1 2024 H2 2025 H2 2026 New large format New small format New Can line Addition of PET PET line palletiser PET line sleeving and extension of dual s
Slide 78: Milton Keynes Capital Investments
GOLD Milton Keynes Capital Investments Multiphase programme to more than double MK factory capacity Utility Centre Carton Future PET Can Can Future Car Park Extension 78
Slide 79: Ensuring Excellent Project Execution
Ensuring Excellent Project Execution Team Collaboration Experienced and Project Performance Site Master Management - critical for Strategy and Plans team excellent Vision - developed to - proven track ramp-up - clear and set meet the long record of the direction term growth delivering projects OTIF
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Slide 81: Continuous Improvement towards World Class Manufacturing Efficiencies
Continuous Improvement towards World Class Manufacturing Efficiencies Cumbernauld OEEs Milton Keynes OEEs 70% 64% 55% 54% 49% 48% 45% 43% 43% 40% 2020-2022 2023 2024 2025 Ambition 2020-2022 2023 2024 2025 Ambition 1 2 3 4 5 1 2 3 4 5 Best Practice Maturity Stages 81
Slide 82: Manufacturing Continuous Improvement Framework: baseline standards
Our Manufacturing Continuous Improvement Framework Establishing Baseline Standards Communication Culture & Safety Communication Culture & Safety Establishing Baseline Standards Visual/Performance Teamwork 5S Operational Alignment Management Leading & Managing Change Communication Culture & Safety –
Slide 83: Manufacturing Continuous Improvement Framework: reliability
Our Manufacturing Continuous Improvement Framework Creating Reliability and Repeatability Communication Culture & Safety Communication Culture & Safety User Root Focused Setup Time Quality Asset Care Driven cause problem Improvement Reduction Maintenance solving Projects Establishing Baseline Standa
Slide 84: LineView loss analysis
LineView M3 2 Login ‘About —FactoryView Reporting» Meetings TimeEEnty Mode Loss Analysis Equipment Breakdown | (23:44:11 | 56.3%] Planned and External Downtime 16:1700138.7%| OEE eas Avalabilty 86.3% Performance 76.7% Quality 97.5% Bottles Produced 3062688 Bottles Lost 1594001 ‘valle Time (%) ‘Avail
Slide 85: Manufacturing Continuous Improvement Framework: performance
Our Manufacturing Continuous Improvement Framework Reliability and repeatability drives performance Brilliance in the Making Our Continuous Improvement Methodology in Manufacturing how we do things around here… Driving Performance Communication Culture & Safety Communication Culture & Safety Reliabi
Slide 86: Supporting Growth through Capacity Expansion
Supporting Growth through Capacity Expansion Additional capacity and Capacity capabilities +80m increase through through further Capital Investment case capacity further efficiency Additional improvements capacity & capabilities Capacity through Capital +50m increase through efficiency Investment ca
Slide 87: Innovation
Innovation Kieran McGrath MD - Commercial Growth, Digital and Innovation 87
Slide 88: Innovation is the lifeblood of growth in Soft Drinks
Innovation is the lifeblood of growth in Soft Drinks £370m from Innovation L3yrs1 NPD accounts for 80% of category growth in 20241 USA: 50% of category growth from brands that never existed 5yrs ago2 2020 2021 2022 2023 2024 2025 Source (1) Circana 2025 (2) L.A. Libations, May 2025 Core soft drinks
Slide 89: New Product Launches
New Product Launches Upping the tempo and increasing our ‘batting average’ 2x # of launches AND 2026 2.5x Scale of launches (£) value per launch 2025 2024 2023 *Indicative Value in yr1 # of launches per year 89
Slide 90: We are UK centric and more agile
We are UK centric and more agile Closer to the people we serve Flatter structure - quicker decisions Agile research techniques Higher tolerance for risk “Be BRAVE” 90
Slide 91: Framing our innovation approach
Framing our innovation approach Evolution Strategic White space Flavour extension Taking brands into new New or emerging segments categories or segments that Pack format are well established Future focused Limited editions Behaviour change Existing occasions, Existing occasions, Emerging occasions,
Slide 92: Proven Record in Transforming Categories through Innovation
Proven Record in Transforming Existing & New Categories through Innovation Brought a flavour No sugar alternative proposition to to flagship sku. + ‘boring’ water £35m RSV* category, now no.1 Disrupted traditional #1 RTD Cocktail & energy with new double size of positioning. 20% juice nearest competit
Slide 93: FY26 launches and future development
FY26 launches and future development PROTEI ALCOH OLIC EN N ERGY L N ESS LTH W E L ENTA L HE A M Near in Developing a healthy funnel Further out 93
Slide 94: It's all about the taste
Research & Development It’s all about the taste… Our Mission: To develop products with brilliant flavours and a We have some superior taste to delight samples from our consumers. future development pipeline for you to taste today
Slide 95: IRN-BRU Zero Cherry
IRN-BRU The phenomenally unique taste of Zero IRN-BRU with a fun cherry twist. Cherry Cherry is currently one of the top flavour trends in soft drinks with its vibrant colour appealing to younger generations. 95
Slide 96: Rubicon Sparkling Tropical
Rubicon A bold, tropical flavour explosion. Sparkling Sweet pineapple, juicy mango and tangy passion fruit are Tropical blended to stop you in your tracks and quench your thirst. 96
Slide 97: Boost Hydration Water
Boost Bridging the gap between the increasingly popular functional Hydration water and sports categories, Boost Hydration water delivers a delicious Boost of electrolytes Water and vitamins to Boost performance any time of day. 97
Slide 98: KA Remix
KA A long alcoholic Remix drink with the classic KA flavours and Caribbean Rum. 98
Slide 99: Welcome back
Welcome back |
Slide 100: Investment Case
Investment Case Ewan Dytch Corporate Finance Director 100
Slide 101: A strong platform for growth
A strong platform for growth Brand builder Asset backed Committed to growth Revenue Consistently great quality, Integrated, end-to-end IRN-BRU up 20% vs service & cost business model 3 years ago DD revenue Refreshed strategy Rubicon growth for 4 Expansion ready Supply Chain & leadership consecutive
Slide 102: Core driver 1 - Sustained revenue growth
Core driver 1 - Sustained revenue growth Actions Results Financial delivery £m 560 Mid-single Brands Regional to National digit growth 500 510 People Channel expansion Technology Innovation 420 400 23/24 24/25 Ambition 102
Slide 103: Core driver 2 - Consistent mid-teens operating margin
Core driver 2 - Consistent mid-teens operating margin Actions Results Financial delivery Mid-teens 20 op margin Greater scale & Grow our brands 15 14.9% operating leverage 12.3% 10 13.6% Invest in assets Higher productivity 5 0 Invest in people & More manufacturing 19/20 23/24 24/25 25/26 onwards pr
Slide 104: Core driver 3 - Disciplined and effective capital allocation
Core driver 3 - Disciplined and effective capital allocation Actions Results Financial delivery 25 20%+ ROCE Sustainable 20.1% Organic investments 20 18.4% long-term growth 15 M&A Effective cash utilisation 10 5 Increasing shareholder Progressive dividend 0 returns 23/24 24/25 25/26 onwards Note: Ch
Slide 105: Clear financial model driving compounding growth
Clear financial model driving compounding growth Consistent Sustainable revenue operating Strong ROCE growth margin 20%+ 4-6% 14-16% per annum Consistent, sustainable Highly cash PBT generative growth 105
Slide 106: Reliable, repeatable growth cycle delivering increasing shareholder returns
Reliable, repeatable growth cycle delivering increasing shareholder returns Flywheel reinvestment Consistent revenue growth Strong margin Growth Brands Capex Acquisitions profile Investments Highly cash generative Strong Growing Increasing Returns ROCE EPS dividends 106
Slide 107: Summary
Summary Euan Sutherland CEO 107
Slide 108: 5 Strategic Growth Platforms
5 Strategic Growth Platforms More from Core Excellence in Sales & Supply Chain Brands Marketing Execution Leverage Consistent Revenue and Profit Growth M&A Innovation 108
Slide 109: Please join us for a FUNKIN cocktail
Please join us for a FUNKIN cocktail