C&c Group Plc · LSE:CCR
C&c — Investor Day (September 2026)
39 slides from C&c's investor day presentation, Sep 24, 2026
Slide 1: Capital Markets Day Glasgow
CAPITAL MARKETS DAY GLASGOW 24 September 2026
Slide 2: Growing volume in C&C Brands
Growing volume in C&C Brands | BULMERS | i cad group a OUTCIDER
Slide 3: The focus for this breakout session
The focus for this breakout session: Business Strategy C&C Brands Volume growth through: Margin growth through: • Powerful brand bases to build on • Volume consolidation • Innovation agenda • Brand partnerships • Manufacturing flexibility, capability • Price optimisation and capacity • Improved bran
Slide 4: Growing volume in C&C Brands
Growing volume in C&C Brands 1 2 3 4 5 Powerful Innovation Manufacturing Route to Value added bases to build agenda flexibility, market partnerships from capacity and strength capability A vertically integrated, asset backed brand-led model 4
Slide 5: Our strongest brands lead in Scotland and Ireland
Our strongest brands lead in Scotland and Ireland, where local relevance creates resilient advantage SCOTLAND IRELAND TENNENT’S BULMERS No.1 99.5% 97% 59% Bigger 91% Best selling Brand Cider volume than Brand alcohol brand Distribution awareness share Guinness awareness Must-stock On & Off 2025 Kant
Slide 6: Build Brand Power: Tennent's is Scotland's undisputed beer leader
Build Brand Power: Tennent’s is Scotland’s undisputed beer leader and our largest platform for creating value Scotland’s Facing category Resilient and undisputed no.1 headwinds growing momentum • 1 in 2 on-trade pints is a • Beer category in Scotland has • Attracting incremental Tennent’s₁ contracte
Slide 7: Above all – Tennent's is a Cultural Icon
Above all – Tennent’s is a Cultural Icon, connected to and embedded in the lives of the people of Scotland 7
Slide 8: Build brand power: Bulmers is the cider powerhouse
Build brand power: Bulmers is the cider powerhouse, unrivalled category leadership, primed to deliver the next wave of growth Ireland’s Category & consumer Primed for further favourite cider Leadership growth • 100% on/off-trade penetration • The largest and most valuable • Leading cider for awarene
Slide 9: Bulmers is an Irish cultural icon
Bulmers is an Irish cultural icon… continuing to win new drinkers and its place in Ireland’s hearts and minds 9
Slide 10: We've transformed our approach to innovation
We’ve transformed our approach to innovation enabling us to build on powerful brand bases to drive momentum Consumer Powerful Innovation Manufacturing Route to & category brand capability & market Dedicated team, insight bases capacity strength stage gate process Data-rich – Culturally and 3-year la
Slide 11: Innovation: Our core brands' strength allows stretch to deliver growth
Innovation: Our core brands’ strength allows stretch to deliver growth New Bulmers Tennent’s Tops Bulmers Glass Tennent’s Stout Bulmers / Tennent’s Stout 0.0% Innovation Bottle into Retail launch Magners Flavour Off-Trade (spring 2025) (March 2026) (summer 2026) (Autumn 2026) (spring 2027) (Autumn 2
Slide 12: The fastest growing style in beer
THE FASTEST GROWING STYLE IN BEER… FROM THE BRAND SCOTLAND TRUSTS TO BREW IT Why now: stout interest has expanded fast - Scotland leads growth in stout alternatives* Who: 18–34 drives the style, and 60% of stout drinkers are open to trying new brands** Right to win: Tennent's Pilsner already proved
Slide 13: New Brand Creation Success: Outcider
New Brand Creation Success: Outcider – a distinctive Gen Z challenger brand built to drive the next wave of cider growth. Recruiting new Winning in the Opportunity to drinkers market scale • Northern Ireland's No.1 draught • Early proof of concept • Sweeter profile suited to younger cider on-trade e
Slide 14: Innis & Gunn acquisition strengthens our beer portfolio
Innis & Gunn acquisition strengthens our beer portfolio and expands our route to growth An attractive Enhances our Exciting growth acquisition portfolio potential • Established and recognised • Broadens the premium beer • Brand permission to grow in premium beer brand offering England and Wales • In
Slide 15: Scalable manufacturing platform
Scalable manufacturing platform Wellpark Brewery Clonmel Glasgow, Scotland Tipperary, Ireland Brewing, canning, kegging and bottling Brewing, canning, kegging, bottling and PET 3m HL brewing and 4m HL packaging capacity 3m HL cider production and 3.5m HL packaging capacity Ability to double producti
Slide 16: Operational efficiency – reviewing manufacturing efficiency
Operational efficiency – we are continually reviewing the efficiency of our manufacturing facilities Planning Shift patterns Maintenance Operational New equipment excellence Structure Implemented Proactive and Investments change and new shift preventative Systematically include can filler, improved
Slide 17: Our owned route to market enhances our ability to scale
Our owned route to market enhances our ability to scale C&C brands and deliver attractive scale for partners Owned logistics Partnerships that add Unrivalled customer network value base A network of depots throughout Partnerships with leading brands Our portfolio of must-stock brands Scotland and Ir
Slide 18: Reducing our environmental impact across the value chain
Reducing our environmental impact across the value chain – how we source, produce, move and report Building sustainability Making and moving Clear commitments, into every sourcing products more transparent reporting decision sustainably - Longstanding, local supplier - Target 50% reduction in natura
Slide 19: Recap: Leading brands, proven innovation, and a platform
Recap: Leading brands, proven innovation, and a platform built to make, move and sell 1: Powerful 2: Innovation 3: Manufacturing 4: Route to 5: Value added bases to build agenda flexibility, market partnerships from capacity and strength capability Category leading Familiar brands Wellpark and RTM a
Slide 20: Growing margin in MCB
Growing margin in MCB
Slide 21: The focus for this breakout session
The focus for this breakout session: Business Strategy C&C Brands Volume growth through: Margin growth through: • Powerful brand bases to build on • Volume consolidation • Innovation agenda • Brand partnerships • Manufacturing flexibility, capability • Price optimisation and capacity • Improved bran
Slide 22: Our focus is on converting MCB's significant scale into an appropriate return
Our focus is on converting MCB’s significant scale into an appropriate return c. €0.9bn c. 1% Turnover Operating Margin FY to 28 February 2026 Current conversion 3%+ Medium-term Ambition Scale is already in place The value creation agenda is margin expansion Not turnover for its own sake Better buyi
Slide 23: Five practical levers turn platform strength into margin
Five practical levers turn platform strength into margin 1 2 3 4 5 Volume Brand Price Improve Optimise cost consolidation partnerships optimisation branded mix to serve Fold acquired and Strong commercial Revenue Growth Proactive mix Network efficiency, partner volume into agreements with our Manage
Slide 24: Consolidating volume into a network with capacity
1 Consolidating volume into a network that Volume consolidation already has the capacity to carry it The Asahi deal Capacity to Proven to Headroom for Nectar Imports and Asahi absorb execute growth UK direct distribution – 400+ vehicles serve 13,000+ 5 depots consolidated, We serve under 10% of scal
Slide 25: A route to market brand owners cannot easily replicate
Nectar 2 A route to market brand National Brand Reach owners cannot easily A range of hospitality partnerships replicate – and terms that channels in every postcode should reflect it Capacity Composite to Scale Range Current network has c.7000 SKUs spare capacity for across every major added volume
Slide 26: Pricing with structure and discipline
3 Pricing with structure and discipline, Price not at the customer’s expense optimisation Structure Segmentation Discipline • Recover input cost movements • Structured RGM and pricing • Price to customer type, volume promptly governance and service level • Manage discount and rebate • Clear rules, f
Slide 27: Shift the mix towards brands, categories and customers that create value
4 Shift the mix towards the brands, Improve categories and customers that create value branded mix FROM TO 20% OF SKUs Breadth as the objective Too many low-value SKUs and slower operations Demand-led range Relevant choice, better availability, less capital Undifferentiated supply Own brand and prem
Slide 28: Take cost and complexity out of the network
5 Take cost and complexity out of the Optimise cost network, protect what customers value to serve Protect Remove cost and complexity Reliability Minimum drop size Delivery frequency Fewer uneconomic deliveries Use day-one-for-day-three Availability patterns where appropriate Consistency Picking eff
Slide 29: The prize is a structurally stronger MCB
The prize is a structurally stronger MCB c.1% CURRENT MARGIN 200+bps MARGIN IMPROVEMENT PLAN 3%+ MEDIUM-TERM AMBITION Improved Margin More Resilient Better Platform Better revenue conversion Less dependence on Capacity and service focused into profit low-return volume on value creation A defined pla
Slide 30: Our Enablers
Our Enablers
Slide 31: The focus for this breakout session
The focus for this breakout session: Business Strategy C&C Brands Volume growth through: Margin growth through: • Powerful brand bases to build on • Volume consolidation • Innovation agenda • Brand partnerships • Manufacturing flexibility, capability • Price optimisation and capacity • Improved bran
Slide 32: People and Culture
People and Culture o :
Slide 33: Creating resilience
Creating resilience THE THREE PILLARS OF OUR PEOPLE STRATEGY 01 02 03 Culture People Capability A culture that gets things done The right people, in the right roles Relentless focus on high in the right structure performance 33
Slide 34: Impact so far
Impact so far WHERE WE WERE, WHERE WE ARE EMPLOYEE NUMBERS ENGAGEMENT SCORE SURVEY RESPONSE EMPLOYEE TURNOVER 2,633 70% 80% 20% from 2,884 in 2024 from 69% in 2024 unchanged from 2024 from 30% in 2024 A leaner, simpler Up a point through Participation Turnover cut organisation major change holding f
Slide 35: Building the momentum
Building the momentum OUR FOUR PRIORITIES FOR THE YEAR AHEAD 01 02 03 04 Operating Employee value Culture Technology model proposition A performance-led Systems that drive An operating model Harnessing our brands culture where people performance, measure it built to perform and to attract and retain
Slide 36: Technology and Data
Technology and Data
Slide 37: Protect today – Build tomorrow
Protect today – Build tomorrow Operating model Improved value Data as an asset Digital route ✓ Strengthened Security proposition ✓ Trusted Data foundation to market and Service operating ✓ Industry-standard ✓ Self-serve insight and ✓ Improved digital model process dynamic reporting capability ✓ Stru
Slide 38: What this delivers for C&C Group
What this delivers for C&C Group Legacy platforms retired and a Proof points to date Culture materially stronger security posture ✓ Cyber Essentials Plus Accreditation across people, technology and data. ✓ Security Scorecard rating significantly improved – from 82% to 94% Simplified processes, techn
Slide 39: Enablers: in summary
Enablers: in summary PEOPLE & CULTURE AND TECHNOLOGY & DATA 01 02 03 04 Culture and people A leaner, steadier Protect today, Momentum into base build tomorrow 2026 Restructure delivered a stable, accountable Headcount down 9.5% to Security, service and data Operating model, EVP, organisation with fe