Molson Coors Beverage Company · NYSE:TAP
Molson Coors Beverage — Molson Coors Brewing Company — Shareholder Meeting (June 2014)
24 slides from Molson Coors Beverage's shareholder meeting presentation, Jun 4, 2014
Slide 1: Molson Coors Brewing Company 2014 Annual Meeting of Shareholders
Molson Coors Brewing Company 2014 Annual Meeting of Shareholders Denver, June 4, 2014
Slide 2: Pete Coors, Chairman
Pete Coors, Chairman Molson Coors Brewing Company 2
Slide 3: Molson Coors Brewing Company 2014 Annual Meeting of Shareholders
Molson Coors Brewing Company 2014 Annual Meeting of Shareholders Denver, June 4, 2014
Slide 4: Peter Swinburn, Chief Executive Officer
Peter Swinburn Chief Executive Officer, Molson Coors 4
Slide 5: Forward-Looking Statement
Forward‐Looking Statement Forward‐Looking Statements: This press release includes estimates or projections that constitute “forward‐looking statements” within the meaning of the U.S. federal securities laws. Generally, the words “believe,” "expect,” "intend,” "anticipate,” “project,” “will,” and sim
Slide 6: Solid 2013 Financial Performance
Solid 2013 Financial Performance Molson Coors Consolidated Worldwide Beer Volume +8.5% (59.7M HL) Net Sales +7.4% ($4.2B) Underlying after‐tax income +2.3% ($727.1M) Net income from continuing operations +28% (565.3M) Underlying EBITDA +5.1% ($1.47B) *STR % is trading day adjusted 6
Slide 7: Driving TSR with PACC Model
Driving TSR with PACC Model • Core brand investments Brand‐Led • Innovation Profit • Cost reductions Profit Growth • Revenue and mix management After Cash • Capital expenditure efficiencies Capital Generation • Working Capital improvements Charge • Disciplined cash use Cash and • Return‐driven crite
Slide 8: Molson Coors Growth Enablers – 2013 and Beyond
Molson Coors Growth Enablers – Brand‐Led Cash Cash and Capital Profit Growth Generation Allocation 2013 and Beyond Delivering Investing Driving Share Value Behind in Above Added Core Premium Innovation Brands 8
Slide 9: Delivering Value Added Innovation
Delivering Value Added Innovation
Slide 10: Nearly 7% of Global Net Sales from Innovation
Nearly 7% of Global Net Sales from Brand‐Led Cash Cash and Capital Profit Growth Generation Allocation Innovation Adding News & Excitement Delivering New Options for Changing Behind Core Brands Preferences 10
Slide 11: Investing Behind Our Core Brands
Investing Behind Our Core Brands
Slide 12: Coors Light - Owns Rocky Mountain Cold Refreshment Globally
Coors Light ‐ Owns Rocky Mountain Cold Brand‐Led Cash Cash and Capital Profit Growth Generation Allocation Refreshment Globally US Canada UK 12
Slide 13: “Made from Canada” – Molson Canadian
Brand‐Led Cash Cash and Capital “Made from Canada” – Molson Canadian Profit Growth Generation Allocation Volume & Market Share – Molson Canadian (000 HL) 13
Slide 14: Carling Regaining Momentum
“Brilliantly British Refreshment” Brand‐Led Cash Cash and Capital Profit Growth Generation Allocation ‐ Carling Regaining Momentum Volume & Market Share – Carling UK (000 HL) 14
Slide 15: “The Spirit of Prague” - Staropramen
Brand‐Led Cash Cash and Capital “The Spirit of Prague” ‐ Staropramen Profit Growth Generation Allocation Volume & Market Share– Staropramen (000 HL) 15
Slide 16: A Commitment to Great Taste & Innovation - Miller Lite
A Commitment to Great Taste & Brand‐Led Cash Cash and Capital Profit Growth Generation Allocation Innovation ‐ Miller Lite Absolute Volume & Market Share – Miller Lite (000 HL) 16
Slide 17: Driving Share in Above Premium
Driving Share in Above Premium
Slide 18: Tenth and Blake, Six Pints & European Craft Portfolio
Tenth and Blake, Six Pints & European Brand‐Led Cash Cash and Capital Profit Growth Generation Allocation Craft Portfolio ® 18 11
Slide 19: Driving TSR with PACC Model
Driving TSR with PACC Model • Core brand investments Brand‐Led • Innovation Profit • Cost reductions Profit Growth • Revenue and mix management After Cash • Capital expenditure efficiencies Capital Generation • Working Capital improvements Charge • Disciplined cash use Cash and • Return‐driven crite
Slide 20: >$1 Billion of Cost Reductions Fuel Top-Line and Profit
>$1 Billion of Cost Reductions Fuel Top‐ Brand‐Led Cash Cash and Capital Profit Growth Generation Allocation Line and Profit ($millions) $1,200 Cumulative Annualized Cost Savings $1,000 $800 $600 $400 $200 $0 Nearly $1.2 billion of cost savings delivered in past 9 years 20
Slide 21: Profit, Capital Efficiency/Structure Drive FCF
Profit, Capital Efficiency/Structure Brand‐Led Cash Cash and Capital Profit Growth Generation Allocation Drive FCF ($millions) MCBC Underlying Free Cash Flow $1,000 $887 $865 $892 $800 $681 $700 (1) $618 $600 $508 $426 $400 $315 $200 $0 2006 2007 2008 2009 2010 2011 2012 2013 2014F Underlying free c
Slide 22: Key Value Driver: Disciplined Cash Use
Brand‐Led Cash Cash and Capital Key Value Driver: Disciplined Cash Use Profit Growth Generation Allocation • Cash use priorities Strengthen balance sheet by reducing liabilities Return cash to shareholders Brand‐led growth opportunities • Short‐medium term focus: Balance sheet, especially debt
Slide 23: Strong Base, Driving Total Brand-Led Profit
Strong Base, Driving Total Brand‐Led Profit Cash Generation Cash and Capital Growth Allocation Shareholder Return • Molson Coors global overview • Historical performance context Steady, growing pretax profit, even in difficult times Strong, increasing EBITDA Substantial cash generation and cas
Slide 24: Molson Coors Brewing Company 2014 Annual Meeting of Shareholders
Molson Coors Brewing Company 2014 Annual Meeting of Shareholders Denver, June 4, 2014
Molson Coors Brewing Company — Shareholder Meeting (June 2014) on 6ix