Half Year 2026 Fevertree Drinks PLC Earnings Call

September 10, 2026

Operator: Hello, and thank you for attending the Fever-Tree FY26 interim results. This call will begin shortly. To pre-register to ask a question today, you may do so by pressing star followed by 1 on your telephone keypad. If you change your mind, you can press star followed by 2. Thank you for your patience. Hello, everyone, and thank you for joining us for the Fever-Tree FY26 interim results. My name is Chach, and I will be coordinating your call today. After the presentation, there will be a Q&A session. To register to ask a question, please press star followed by 1 on your telephone keypad. If you change your mind, please press star followed by 2. I would now like to hand over to your host, Tim Warrillow, Co-Founder and CEO of Fever-Tree, to begin. Please go ahead.

Speaker #1: Hello, and thank you for attending the Fevertree FY26 interim results. This call will begin shortly. To pre-register to ask a question today, you may do so by pressing star, followed by 1, on your telephone keypad.

Speaker #1: And if you change your mind, you can press Start, followed by 2. Thank you for your patience. Hello, everyone, and thank you for joining us for the Fevertree FY26 Interim Results.

Operator: Hello, everyone, and thank you for joining us for the Fever-Tree FY26 interim results. My name is Chach, and I will be coordinating your call today. After the presentation, there will be a Q&A session. To register to ask a question, please press star followed by 1 on your telephone keypad. If you change your mind, please press star followed by 2. I would now like to hand over to your host, Tim Warrillow, Co-Founder and CEO of Fever-Tree, to begin. Please go ahead.

Speaker #1: My name is Chat, and I'll be coordinating your call today. After the presentation, there'll be a Q&A session to register to ask a question.

Speaker #1: Please press Start, followed by 1 on your telephone keypad. If you change your mind, please press Start, followed by 2. I'd now like to hand over to your host, Tim Warrillow, co-founder and CEO of Fevertree, to begin.

Speaker #1: Please go ahead.

Speaker #2: Yeah, thank you. Good morning, everyone, and thank you for joining us. I'm joined today by Andrew Branchflower, our CFO, and I'm delighted to welcome back Anne, our Director of Investor Relations.

Tim Warrillow: Yeah. Thank you. Good morning, everyone, and thank you for joining us. I am joined today by Andy Branchflower, our CFO, and I am delighted to welcome back Anne, our Director of Investor Relations. I will start with the highlights from the H1 before talking about the progress we are seeing in the US and the broader opportunity we are creating as the Fever-Tree brand continues to evolve. Andy will then take you through the financial performance and outlook before we open up to questions. Turning to the results themselves. We delivered a strong H1 performance with growth across every one of our key regions. Brand revenue increased by 8% at constant currency with the US up 11%. A return to growth in the UK supported by a strong off-trade performance. Europe up 10% and good progress across the rest of the world.

Speaker #2: I'll start with a highlight from the first half before talking about the progress we're seeing in the US and the broader opportunity we're creating as the Fever-Tree brand continues to evolve.

Speaker #2: Andy will then take you through the financial performance and outlook before we open up for questions. So, turning to the results themselves: we've delivered a strong first-half performance with growth across every one of our key regions.

Speaker #2: Brand revenue increased by 8% at constant currency, with the US up 11%. There was a return to growth in the UK, supported by a strong off-trade performance.

Speaker #2: Europe was up 10%, with good progress across the rest of the world. Importantly, that growth was supported by continued market share gains across our key regions.

Tim Warrillow: Importantly, that growth was supported by continued market share gains across our key regions, outperforming both the wider mixed category and our competitors. In terms of the financials, adjusted EBITDA margin improved by 20 basis points to 10.9%, while normalized EPS increased by 5%. Lastly, the strength of our balance sheet and cash generation also enabled us to extend the share buyback program by a further GBP 60 million this year. Looking at the H1 in a little more detail, there are three things that I would like to highlight in particular. First, we are encouraged by the progress we are seeing in the US. The Molson Coors partnership is beginning to deliver the benefits we expected. Distribution is growing, visibility on the shelf is improving, and as a consequence, we saw momentum build through the H1. Second, our diversification strategy continues to gather pace.

Speaker #2: Outperforming both the wider mixed category and our competitors. In terms of the financials, adjusted EBITDA margin improved by 20 basis points to 10.9%, while normalized EPS increased by 5%.

Speaker #2: Lastly, the strength of our balance sheet and cash generation also enabled us to extend the share buyback program by a further $60 million this year.

Speaker #2: Looking at the first half in a little more detail, there are three things that I'd like to highlight in particular. First, we're encouraged by the progress we're seeing in the US: the Molson Coors partnership is beginning to deliver the benefits we expected.

Speaker #2: Distribution is growing, visibility on shelf is improving, and as a consequence, we saw momentum build through the first half. Second, our diversification strategy continues to gather pace.

Speaker #2: Whilst our core tonic range performed well, delivering growth of 3%, our wider portfolio increased by 13% in the half and now represents nearly half of group sales.

Tim Warrillow: Whilst our core Tonic Water range performed well, delivering growth of 3%, our wider portfolio increased by 13% in the half and now represents nearly half of group sales. We are seeing consumers embrace a broader range of Fever-Tree products than ever before, whether that is in mixed drinks, longer serves, or as a premium soft drinks in their own right. Third, our asset light model continues to generate significant cash. That allows us to invest behind the long-term opportunity while continuing to return capital to shareholders through the buyback program. When we spoke at the full year results in March, we talked about three trends that continue to shape the drinks market. Firstly, premiumization. This is long established and forecast to continue, driven by consumers choosing to drink less but better alongside operators and retailers who value the stronger margins premium products generate. Secondly, longer and lighter drinks.

Speaker #2: We're seeing consumers embrace a broader range of Fever-Tree products than ever before, whether that's in mixed drinks, longer serves, or as a premium soft drink in its own right.

Speaker #2: And third, our asset-light model continues to generate significant cash. That allows us to invest behind the long-term opportunity while continuing to return capital to shareholders through the buyback program.

Speaker #2: When we spoke at the four-year results in March, we talked about three trends that continue to shape the drinks market. Firstly, premiumization, which has been long-established and is forecast to continue.

Speaker #2: Driven by consumers choosing to drink less, but better, alongside operators and retailers who value the stronger margins premium products generate. Secondly, longer and lighter drinks.

Speaker #2: This is driven by consumers' desire to enjoy their spirit drinks mixed, as opposed to straight, thus allowing spirit drinks to be lighter in alcohol strength and longer and more refreshing.

Tim Warrillow: This is driven by consumers' desire to enjoy their spirit drinks mixed as opposed to straight, thus allowing spirit drinks to be lighter in alcohol strength and longer and more refreshing. Making these serves desirable across a wider range of occasions and different times of day, no longer the preserve of late nights. This trend is clearly not being lost on spirit producers who are now pushing and promoting their spirits mixed to a greater extent than ever before. Finally, but equally as importantly for our growing opportunity, is moderation. This means that when people are not drinking alcohol, whether at home, eating out, or socializing with friends, they are still looking for great taste and a sophisticated drinking experience. All three of these trends are firmly in our favor and driving an ever greater opportunity for the Fever-Tree brand.

Speaker #2: Making these serves desirable across a wider range of occasions and different times of day—no longer the preserve of late nights. This trend is clearly not being lost on spirit producers, who are now pushing and promoting their spirits mixed to a greater extent than ever before.

Speaker #2: And finally, but equally as important for our growing opportunity, is moderation. This means that when people are not drinking alcohol, whether at home, eating out, or socializing with friends, they're still looking for great taste and a sophisticated drinking experience.

Speaker #2: So all three of these trends are firmly in our favor and are driving an ever greater opportunity for the Fevertree brand. Of those trends, moderation is the one I'd like to spend a little more time on today.

Tim Warrillow: Of those trends, moderation is the one I would like to spend a little more time on today. There is often an assumption that if people choose to drink less alcohol, they are somehow stepping away from those social occasions. That is not what we are seeing, and it is not what the data suggests. Across all our key markets, a significant proportion of adults say they intend to moderate their alcohol consumption. In the UK alone, that is around 25 million adults. However, when they are moderating, market analysis suggests that around 70% of occasions where consumers choose not to drink alcohol, they are seeking soft drinks and non-alcoholic alternatives. This represents a value pool of around GBP 700 million. To put that into perspective, that is larger than the entire UK mixed category today. Yet despite its size, much of this value pool remains underserved. Beyond non-alcoholic beer, there are still relatively few premium adult alternatives available.

Speaker #2: There's often an assumption that if people choose to drink less alcohol, they're somehow stepping away from those social occasions. That's not what we're seeing, and it's not what the data suggests.

Speaker #2: Across all our key markets, a significant proportion of adults say they intend to moderate their alcohol consumption. In the UK alone, that's around 25 million adults.

Speaker #2: However, when they're moderating, market analysis suggests that around 70% of occasions where consumers choose not to drink alcohol, they're seeking soft drinks and non-alcoholic alternatives.

Speaker #2: And this represents a value pool of around £700 million. To put that into perspective, that's larger than the entire UK mixed category today.

Speaker #2: Yet, despite its size, much of this value pool remains underserved. Beyond non-alcoholic beer, there are still relatively few premium adult alternatives available. This means consumers often default to choosing water, tap water, or mainstream soft drinks.

Tim Warrillow: Meaning consumers often default into choosing water, tap water, or mainstream soft drinks. For retailers, pubs, and bars, that is a growing challenge, as consumers are still participating in occasion, but too often the spend attached to that occasion falls away when the choice becomes water or a standard soft drink. As a result, we are seeing increasing interest from both retailers and hospitality operators for premium adult soft drinks that can better meet consumer needs while helping them retain the value of the occasion, thus creating a significant opportunity for Fever-Tree. We have built a brand around quality taste and adult refreshment, and increasingly, consumers are choosing our products beyond traditional mixed occasions. So whilst moderation is often discussed as a headwind for the drinks industry, we see it as creating a significant adjacent growth opportunity.

Speaker #2: And for retailers, pubs, and bars, that is a growing challenge, as consumers are still participating in occasions, but too often the spend attached to that occasion falls away.

Speaker #2: When the choice becomes water or a standard soft drink, as a result, we're seeing increasing interest from both retailers and hospitality operators for premium adult soft drinks that can better meet consumer needs while helping them retain the value of the occasion.

Speaker #2: This is creating a significant opportunity for Fevertree. We've built a brand around quality, taste, and added refreshment. And increasingly, consumers are choosing our products beyond traditional mixed occasions.

Speaker #2: So, whilst moderation is often discussed as a headwind for the drinks industry, we see it as creating a significant adjacent growth opportunity. Now, identifying an opportunity is one thing.

Tim Warrillow: Now, identifying an opportunity is one thing, being able to capture it is another, and that is where we believe Fever-Tree is uniquely positioned. Over the past 20 years, we have built one of the strongest premium brands in drinks. Our products and flavors have been developed specifically for adult taste and adult drinking occasions, and we have strong distribution across both the on-trade and the off-trade in our major markets. Put that together, and we do not believe there is another brand better placed to capture this opportunity. Before I move on to the US, it is worth taking a step back and reminding ourselves what makes the Fever-Tree model so attractive. We have built a premium global brand underpinned by an outsourced business model, allowing us to generate increasing amounts of cash while remaining relatively capital light. That gives us choices.

Speaker #2: Being able to capture it is another, and that is where we believe Fevertree is uniquely positioned. Over the past 20 years, we've built one of the strongest premium brands in drinks.

Speaker #2: Our products and flavors have been developed specifically for adult tastes and adult drinking occasions. We have strong distribution across both the on-trade and off-trade in our major markets.

Speaker #2: Putting that together, we do not believe there's another brand better placed to capture this opportunity. Before I move on to the US, it's worth taking a step back and reminding ourselves what makes the Fevertree model so attractive.

Speaker #2: We've built a premium global brand model, allowing us to generate increasing amounts of cash while remaining relatively capital-light. That gives us choices. First and foremost, we can continue investing behind the global opportunity for the brand.

Tim Warrillow: First and foremost, we can continue investing behind the global opportunity for the brand, whether through marketing, innovation, or where it makes strategic sense, potential acquisitions. At the same time, we are able to maintain a strong balance sheet and return surplus cash to shareholders. Put simply, it is a model that allows us to invest the growth while continuing to deliver attractive shareholder returns. Turning now to the US, which remains our largest long-term growth opportunity. When we reported our full year results in March, we said that 2026 would be about moving into the execution phase. That is exactly what the team have focused on during the H1. We have seen strong engagement right across the Molson Coors system. We have launched our first national marketing campaign in the US, and we have achieved our highest ever retail value share in both Tonic and Ginger Beer.

Speaker #2: Whether through marketing, innovation, or where it makes strategic sense—potential acquisitions. At the same time, we're able to maintain a strong balance sheet and return surplus cash to shareholders.

Speaker #2: Put simply, it's a model that allows us to invest in growth while continuing to deliver attractive shareholder returns. Turning now to the US, which remains our largest long-term growth opportunity.

Speaker #2: When we reported our full-year results in March, we said that 2026 would be about moving into the execution phase. That’s exactly what the team has focused on during the first half.

Speaker #2: We've seen strong engagement right across the malls and core system. We've launched our first national marketing campaign in the US, and we've achieved our highest ever retail value share in both tonic and ginger beer.

Speaker #2: And importantly, we've seen sales build through the period. As the chart shows, off-trade sales growth improved from 6% in Q1 to 11% in Q2, and then to 16% through July and August.

Tim Warrillow: Importantly, we have seen sales build through the period. As the chart shows, off-trade sales growth improved from 6% in Q1 to 11% in Q2, and then to 16% through July and August. It is still early days, but what we are seeing is consistent with our belief in the benefits this partnership can deliver. We spent quite a bit of time discussing the national marketing campaign at our full year results, so I will not go through all of the detail again today. The important point is that for the first time, we are supporting the brand in the US with marketing investment at a significantly greater scale. The campaign remains rooted in what has always made Fever-Tree successful, our mixing credentials and our reputation for quality.

Speaker #2: It's still early days, but what we're seeing is consistent with our belief in the benefits this partnership can deliver. We spent quite a bit of time discussing the national marketing campaign at our full-year results.

Speaker #2: So I won't go through all of the detail again today. The important point is that, for the first time, we're supporting the brand in the US with marketing investment at a significantly greater scale.

Speaker #2: The campaign remains rooted in what has always made Fevertree successful: our mixing credentials and our reputation for quality. Together with malls and courts, we now have the ability to support the brand nationally in a way we simply couldn't before.

Tim Warrillow: Together with Molson Coors, we now have the ability to support the brand nationally in a way we simply could not before, giving us a much stronger platform from which to grow the brand. That support extends well beyond advertising. We are investing in experiential activity gets the brand in consumers' hands while improving execution across both retail and the on-trade. What Molson Coors brings is scale and a significantly greater execution capability. For a brand like Fever-Tree, where rate of sale is already strong, improvements in availability can make a meaningful difference over time. As we have discussed before, there are three key drivers of growth, distribution breadth, distribution depth, and velocity. We are adding accounts, improving execution and visibility in store, and supporting the brand with significantly greater marketing investment. What is encouraging is that these drivers are beginning to reinforce one another. As execution improves, distribution expands.

Speaker #2: Giving us a much stronger platform from which to grow the brand. And that support extends well beyond advertising. We're investing in experiential activity that gets the brand in consumers' hands, while improving execution across both retail and the on-trade.

Speaker #2: And what malls and courts bring is scale and a significantly greater execution capability. For a brand like Fevertree, where the rate of sale is already strong, improvements in availability can make a meaningful difference over time.

Speaker #2: So, as we've discussed before, there are three key drivers of growth: distribution breadth, distribution depth, and velocity. We're adding accounts, improving execution and visibility in-store, and supporting the brand with significantly greater marketing investment.

Speaker #2: And what's encouraging is that these drivers are beginning to reinforce one another. As execution improves, distribution expands. As distribution expands, awareness and trial increase.

Tim Warrillow: As distribution expands, awareness and trial increase. The rates of sale strengthen, retailers are willing to give the brand more space. Together, we are beginning to see that flywheel start to work. Let me turn now to our broader portfolio strategy. As we have discussed before, diversification has been part of the Fever-Tree strategy for many years. The starting point was to establish the brand's premium quality, taste, and flavor credentials through the sophisticated position of cocktails and mixing. That remains the foundation of the business today. But the ambition was always to use those credentials to broaden the range of occasions in which consumers choose Fever-Tree. We have a broad portfolio serving different tastes, markets, and occasions. Within that portfolio, we are putting increased investment behind five key flavors where we see particularly attractive opportunities for global growth.

Speaker #2: And the rates of sales strengthen. Retailers are willing to give the brand more space. And together, we're beginning to see that flywheel start to work.

Speaker #2: So let me turn now to our broader portfolio strategy. As we've discussed before, diversification has been part of the Fevertree strategy for many years.

Speaker #2: The starting point was to establish the brand’s premium quality, taste, and flavor credentials through the sophisticated positioning of cocktails and mixing. That remains the foundation of the business today.

Speaker #2: But the ambition was always to use those credentials to broaden the range of occasions in which consumers choose Fever-Tree. We have a broad portfolio, serving different tastes, markets, and occasions.

Speaker #2: And within that portfolio, we're putting increased investment behind five key flavors, where we see particularly attractive opportunities for global growth. These flavors already account for around half of group sales and contributed approximately 85% of our growth in the first half.

Tim Warrillow: These flavors already account for around half of group sales and contributed approximately 85% of our growth in H1. Their strength is their versatility. They work across several major spirit categories, but they are also increasingly enjoyed as premium soft drinks in their own right. That gives them relevance across both alcoholic and non-alcoholic occasions. We are supporting that opportunity through focused marketing and innovation. Marketing helps us communicate the versatility of these products more effectively, while innovation enables us to respond to emerging consumer trends and specific opportunities in local markets. While the products and priorities may differ by market, the approach is consistent. We are building on the strength of our mix of business and creating more reasons for consumers to choose Fevertree.

Speaker #2: Their strength is their versatility. They work across several major spirit categories, but they are also increasingly enjoyed as premium soft drinks in their own right.

Speaker #2: That gives them relevance across both alcoholic and non-alcoholic occasions, and we're supporting that opportunity through focused marketing and innovation. Marketing helps us communicate the versatility of these products more effectively.

Speaker #2: While innovation enables us to respond to emerging consumer trends and specific opportunities in local markets, the products and priorities may differ by market, but the overall approach is consistent.

Speaker #2: We're building on the strength of our mix of business and creating more reasons for consumers to choose Fever-Tree. In terms of marketing, our latest campaign, 'Straight Up or Mixed, It's a Matter of Taste.'

Tim Warrillow: In terms of marketing, our latest campaign, "Straight Up or Mixed, It's a Matter of Taste," celebrates the versatility mentioned in the previous slide while remaining rooted in what matters most to the brand, great taste. In the UK, it reached around 11.5 million adults and delivered a sales uplift of 22% for the featured flavors. We are now adapting that campaign for a number of our more mature international markets, including France, Canada, Belgium, and Australia. It is a good example of how we are evolving the way we talk about the brand and supporting our key growth flavors internationally. In terms of innovation, our approach is deliberately focused. In the UK, our non-alcoholic ready-to-drinks allow us to play a leading role in a fast-developing part of the market.

Speaker #2: Celebrates the versatility mentioned in the previous slide, while remaining rooted in what matters most to the brand: great taste. In the UK, it reached around 11.5 million adults and delivered a sales uplift of 22% for the featured flavors.

Speaker #2: We're now adapting that campaign for a number of our more mature international markets, including France, Canada, Belgium, and Australia. It's a good example of how we're evolving the way we talk about the brand and supporting our key growth flavors internationally.

Speaker #2: In terms of innovation, our approach is deliberately focused. In the UK, our non-alcoholic ready-to-drinks allow us to play a leading role in a fast-developing part of the market.

Speaker #2: They were developed in response to retailer demand for non-alcoholic drinks, with the flavor complexity and quality consumers would expect from an alcoholic serve. We've been very pleased with how they are performing.

Tim Warrillow: They were developed in response to retailer demand for non-alcoholic drinks with the flavor, complexity, and quality consumers would expect from an alcoholic serve. We have been very pleased with how they are performing, having secured good distribution across the major grocers and are bringing new, younger shoppers into the non-alcoholic category. In Australia, the opportunity is different. Lemon, Lime & Bitters is already a well-established adult soft drink in that market. Our role is to bring Fevertree's quality, taste, and premium credentials to an occasion consumers already understand. The product has secured good distribution in Coles and Woolworths, supported by strong retail visibility, and we are encouraged by the early momentum. These are two very different products, but they reflect the same disciplined approach. In one market, we are helping shape an emerging category. In another, we are premiumizing an established local favorite.

Speaker #2: Having secured good distribution across the major grocers, and bringing new, younger shoppers into the non-alcoholic category, in Australia, the opportunity is different. Lemon, Lime & Bitters is already a well-established adult soft drink in that market.

Speaker #2: Our role is to bring Fever-Tree's quality, taste, and premium credentials to an occasion consumers already understand. The product has secured good distribution in Coles and Woolworths, supported by strong retail visibility, and we're encouraged by the early momentum.

Speaker #2: These are two very different products, but they reflect the same disciplined approach. In one market, we're helping shape an emerging category. In another, we're premiumizing and establishing local favorites.

Speaker #2: Both build naturally on Fevertree's strengths and create more reasons for consumers to choose the brand. And with that, I'll hand over to Andy to take you through the financial performance.

Tim Warrillow: Both build naturally on Fevertree's strengths and create more reasons for consumers to choose the brand. With that, I will hand over to Andy to take you through the financial performance.

Speaker #1: Thank you, Tim. And good morning, everyone. We set out here the financial highlights, with performance driven by the US and the UK returning to growth, whilst EBITDA is growing ahead of revenue, even after a step change in US marketing investment.

Andy Branchflower: Thank you, Tim, and good morning, everyone. We set out here the financial highlights with performance driven by the US and the UK returning to growth, whilst EBITDA is growing ahead of revenue even after a step change in US marketing investment. Cash conversion has remained strong with a GBP 60 million share buyback in progress, building on the GBP 100 million buyback from last year. Turning the page. US revenue grew by 11% at constant currency, with the Molson Coors partnership starting to deliver real benefits, as just described by Tim. The UK delivered a return to growth, with revenue up 3% following our successful Straight Up or Mixed marketing campaign, which launched just ahead of the good summer weather. Whilst Tonic Water sales are broadly flat in the UK, growth is being driven by our beyond tonic products, which now represent almost a third of UK sales.

Speaker #1: Cash conversion has remained strong, with a $60 million share buyback in progress, building on the $100 million buyback from last year. Turning the page, U.S. revenue grew by 11% at constant currency, with the Molson Coors partnership starting to deliver real benefits, as just described by Tim.

Speaker #1: The UK delivered a return to growth, with revenue up 3%, following our successful 'Straight Up on Mixed' marketing campaign, which launched just ahead of the good summer weather.

Speaker #1: Whilst tonic sales are broadly flat in the UK, growth is being driven by our Beyond, almost a third of UK sales. Whilst wider challenges remain in the on-trade channel, we retain our market-leading distribution footprint and share there.

Andy Branchflower: Whilst wider challenges remain in the on-trade channel, we retain our market-leading distribution footprint and share there. Meanwhile, in the off-trade, we are performing well, growing strongly and extending our leadership position, gaining a further 2% value share. In Europe, whilst reported revenue growth benefited from positive shipment phasing, underlying growth was a solid 4% year-on-year, driven by strong Ginger Beer performance, where we are delivering more than half of the category's growth at retail and now holds almost 40% value share of the Ginger Beer category across Europe. Finally, in the rest of the world, reported revenue increased by 5%, with underlying growth marginally ahead of that at 6%. Whilst tonic remains in good growth, again, our diversification strategy is gaining traction, with beyond tonic over 40% of the sales mix and growing well. Turning to the segmental P&L view.

Speaker #1: Meanwhile, in the off-trade, we're performing well, growing strongly and extending our leadership position—gaining a further 2% value share. In Europe, whilst reported revenue growth benefited from positive shipment phasing, underlying growth was a solid 4% year-on-year, driven by strong ginger beer performance. We are delivering more than half of the category's growth at retail, and now hold almost 40% value share of the ginger beer category across Europe.

Speaker #1: And finally, in the rest of the world, reported revenue increased by 5%, with underlying growth marginally ahead of that at 6%. And whilst tonic remains in good growth, again, our diversification strategy is gaining traction.

Speaker #1: With Beyond Tonic over 40% of the sales mix and growing well, turning to the segmental P&L view: In the US, we saw a reduction in EBITDA margin, as expected.

Andy Branchflower: In the US, we saw a reduction in EBITDA margin as expected, largely reflecting upweighted marketing investment. As we previously presented, we anticipate step changes in US profitability over the medium term as production is onshored and the incremental marketing investment moderates to more typical levels. These step changes underwritten by our US profit guarantee. Whilst on the ground, the journey begins in earnest with the onshoring of our cans business, with production trials beginning this autumn and ramping up from there. In the rest of the group segment, we have continued to deliver margin recovery, and this is after the impact of the GBP 2.6 million provision to cover the 2026 UK on-trade EPR levy. Whilst nothing has changed in our position here, the legal challenge has not progressed since March. We await the next steps, and as such, the provision is required under accounting rules.

Speaker #1: Largely reflecting upweighted marketing investment. As we've previously presented, we anticipate step changes in US profitability over the medium term as production is onshored and the incremental marketing investment moderates to more typical levels.

Speaker #1: With these step changes underwritten by our U.S. profit guarantee. Whilst on the ground, the journey begins in earnest with the onshoring of our cans business, with production trials beginning this autumn and ramping up from there.

Speaker #1: In the rest of the group segment, we continued to deliver margin recovery, and this is after the impact of a £2.6 million provision to cover the 2026 UK on-trade EPR levy.

Speaker #1: And whilst nothing's changed in our position here, the legal challenge has not progressed since March. We await the next steps and, as such, the provision is required under accounting rules.

Speaker #1: And whilst the geopolitical backdrop remains volatile, the significant steps we've taken in recent years to improve supply chain resilience continue to hold us in good stead, and the team are doing a fantastic job.

Andy Branchflower: Whilst the geopolitical backdrop remains volatile, the significant steps we have taken in recent years to improve supply chain resilience continue to hold us in good stead, and the team are doing a fantastic job. From a cost perspective, our bottles and cans are materially hedged for energy impacts across 2026, 2027, and 2028. Finally, central costs have reduced as a percentage of adjusted revenue as we leverage the technology investments implemented in recent years, providing a tailwind to group EBITDA margins as expected. On announcing the Molson Coors partnership last January, we pointed to the increasingly positive impact this would have on working capital and cash conversion. Here we look back at the 18-month period since that announcement, highlighting the strong cash generation, working capital improvement, and shareholder returns that we have delivered.

Speaker #1: Whilst from a cost perspective, our bottles and cans are materially hedged for energy impacts across 2026, 2027, and 2028. Finally, central costs have reduced as a percentage of adjusted revenue, as we leverage the technology investments implemented in recent years, providing a tailwind to group EBITDA margins as expected.

Speaker #1: When announcing the Molson Coors partnership last January, we pointed to the increasingly positive impact this would have on working capital and cash conversion. Here, we look back at the 18-month period since that announcement, highlighting the strong cash generation, working capital improvement, and shareholder returns that we have delivered.

Speaker #1: On completion of the current buyback, we will have returned $160 million to shareholders and, inclusive of the equity issue to Molson Coors, will have reduced the number of shares in issue by circa 7% over this period.

Andy Branchflower: On completion of the current buyback, we will have returned GBP 160 million to shareholders, and inclusive of the equity issue to Molson Coors, will have reduced the number of shares in issue by circa 7% over this period. Turning to outlook. We have continued to trade well over summer and remain confident of delivering in line with expectations. We expect US revenue growth to accelerate as the year progresses, whilst in the rest of the group, we expect to deliver good underlying growth. Although reported revenue will be impacted in Europe as phasing benefits from the H1 of the year unwind. From a profitability perspective, US tariff refunds received in the second half will offset the full-year impact of the incremental GBP 2.6 million EPR provision, and we remain confident of delivering EBITDA in line with expectations.

Speaker #1: Turning to outlook, we have continued to trade well over the summer and remain confident of delivering in line with expectations. We expect US revenue growth to accelerate as the year progresses, whilst in the rest of the group we expect to deliver good underlying growth, although reported revenue will be impacted in Europe as phasing benefits from the first half of the year unwind.

Speaker #1: From a profitability perspective, US tariff refunds received in the second half will offset the full-year impact of the incremental £2.6 million EPR provision, and we remain confident of delivering EBITDA in line with expectations.

Speaker #1: This year's working capital profile will be similar year-on-year and significantly below historic levels. Just as we set out last January, when announcing the Molson Coors partnership, 2025 was a transition year, and in 2026, we're investing in the US opportunity.

Andy Branchflower: This year's working capital profile will be similar year-on-year and significantly below historic levels. Just as we set out last January when announcing the Molson Coors partnership, 2025 was a transition year, and in 2026 we are investing in the US opportunity, both of which have dampened earnings in the short term. But we are drawing closer now to 2027 and 2028, where we expect to see a step change in the US and therefore group profitability as the benefits of local US production are felt, followed by a normalization in US marketing investment. Consistent delivery this year provides a strong platform from which to deliver against consensus expectations of the circa 60% uplift in EBITDA over the next two years, with the quantum of that uplift materially underpinned by guaranteed US profits.

Speaker #1: Both of which have dampened earnings in the short term. But we are drawing closer now to 2027 and 2028, where we expect to see a step change in US, and therefore group, profitability, as the benefits of local US production are felt, followed by a normalization in US marketing investment.

Speaker #1: Consistent delivery this year provides a strong platform from which to deliver against consensus expectations of the circa 60% uplift in EBITDA over the next two years, with the quantum of that uplift materially underpinned by guaranteed US profits.

Speaker #1: Not only this, but an improving working capital profile, as US production onshores, means that the increase in profitability will be outstripped by further improvements in cash generation, with the expectation that the group will generate at least $100 million of free cash flow across 2027 and 2028.

Andy Branchflower: Not only this, but an improving working capital profile as US production on shores means that the increase in profitability will be outstripped by further improvements in cash generation, with the expectation that the group will generate at least GBP 100 million of free cash flow across 2027 and 2028. And whilst that can be deployed to fuel further growth, excess cash will be returned to shareholders, just as we have demonstrated through the GBP 160 million share buyback deployed over 2025 and 2026. With that, I will pass back to Tim.

Speaker #1: And whilst that can be deployed to fuel further growth, excess cash will be returned to shareholders, just as we've demonstrated through the $160 million share buyback deployed over '25 and '26.

Speaker #1: With that, I'll pass it back to Tim.

Speaker #2: Thanks, Andy. So, to summarize, the Molson Coors partnership is really beginning to deliver the benefits we expected, with stronger execution, growing sales momentum, and increasing confidence in the long-term opportunity.

Tim Warrillow: Thanks, Andy. To summarize, the Molson Coors partnership is really beginning to deliver the benefits we expected with stronger execution, growing sales momentum, and increasing confidence in the long-term opportunity. Secondly, our diversification strategy continues to gain traction. A wider portfolio outside of our core Tonic Water range now represent almost half of group sales and are increasingly broadening the occasions in which consumers choose Fever-Tree. And thirdly, our asset-light, cash generative business model continues to provide us with significant flexibility. It allows us to invest behind future growth while continuing to deliver attractive returns to shareholders. With that, I will open up to any questions.

Speaker #2: Secondly, our diversification strategy continues to gain traction. A wider portfolio outside of our core tonic range now represents almost half of group sales. And we're increasingly broadening the occasions in which consumers choose Fever-Tree.

Speaker #2: And thirdly, our asset-light, cash-generative business model continues to provide us with significant flexibility. It allows us to invest behind future growth, while continuing to deliver attractive returns to shareholders.

Speaker #2: So, with that, I'll open it up to any questions.

Speaker #3: Thank you. To ask a question, please press *451 on your telephone keypad now. If you change your mind, please press *452. When preparing to ask your question, please ensure your device is unmuted locally.

Operator: Thank you. To ask a question, please press star followed by 1 on your telephone keypad now. If you change your mind, please press star followed by 2. When preparing to ask your question, please ensure your device is unmuted locally. We will pause here briefly as questions are being registered. Our first question today comes from Anubhav Malhotra from Panmure Liberum. Your line is now open.

Speaker #3: We'll pause here briefly as questions are being registered. So, our first question comes from Abenav Malhotra from Panmure Liberum. Your line is now open.

Speaker #1: Hi Dean, thanks for taking my questions. Firstly, on the US growth that you have achieved in the second quarter and the third quarter, maybe you could give us a bit of an idea of breaking that down into growth and distribution in terms of the number of outlets you are covering, and then the number of products in each outlet, rate of sales.

Anubhav Malhotra: Hi team. Thanks for taking my questions. Just firstly, on the US growth that you have achieved in Q2 and Q3, maybe you could give us a bit of idea of breaking that down into growth and distribution in terms of number of outlets you are covering, and then number of products in each outlet, rate of sales. You do not have to give exact numbers, but maybe some qualitative color on what is driving or all of them are driving. If you are already seeing some of the benefit of the advertising campaign on the rate of sales in your previous distribution, which is not newly added under Molson Coors. Secondly, on the EPR impact, which this year has come in H1, and last year, I think, was in the H2 margin.

Speaker #1: I mean, you don't have to give exact numbers, but maybe provide some qualitative color on what's driving all of them. And are you already seeing some of the benefit of the advertising campaign on the rate of sales in your previous distribution, which is not newly added under Molson Coors?

Speaker #1: And then secondly, on the EPR impact, which this year has come in the first half, and last year I think was in the second half margin.

Speaker #1: So just looking at the underlying increase in the margin in the rest of group non-US division, is that more like a 300 basis point underlying improvement in margin, and not a 70 basis points, if I exclude EPR?

Anubhav Malhotra: Just looking at the underlying increase in the margin in the rest of group non-US division. Is that more like a 300 basis point underlying improvement in margin and not a 70 basis point, if I exclude EPR? Just a confirmation on that. Thirdly, on the moderation trends. You mentioned the moderation trends. But in the US, you are primarily playing in the mixer category still there, which obviously does not play directly into those moderation trends, which are also happening in the US market. I believe Molson Coors is proceeding with other partnerships in canned non-alcoholic ready-to-drink cocktails, and I am sure in other non-alcoholic beverages as well. Do you think there is a risk to miss out on that part of the opportunity, or you think this is the right strategy?

Speaker #1: So, just a confirmation on that. And then, thirdly, on the moderation trends—you mentioned the moderation trends—but in the US, your primary play in the mixer category is still there.

Speaker #1: Which obviously does not play directly into those moderation trends, which are also happening in the US market. And I believe Molson Coors is proceeding with other partnerships in canned, day-to-drink cocktails, and I'm sure in other non-alcoholic beverages as well.

Speaker #1: So, do you think there's a risk of missing out on that part of the opportunity, or do you believe this is the right strategy? I'm not sure if you have any product innovation plans in that market that will play into those opportunities as well.

Anubhav Malhotra: I do not know if you have any product innovation plans in that market that will play into those opportunities as well. Thank you.

Speaker #1: Thank you.

Speaker #2: Good morning. Thanks for those. Look, I think I'll take the first two. In terms of the kind of accelerating growth profile through the year, look, it's very much as Tim described.

Andy Branchflower: Morning. Thanks for those. Look, I think I will take the first two. In terms of the kind of accelerating growth profile through the year, look, it is very much as Tim described. You are starting to see this combining benefit of more doors, some more shelf space that we have achieved and some improvement rate of sale. Like we said, each month that is building. You can see that in the Circana data quite clearly. Obviously, Circana is not the entire picture, but it is a very good proxy for what is happening. That is the reality of it. If we look at the on-trade, we are seeing last year was very much a year of transition and making sure we protected our existing footprint.

Speaker #2: You're starting to see this combining benefit of more doors, some more shelf space that we've achieved, and some improvement rate to sell. And like we said, sort of each month, that's building.

Speaker #2: You can see that in the Sakana data quite clearly. Obviously, Sakana isn't the entire picture, but it's a very good proxy for what's happening.

Speaker #2: So, that is the reality of it. And if we look at the on-trade, we're seeing last year was very much a year of transition and making sure we protected our existing footprint.

Speaker #2: This year has been a bad expansion and primarily focusing on, as we've spoken before, that sort of second tier of more mainstream on-trade distribution.

Andy Branchflower: This year has been about expansion and primarily focusing on, as we have spoken before, that sort of second tier of more mainstream on-trade distribution, and that is exactly what the network is doing. That is why we continue to see it. I think in terms of the actual growth rate, obviously it was 11% in H1, and there is an implied quite significant acceleration in H2. One thing I would point to as well is the balance of the comparatives. Last year was the transition year, but the first 5 months of last year, really, to all intents and purposes, were business as usual. The peak transition impacts fell more in Q3 and in the second half. That is what we are lapping. If you look at the shape of US revenue split H1 to H2 this year, it is 45% to 55%.

Speaker #2: And that's exactly what the network is doing. So that's why we continue to see it. I think, in terms of the actual growth rate, obviously it was 11% in H1, and there's an implied, quite significant acceleration in H2.

Speaker #2: One thing I'd point to, as well, is the balance of the comparatives. Last year was the transition year, but the first five months of last year, really, to all intents and purposes, were business as usual.

Speaker #2: And the peak sort of transition impacts were felt more in Q3 and in the second half. So that's what we're lapping. If you look at the shape of US revenue, the split H1 to H2 this year, it's 45 to 55.

Speaker #2: So all of that triangulates and combines to confidence in our ability to hit the expectations for the year this year. From an EPR perspective—yeah, look, you're right.

Andy Branchflower: All of that triangulates and combines to confidence in our ability to hit the expectations for the year this year. From an EPR perspective, yeah, look, you are right. In terms of the timing of making the provision, we did not make that till the back end of last year because of how things were progressing and the filing of the legal case. It was not in the on-trade EPR provision, was not in the first half comparative. If you strip that out, that does imply a really good, healthy underlying margin improvement in rest of group. There is some phasing in that, so that does flatter some of that, but that is the story. We are continuing to deliver good growth, good cost control. We have benefited from hedging this year that we laid down clearly last year as well as pricing actions around the group.

Speaker #2: In terms of the timing of making the provision, we didn't make that until the back end of last year because of how things were progressing and the filing of the legal case.

Speaker #2: So it wasn’t in the on-trade EPR provision—wasn’t in the first-half comparative. So if you strip that out, that does imply a really good, healthy underlying margin improvement in the rest of the group.

Speaker #2: Now, there’s some phasing in that, so that does flatter some of it, but that is the story: we’re continuing to deliver good growth and good cost control.

Speaker #2: We've benefited from hedging this year that we laid down clearly last year, as well as pricing actions around the group. But clearly, that's been slightly offset by that EPR provision in the first half.

Andy Branchflower: But clearly, that has been slightly offset by that EPR provision in the first half. I think the good thing about taking that provision is the downside risk is covered now. Nothing has changed in terms of our confidence in our position, and when we do have our day in court, so to speak, should we be successful, clearly there is risk to the upside now with a GBP 5.4 million provision sitting on the balance sheet relating to both 2025 and 2026. So we will watch this space.

Speaker #2: I think the good thing about taking that provision is the downside risk is covered now. Nothing's changed in terms of our confidence in our position.

Speaker #2: And when we do have our day in court, so to speak, should we be successful, clearly there's risk to the upside now with a £5.4 million provision sitting on the balance sheet, relating to both '25 and '26.

Speaker #2: So we'll watch this space.

Speaker #4: Yeah, and let me take your last question about the adult soft drink opportunity in the U.S. I mean, there’s no question that we see opportunity for the Fever-Tree brand to participate in that growing category—growing opportunity—and as do Molson Coors.

Tim Warrillow: Yeah, let me take your last question about the adult soft drink opportunity in the US. There is no question that we see opportunity for the Fever-Tree brand to participate in that growing category and growing opportunity. As do Molson Coors. When they originally approached us, this is one of the things that they cited as being a great opportunity for the Fever-Tree brand. They will also be very focused on that opportunity, and these are discussions we are already having with them. What we have agreed is there is so much white space to go after with our core mixer business for the next couple of years, that is where we want to focus their network for the next couple of years and not distract them with other opportunities.

Speaker #4: When they originally approached us, this was one of the things that they cited as being a great opportunity for the Fever-Tree brand. So they will also be very focused on that opportunity.

Speaker #4: And these are discussions we are already having with them. But what we've agreed is there's so much white space to go after with our core mixer business for the next couple of years. That's where we want to focus their network for the next couple of years and not distract them with other opportunities.

Speaker #4: But this is very much in our discussions, very much in our planning, and certainly is a very significant opportunity that we see in the future.

Tim Warrillow: This is very much in our discussions, very much in our planning, and certainly is a very significant opportunity that we see in the future. We are as excited about that as I know Molson Coors are.

Speaker #4: So we are as excited about that as I know Molson Coors are.

Speaker #1: That's very helpful. Thank you so much.

Anubhav Malhotra: That is very helpful. Thank you so much.

Speaker #5: Thank you. The next question we have is from Edward Mundy from Jefferies. Your line is now open.

Operator: Thank you. The next question we have is from Edward Mundy from Jefferies. Your line is now open.

Speaker #6: Good morning, Tim. Morning, Andy. Three questions from me, please. So, coming back to the US, I think you're highlighting strong momentum in the second half.

Edward Mundy: Morning, Tim. Morning, Andy. Three questions from me, please. Coming back to the US, I think you are highlighting strong momentum in H2. Look, I appreciate the comps are a little bit easier in H2 than H1, but consensus is modeling around 20% revenue growth in H2, and that slows to about 16%, I think, in 2027, and then 14% in 2028. If you think about the flywheel that is starting to build and given more investment next year, without guiding explicitly on forecasts, do you think there is upside potential to consensus expectations on the US? Is my first question. The second one is on onshore with cans within the US, Andy. Could you talk to how this helps with both top line and bottom line delivery next year, in particular with the profit guarantee?

Speaker #6: And I appreciate the comments—a little bit easier in the second half than the first half—but consensus is modeling around 20% revenue growth in H2.

Speaker #6: And that slows to about 16%, I think, in '27, and then 14% in '28. But if you think about the flywheel that's starting to build, and given more investment next year, would that guide explicitly on forecasts?

Speaker #6: Do you think there is upside potential to consensus expectations on the US? That’s my first question. The second one is onshoring of cans within the US, Andy.

Speaker #6: Could you talk to how this helps with both top line and bottom line delivery next year in particular with the profit guarantee? And then third of all, coming back to the UK, which is a really good result in the first half, appreciate there are some good weather and some easier comps involved here, but the fact that trading has continued to be favorable into Q3, does that give you more confidence that the combination of more investment in the UK and this non-tonic acceleration gives you more confidence in the UK starting to grow from here?

Edward Mundy: Then third of all, coming back to the UK which was a really good result in H1. Appreciate there was some good weather and some easier comps involved here. The fact that trading has continued to be favorable into Q3, does that give you more confidence that the combination of more investment in the UK and this non-Tonic Water acceleration gives you more confidence in the UK starting to grow from here?

Speaker #2: Yeah, morning, Ed. Yeah, look, I'll take the first one. In terms of—look, I think I've just spoken to the building blocks, if you like, and our confidence and ability to hit this year's expectations.

Andy Branchflower: Yeah. Morning, Ed. Yeah, look, I will take the first one in terms of, look, I think I have just spoken to the building blocks, if you like, and confidence and ability to hit this year's expectations, and that does imply the acceleration, which for sure there is an underlying element too, but there is also an element to the comparatives there that would give us the confidence to deliver that. When we look at consensus actually for next year, it is ahead of the 16% you referenced. When we announced the deal back last January, we sort of anchored, if you like, on the 2026 number. But from there, we felt confident that we could deliver high teens, 20% growth in the US. We would still absolutely be aiming to do that.

Speaker #2: And that does imply the acceleration, for sure. There's an underlying element to it, but there is also an element to the comparatives there that would give us the confidence to deliver that.

Speaker #2: Then, when we look at consensus, actually, for next year it is ahead of the 16% you referenced. And look, when we announced the deal back last January, we sort of anchored, if you like, on the '26 number.

Speaker #2: But from there, we felt confident that we could deliver high teens to 20% growth in the US, and we'd still absolutely be aiming to do that.

Speaker #2: So, I do think there's some upside in the numbers, certainly you were referencing there, over the next couple of years, just predicated on what we've been speaking to.

Andy Branchflower: I do think there is some upside in the numbers, certainly you were referencing there, over the next couple of years. Just predicated on what we have been speaking to, there is a significant amount of distribution white space to go for both in the on-trade, the off-trade. Every month that goes by, the distribution network is getting their arms around the brand and driving it forward. From a consumer pool perspective, we have clearly made a significant investment in marketing this year, which we expect to continue to do over the medium term. All of those we are confident will combine to drive really good growth over the next couple of years for us in the US. Now, cans are an important component of that, the onshoring aspect, which is beginning imminently.

Speaker #2: There's a significant amount of distribution white space to go for both in the on-trade and the off-trade. Every month that goes by, the distribution network is getting their arms around the brand.

Speaker #2: And driving it forward. And then, from a consumer pool perspective, we've clearly made a significant investment in marketing this year, which we expect to continue to do over the medium term.

Speaker #2: So, all of those, we're confident, will combine to drive really good growth over the next couple of years for us in the US. Now, cans are an important component of that.

Speaker #2: The onshoring aspect, which is beginning imminently, I think much more, though clearly, from a kind of cost perspective and from a working capital perspective.

Andy Branchflower: I think much more though, clearly from a cost perspective and from a working capital perspective, the onshoring, as we have spoken about, is a key component to driving US profitability over the fullness of time. We are really pleased that Molson beginning with that format. It is a fast growth format and alongside some of the local glass production we already have in the US, that means over half of our US products are going to be locally produced next year, which is fantastic. There will be profitability benefit for that flowing into that partnership P&L. From Fever-Tree's perspective, we have this kind of guaranteed mechanism, which gives us a good degree of upside next year from that. So we are very confident. We talked about the top line trajectory.

Speaker #2: The onshoring, as we've spoken about, is a key component to driving US profitability over the fullness of time. And we're really pleased that Molson are beginning with that format.

Speaker #2: It's a fast-growth format, and alongside some of the local glass production we already have in the US, that means over half of our US products are going to be locally produced.

Speaker #2: Next year, which is fantastic. Now that we've been profitable, the benefits of that are flowing into that partnership P&L from Fevertree's perspective. We have this kind of guaranteed mechanism, which gives us a good degree of upside next year from that.

Speaker #2: So we're very confident we've talked about the top-line trajectory. I'd say we're very, very confident about the bottom-line trajectory, because when you look at the step changes in consensus EBITDA from '26 to '27 to '28, that incremental amount—a very high proportion of that—is covered off by our US profit guarantee, which gives us, obviously, a great platform to deliver against those expectations.

Andy Branchflower: I would say we are very confident about the bottom line trajectory because when you look at the step changes in consensus EBITDA from 2026 to 2027 to 2028, that incremental amount, a very high proportion of that is covered off by our US profit guarantee, which gives us obviously a great platform to deliver against those expectations.

Speaker #4: Very good. And look, Ed, why don't I pick up on the UK? As you kindly say, it's great to see the UK performing the way it is.

Tim Warrillow: Very good. Look, Ed, why do not I pick up on the UK. As you kindly say, it is great to see the UK performing the way it is. It is not a surprise to us, as I think you know. We have always been pretty confident that we will get the UK back into growth. Whilst there is no question that good weather has been a benefit, we must not forget we had some pretty good weather actually last summer. So some quite tough comps there. What has clearly also been driving it is the diversification of our range which we have been deliberately broadening over the last two years to make the most of these growing other occasions and other opportunities, and that is really showing up.

Speaker #4: It's not a surprise to us, as I think you know. We've always been pretty confident that we will get the UK back into growth.

Speaker #4: Whilst there's no question that good weather has been a benefit, we mustn't forget we had some pretty good weather, actually, last summer—so some quite tough comps there.

Speaker #4: But what's clearly also been driving it is the diversification of our range, which we have been deliberately broadening over the last few years to make the most of these growing other occasions and other opportunities.

Speaker #4: And that's really showing up. As you'll see, that range grew 13% in the first half of the year, and we're optimistic that we can keep driving that kind of growth with that range going forward.

Tim Warrillow: As you will see, that range grew 13% in H1 of the year, and we are optimistic that we can keep driving that kind of growth with that range going forward. On top of it, our confidence with that is what spurred our desire to spend more money than ever before marketing the versatility of our brand and range. The early feedback from that campaign is very positive in terms of getting people to reappraise us as not just a mixer drink, but also a soft drink business. Clearly, we are seeing the results in the growth of those products across the portfolio. So that gives us also confidence to continue to drive that style of investment. Yes, in answer to your question, we are optimistic that we can continue this momentum in the UK in the medium term.

Speaker #4: And then, on top of it, our confidence in that is what spurred our desire to spend more money than ever before marketing the diversity of our brand and range, and the early feedback from that campaign is very positive.

Speaker #4: In terms of getting people to reappraise us as not just a mixer drink, but also a soft drink business, and clearly, we're seeing the results in the growth of those products across the portfolio.

Speaker #4: So, that gives us also confidence to continue to drive that style of investment. So yes, in answer to your question, we are optimistic that we can continue this momentum in the UK in the medium term.

Speaker #4: And as I also tried to point out in the presentation, moderation, we think, creates an additional opportunity for the Fevertree brand that we're also going to be leaning into.

Tim Warrillow: And as I also tried to point out in the presentation, a moderation, we think creates an additional opportunity for the Fever-Tree brand that we are also going to be leaning into. So, we are delighted by the H1, and we think we can continue.

Speaker #4: So, yeah, we're delighted by the first half, and we think we can continue.

Speaker #6: Great. Thank you.

Edward Mundy: Great. Thank you.

Speaker #1: Thank you. The next question is from Ashutosh Sanjay from Barclays. Your line is now open.

Operator: Thank you. The next question is from Ashutosh Sanjay from Barclays. Your line is now open.

Speaker #7: Good morning, Tim and Andy. Again, my question focuses on the US. My first question is: could you give us some color on pricing in the US?

Ashutosh Sanjay: Morning, Tim and Andy. Again, my question pins down to the US. The first question is, could you just give us some color on pricing in the US, what was last year? Because I believe, if I remember correctly, it was flattish last year. So any color on pricing for this year? The second question is, what gives you a high degree of confidence to deliver almost 2x of the growth in the second half? And I am talking about FY26, to get to somewhere around GBP 150 sterling in the US as per the consensus.

Ashutosh Jain: Morning, Tim and Andy. Again, my question pins down to the US. The first question is, could you just give us some color on pricing in the US, what was last year? Because I believe, if I remember correctly, it was flattish last year. So any color on pricing for this year? The second question is, what gives you a high degree of confidence to deliver almost 2x of the growth in the second half? And I am talking about FY26, to get to somewhere around GBP 150 sterling in the US as per the consensus.

Speaker #7: What was last year? Because I believe, if I remember correctly, it was flattish last year. So, any color on pricing for this year? And the second question is, what gives you a high degree of confidence to deliver almost 2x the growth in the second half?

Speaker #7: And I'm talking about fiscal year ‘26, to get to somewhere around £150 million in the US, as per the consensus.

Speaker #6: Yeah. Morning. I think in terms of pricing, look, there's certainly an expectation that over time with Molson, just as we have actually in the US, we'll look to take inflationary pricing.

Andy Branchflower: Yeah. Morning. I think in terms of pricing, look, there is certainly an expectation that over time in Molson, where just as we have actually in the US, we will look to take inflationary pricing. But as you would understand, we flipped into a new network halfway through last year. There was not a focus on taking price from 2025 into 2026, six months into that relationship. That is clearly going to be an aspect of future plans. In terms of confidence in 2026, I think I sort of referred to this earlier. It is a combination of what we are seeing in terms of building incremental distribution and rate of sale month by month, which is coming through in the numbers, lapping some softer comparisons in H2.

Speaker #6: But as you'd understand, we flipped onto a new network halfway through last year, so there wasn't a focus on taking price from 2025 into 2026, six months into that relationship.

Speaker #6: So that's clearly going to be an aspect of our future plans. In terms of confidence in '26, I think I sort of referred to this earlier.

Speaker #6: It is a combination of what we're seeing in terms of building incremental distribution and rate of sale month by month, which is coming through in the numbers, lapping some softer comparisons in the second half.

Andy Branchflower: Internally, we are very focused on every month what we need to hit against plan to deliver against those expectations, and we are very comfortable we are on plan and with the year to go, with everything in place that we can continue to deliver those numbers.

Speaker #6: Internally, we're very focused on every month—what we need to hit against plan to deliver against those expectations. And we're very comfortable we're on plan, and with the years to go, with everything in place, that we can continue to deliver those numbers.

Speaker #7: Okay. Thank you.

Ashutosh Sanjay: Okay. Thank you.

Ashutosh Jain: Okay. Thank you.

Speaker #1: Thank you. The next question on the line is from Matthew Ford at BNP Paribas. Your line is now open. Please go ahead.

Operator: Thank you. The next question on the line is from Matthew Ford from BNP Paribas. Your line is now open. Please go ahead.

Speaker #5: Thank you. Morning all. So my question, I suppose, following up from what's been discussed already, is just on the EBITDA margin expectation into 2027. I mean, there are a lot of different moving parts, I suppose.

Matthew Ford: Thank you. Morning, all. My question, I suppose, following up from what has been discussed already just on the EBITDA margin expectation into 2027. There are a lot of different moving parts, I suppose. You have got the tariff refund coming this year, which is a bit of a benefit to margin, which in theory will not be there again in 2027. You mentioned you are already very well hedged from an input cost perspective, but presumably that is at slightly higher rates. I would expect an incrementally slightly tougher cogged impact into 2027. Conversely, you have obviously the US localized production, which will help from a margin perspective, but clearly the marketing step up is still going to go in through into 2027.

Speaker #5: You've got the tariff refund coming this year, which is a bit of a benefit to margin, which, in theory, won't be there again in '27.

Speaker #5: You mentioned you're already very well hedged on input costs, but presumably that's at a slightly higher rate. So, I would expect a marginally tougher COGS impact into 2027.

Speaker #5: Conversely, you've got, obviously, the US-localized production, which will help from a margin perspective. But clearly, the marketing step-up is still going to go through into '27.

Speaker #5: So, if I look at consensus margins, I think the assumption is for '27 EBITDA margins kind of close to the mid-teens level, which is quite a big sequential step up.

Matthew Ford: If I look at consensus margins, I think the assumption is for 2027, EBITDA margin is close to the mid-teens level, which is quite a big sequential step up. Just be interesting to get your thoughts on those various moving parts, both positively and negatively, and if you still think that the 15% in 2027 is a good level.

Speaker #5: But it would just be interesting to get your thoughts on those various moving parts, both positively and negatively, and if you still think that the 15% in '27 is a good level.

Speaker #6: Yeah, sure. You're right. There are a number of different moving parts. In terms of inflationary cost pressures, we feel our hedging position puts us in good stead to manage the impacts of that in the business next year.

Andy Branchflower: Yeah, sure. You are right. There are a number of different moving parts. In terms of inflationary cost pressures, we feel our hedging position puts us in good stead to manage the impact of that on the business next year. We will continue to focus, particularly I am talking here about rest of the group, on taking pricing actions and other levers. So we are confident of an improvement in margin in that rest of group segment. We are confident that our central cost will continue to allow, there will be some operational gearing from that central cost, which will provide a tailwind. But the most significant step change in margin and getting us to that kind of mid-teen, circa 15% level will be the change in profitability of that US segment. Now, from an underlying perspective, the tailwind to that, the improvement will be driven by local production.

Speaker #6: We'll continue to focus—particularly, I'm talking here about the rest of the group—on taking pricing actions and other levers. So we're confident of an improvement in margin in that 'rest of the group' segment.

Speaker #6: We're confident that our central costs will continue to allow—there'll be some operational gearing from that central cost, which will provide a tailwind. But the most significant step change in margin, and getting us to that kind of mid-teens, circa 15% level, will be the change in profitability of that US segment.

Speaker #6: Now, from an underlying perspective, the tailwind to that—the improvement—will be driven by local production. The headwind, if you like, to your point, will be continued and sustained incremental marketing investment.

Andy Branchflower: The headwind, if you like, to your point, will be continued and sustained incremental marketing investment. So that will offset some of that benefit. But still, notwithstanding that, we still feel comfortable that you are going to see this step, this movement from consensus EBITDA margin for this year is about 12.5% moving up to high full teens, 15%. And the vast majority of that will be driven by US segmental profitability, driven by local production. And as I have said before, the fact we have the profit guarantee gives us great confidence in our ability as a group to deliver that step change in margin.

Speaker #6: So that will offset some of that benefit. But still, notwithstanding that, we still feel comfortable that you're going to see this movement from consensus EBITDA margin for this year, which is about 12.5%, moving up to the high 14s, 15%. The vast majority of that will be driven by US segmental profitability, driven by local production, and as I've said before, the fact that we have the profit guarantee gives us great confidence in our ability as a group to deliver that step change in margin.

Speaker #5: Great. Thank you.

Matthew Ford: Great. Thank you.

Speaker #1: Thank you. As a reminder, if you'd like to ask a question, please press star 401 on your telephone keypad now. Our next question is from Richard Withagen from Kettler Chevroy.

Operator: Thank you. As a reminder, if you would like to ask a question, please press star 4 by 1 on your telephone keypad now. Our next question is from Richard Withagen from Kepler Cheuvreux. Your line is now open.

Speaker #1: Your line is now open.

Speaker #8: Yeah. Good morning, Tim, Andy, and Anne. Three questions from me, please. First of all, it looks like the U.S. on-trade is growing ahead of the off-trade for Fever-Tree.

Richard Withagen: Yeah, good morning Tim, Andy, and Anne. Three questions from me, please. First of all, it looks like the US on-trade is growing ahead of the off-trade for Fever-Tree. If you look one level deeper, where is the portfolio gaining most traction? What kind of outlets? What kind of stores, et cetera? Second question is on working capital. How should we think about working capital in H2, and will there be any working capital impacts already this year from the planned onshoring of production in the US? Then the last question is about perhaps taking a step back. Beverage companies in mature markets are facing challenging market conditions. There is some portfolio diversification going on to improve growth. Is there an opportunity for Fever-Tree to accelerate distribution deals?

Speaker #8: So, if you look one level deeper, where is the portfolio gaining most traction? What kind of outlets? What kind of stores, et cetera? Second question is on working capital.

Speaker #8: So how should we think about working capital in the second half of the year? And will there be any working capital impacts already this year from the planned onshoring of production in the US?

Speaker #8: And then the last question is perhaps taking a step back. Beverage companies in mature markets are facing challenging market conditions. There's some portfolio diversification going on to improve growth.

Speaker #8: Is there an opportunity for Fevertree to accelerate distribution deals? And I don't mean the big ones like the Molson Coors one, but smaller, country-sized or regional deals.

Richard Withagen: I do not mean the big ones like the Molson Coors one, but smaller country-sized or regional deals. How material could that be?

Speaker #8: And how material could that be?

Speaker #9: Yeah, thanks for your questions. Let me take the first about US on-trade. Yeah, no, look, we're making good progress in the US on-trade—no question.

Tim Warrillow: Yeah. Look, thanks for your questions. Let me take the first about US on-trade. No, look, we are making good progress in the US on-trade, no question. But what is so exciting is the size of the opportunity that lies ahead, and particularly now with Molson Coors, because one of the attractions of the Molson Coors network is their scale and their breadth, and particularly into the tier 2, as we would describe them, of the on-trade. We spent a lot of time in the US building and developing our business in the tier 1 on-trade, where we have a fantastic foothold. When I say the tier 1, these are the top hotels, bars, and restaurants. But our ambition has always been to move then from there into the tier beyond. That is where the Molson Coors network is at its strongest.

Speaker #9: But what's so exciting is the size of the opportunity that lies ahead, and particularly now with Molson Coors, because one of the attractions of the Molson Coors network is their scale and their breadth, and particularly into the sort of Tier 2, as we would describe them, of the on-trade.

Speaker #9: We spent a lot of time in the US building and developing our business in the tier-one on-trade, where we have a fantastic foothold.

Speaker #9: And when I say Tier 1, these are the top hotels, bars, and restaurants, but our ambition has always been to move them from there into the tier beyond.

Speaker #9: And that is where the Molson Coors network is at its strongest. And so that is the progress we've started to make with them, but it's still very early days because there's such an opportunity ahead.

Tim Warrillow: That is the progress we have started to make with them, but it is still very early days because there is such an opportunity ahead. I always look at the UK as a good reference point because where our business in the on-trade really started to step change was when we built, just as we have done in the US, that distribution in the top end of the trade, and then moved from there to the pub groups. That is what we have done incredibly successfully here in the UK, which has meant we now have 45% market share. That is the journey we are starting to be on in the US. There is no question that there is an enormous amount of opportunity to go after, but it takes time.

Speaker #9: And I always look at the UK as a good reference point, because where our business in the on-trade really started to step change was when we built, just as we have done in the US, that distribution in the top end of the trade, and then moved from there to the pub groups.

Speaker #9: And that is what we've done incredibly successfully here in the UK, which has meant we now have a 45% market share. And that is the journey we're starting to be on in the US.

Speaker #9: And so, there's no question that there is an enormous amount of opportunity to go after. But it takes time. These are hundreds of thousands of accounts and call points that need to be made—sales calls that need to be made.

Tim Warrillow: These are hundreds of thousands of accounts and call points that need to be made, sales calls that need to be made. So it takes time, but there is no question with this extraordinarily powerful network, it is very well established in that tier. They are making good progress. So lots to go after, but exciting progress.

Speaker #9: So it takes time. But there's no question: with this extraordinarily powerful network, who are very, very well established in that tier, they're making good progress.

Speaker #9: So, lots to go after, but exciting progress.

Speaker #6: I think the working capital question—we’ll look at, if we go back to, say, 2024, our working cap was around 20%. We saw a step change as we went into the Molson partnership.

Andy Branchflower: I will take the working capital question. Well, look, if we go back to, say, 2024, our working cap was around 20%. We saw a step change as we went into the Molson partnership. Last year, that dropped obviously to 16.6%. We anticipate staying at broadly that level this year because the next stimulus, as you say, will be local production. For obvious reasons, that will start to reduce our working capital because at the moment, the majority of our US-related working capital relates to products with either on the water to the US or the invoice we have raised to Molson to pay for that UK-produced stock. As the onshoring ramps up, our US working capital reduces to very low levels. We do not anticipate a major change at December because with production trials beginning and then ramping up, the sales cut table will not really be till spring next year.

Speaker #6: So last year, that dropped, obviously, to sort of 16.6%. We anticipate staying at broadly that level this year, because the next stimulus, as you say, will be local production.

Speaker #6: For obvious reasons, that will start to reduce our working capital because, at the moment, the majority of our US-related working capital relates to product either on the water to the US or the invoices we've raised to Molson to pay for that UK-produced stock.

Speaker #6: So, as the onshoring ramps up, our US working capital reduces to very low levels. We don't anticipate a major change at December, because with production trials beginning and then ramping up, the sales cutover won't really be till spring next year.

Speaker #6: So it'll be 2027 when you'll start to see that improvement again in working capital, into 2028, as that onshoring level continues to increase, if that's helpful.

Andy Branchflower: It will be 2027 where you will start to see that improvement again in working capital into 2028 as that onshoring level continues to increase if that is helpful.

Speaker #9: And then your final question is an interesting one. I mean, as you rightly say, the beer companies are looking increasingly beyond beer for their growth, i.e., into soft and spirit companies.

Tim Warrillow: Your final question is an interesting one. As you rightly say, the beer companies are looking increasingly beyond beer for their growth, i.e., into softs. The spirit companies are looking beyond spirit, also into softs. The soft companies are also looking at the premium end, where the more attractive margins are. We find ourselves at the confluence of all of those interests. As a result, are getting more approaches than ever before. We will, of course, consider each and every one as they come. As I think these results have demonstrated, we are growing very well with the distributors we currently have. We are in no rush to make any changes, and we will only make the changes if we see a real strategic benefit.

Speaker #9: They're looking beyond spirits, also into soft. And then the soft companies are also looking at the premium end, where the more attractive margins are.

Speaker #9: So, we find ourselves at the confluence of all of those interests, and so, as a result, we're getting more approaches than ever before. And we will, of course, consider each and every one as they come.

Speaker #9: But as I think these results have demonstrated, we're growing very, very well with the distributors we currently have. So, there is—we're in no rush to make any changes.

Speaker #9: And we will only make the changes if we see a real strategic benefit. But we certainly find ourselves in an attractive position as far as the trends in the markets are concerned.

Tim Warrillow: We certainly find ourselves in an attractive position as far as the trends in the market are concerned. Thanks.

Speaker #8: Thanks.

Speaker #10: Thank you. These are all the questions we have time for today. We will now conclude the conference call. Thank you for your time and participation.

Operator: Thank you. These are all the questions we have time for today. We will now conclude the conference call. Thank you for your time and participation. We appreciate you joining us today. You may now disconnect, and we wish you a pleasant rest of your day.

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Half Year 2026 Fevertree Drinks PLC Earnings Call

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