Strategic Report - Key Performance Indicators

With approximately 80% of C&C’s revenues derived from the hospitality sector which throughout FY2021 has either been in lockdown or trading under restrictions, the impact on the Group and results reported has been significant. As such, the key focus of the business has been on securing the near term through renegotiation of our banking covenants and a number of liquidity actions (detailed in the CEO and CFO Statements), with net debt and liquidity forming the key financial metrics during FY2021.

Despite the challenges, we remain committed to our business model and believe our core brands, critical infrastructure and relative position of strength in the market leaves C&C well positioned as the hospitality sector reopens. As such we view that the Key Performance Indicators (“KPIs”) reported in FY2020 will become the focus for the Board as trading builds over FY2022 and FY2023, for completeness these have been included separately below as a comparative.

Our priority remains the health and wellbeing of our stakeholders alongside continuing to deliver against our sustainability and social responsibility objectives.

Strategic Priority

KPI

Net debt

Definition (see also financial definitions on pages 236 and 237)

Net debt (net debt comprises borrowings (net of issue costs) less cash and excluding lease liabilities) as part of renegotiated covenants

Performance

FY19

€301.6m

FY20

€233.6m

FY21

€362.3m

FY2021 Focus
Links to other Disclosures

KPI

Liquidity

Definition (see also financial definitions on pages 236 and 237)

Liquidity (liquidity comprises cash on hand and headroom available in the Group’s revolving credit facility) as part of our renegotiated covenants

Performance

FY19

€322.9m

FY20

€335.3m

FY21

€314.6m

FY2021 Focus
Links to other Disclosures

KPI

Reduction in CO2 emissions

Waste recycling

Definition (see also financial definitions on pages 236 and 237)

Tonnes of CO2 emissions

Tonnes of waste sent to landfill

Performance

FY19

38,092t(i),(ii)

FY20

32,729t(i),(ii)

FY21

26,865t(ii)

FY19

0t

FY20

0t

FY21

0t

FY2021 Focus

To achieve best practice across the Group, including acquired businesses

To achieve best practice across the Group, including acquired businesses

Links to other Disclosures

KPI

Workplace safety accident rate

Definition (see also financial definitions on pages 236 and 237)

The number of injuries that resulted in lost-work days, per 100,000 hours working time in production facilities

Performance

FY19

1.02

FY20

0.52

FY21

0.54

FY2021 Focus

To achieve best practice across the Group, including acquired businesses

Links to other Disclosures

Comparative KPIs against those reported in FY2020.

Strategic Priority

KPI

Operating (loss)/profit

Operating Margin

Definition (see also financial definitions on pages 236 and 237)

Operating (loss)/profit (before exceptional items)

Operating (loss)/profit (before exceptional items), as a percentage of net revenue

Performance

FY19

€104.5m

FY20

€120.8m

FY21

(€59.6m)*

FY19

6.6%

FY20

7.0%

FY21

(8.1%)*

FY2021 Focus

To seek continuing growth, through revenue enhancement, acquisition synergies and cost control

Links to other Disclosures

KPI

Adjusted diluted (loss)/ earnings per share

Basic (loss)/earnings per share

Definition (see also financial definitions on pages 236 and 237)

Attributable (loss)/ earnings before exceptional items divided by the average number of shares in issue as adjusted for the dilutive impact of equity share awards

Attributable (loss)/ earnings divided by the average number of shares in issue as adjusted for the dilutive impact of equity share awards

Performance

FY19

26.6c

FY20

29.6c

FY21

(22.9c)*

FY19

23.4c

FY20

2.9c**

FY21

(33.8c)*

FY2021 Focus

To achieve adjusted diluted EPS growth in real terms

To achieve EPS growth in real terms

Links to other Disclosures

KPI

Free Cash Flow

Free Cash Flow Conversion Ratio

Definition (see also financial definitions on pages 236 and 237)

Free Cash Flow is a non- GAAP measure that comprises cash flow from operating activities net of capital investment cash outflows which form part of investing activities(before exceptional items)

The conversion ratio is the ratio of free cash flow as a percentage of EBITDA (before exceptional items)

Performance

FY19

€96.9m

FY20

€155.1m

FY21

(€91.2m)*

FY19

80.8%

FY20

101.0%

FY21

NM

FY2021 Focus

To generate improved operating cash flows

Links to other Disclosures

KPI

Net debt: EBITDA

Definition (see also financial definitions on pages 236 and 237)

The ratio of net debt (net debt comprises borrowings (net of issue costs) less cash less IFRS 16 Leases) to Adjusted EBITDA (excluding IFRS 16 Leases)

Performance

FY19

2.51x

FY20

1.77x

FY21

NM

FY2021 Focus

Move towards medium term target of 2.0 times Net Debt/EBITDA (excluding IFRS 16 leases)

Links to other Disclosures

Group CFO Review page

Page 43

KPI

Progressive dividend/return to shareholders

Dividend Payout Ratio

Definition (see also financial definitions on pages 236 and 237)

Total dividend per share paid and proposed in respect of the financial year in question

Dividend cover is Dividend/Adjusted diluted EPS

Performance

FY19

15.31c

FY20

5.5c

FY21

-*

FY19

57.6%

FY20

18.6%

FY21

-*

FY2021 Focus

The Group will continue to seek to enhance shareholder returns

Links to other Disclosures

* COVID-19 is having a material impact on current year KPIs.

** Basic earnings per share was impacted by exceptional items in the prior financial year.

Reference - Strategic Report - Key Performance Indicators

(i) FY19 and FY20 figures have been restated to include emissions for the wider C&C, previously only core C&C (pre Matthew Clark and Bibendum acquisition) was disclosed to allow year-on-year comparison.

(ii) Market based scope 1 and 2 emissions as stated in annual Carbon Disclosure Project return.