INTEGRATED ANNUAL REPORT 2021/2022

Rémy Cointreau has had an exceptional year. What were the main drivers behind the Group’s performance over 2021/2022?

These results confirm the relevance - especially in the current context - of the strategic plan we unveiled two years ago. But we look beyond the immediate results to the long term, founded on our three-centuries-old brands and their first-class products steeped in history. We are merely the caretakers of this heritage - a heritage that is handed down from generation to generation. When we lack short-term visibility, we draw strength from this long history and our brands that have withstood so much over the years. Our results also reflect the robust performance across the sector as a whole in this difficult macroeconomic and geopolitical climate. Exceptional spirits - a market in which we aim to establish ourselves as world leader - did especially well. Moreover, we have benefited from certain consumer trends that have been accentuated by the pandemic: uptrading, a boom in at-home mixology and a shift towards more direct customer contact through online marketing. We were poised to ride the wave of these trends - all three play to our strengths and tie in with our strategy. Plus, we are well positioned in the most dynamic markets: the US, China and parts of Europe. Lastly, we capitalised on our positive results by pouring even more investment into our brands. We know that it is precisely when things are going well that it is important to invest in the future.

What were the highlights for you over the year? And your proudest achievement?

I’m extremely proud that we were able to step up investment in our brands, launching high-impact campaigns such as the Rémy Martin campaign with Usher and The Botanist’s Super Bowl ad. Campaigns such as these show that we not only have excellent products, but are also capable of boosting their appeal and raising brand awareness among consumers, while moving with the times. This is one of the secrets to long-lasting success: ageing well without getting old. Another highlight has been our first steps in implementing our portfolio strategy. This strategy sets out a roadmap for each brand and will really help us develop some of the most promising gems in our portfolio. A good example of this was our investment in The Botanist’s Super Bowl ad. The Botanist is one of our priority brands and we invested far more than its current US market share would typically warrant. But it was commensurate to our hopes for this gin, uniquely rooted in the terroir on Islay.