Molson Coors Beverage Company (TAP) 23rd annual dbAccess Global Consumer Conference summary

Strategic direction and portfolio transformation

• Leadership emphasized a clear focus on strengthening core and value brands while accelerating transformation in the Beyond Beer segment, aiming for a balanced and future-ready portfolio.

• Four portfolio segments—core, value, above premium, and Beyond Beer—each play distinct roles, with core brands driving scale and share, value brands addressing economic needs, above premium seeking growth in under-indexed markets, and Beyond Beer rapidly expanding to approach 10% of revenue.

• The company is adapting to evolving consumer preferences, including health and wellness trends and demand for both non-alcoholic and high-ABV products.

• Strategic investments in technology, capabilities, and local execution are designed to drive returns and maintain competitiveness.

• A disciplined approach to capital allocation prioritizes shareholder returns, targeted M&A, and maintaining a strong balance sheet.

Segment performance and growth initiatives

• Core brands like Coors Light and Banquet are holding or gaining share, with targeted campaigns and regional activations planned for further growth.

• Above premium brands, especially Peroni, have shown consistent growth, while Blue Moon is being revitalized through on-premise focus and innovation in non-alcoholic and high-ABV variants.

• Beyond Beer is a key growth driver, with Fever-Tree, Topo Chico, and Monaco forming a cohesive platform; integration of new brands brings additional capabilities and scale.

• European operations, particularly in the U.K. and Central Europe, are navigating competitive and macroeconomic pressures through innovation and premiumization.

• On-premise channels are outperforming off-premise, with summer occasions expected to boost brand engagement.

Cost management and investment priorities

• Aluminum and Midwest premium costs remain significant headwinds, but hedging and efficiency initiatives are mitigating impacts.

• A $450 million cost savings program over three years includes headcount reductions, brewery closures, and operational efficiencies, with savings expected to be evenly spread.

• Investments in brewery capabilities and marketing efficiency are ongoing, with a focus on maximizing returns and supporting growth.

• Integration of new talent from recent acquisitions supports innovation and execution in both core and Beyond Beer segments.

• Capital allocation remains balanced between reinvestment, shareholder returns, and selective portfolio expansion.