Annual report and accounts 2023 - Flipbook - Page 11
Strategic Report
We market…
From IRN-BRU’s signature style of
maverick adverts to Boost’s connection
with sporting activity, when it comes to
marketing, innovating and building our
brands we like to have some fun and to
appeal to the widest possible range of
consumers. Whether through mainstream
advertising, digital and social media,
sponsorship or supporting local
community events, we use our creativity
and consumer insight to deliver distinctive
and memorable brand building.
We sell…
Building long-lasting relationships
with our customers across all our
key markets is fundamental to our
business. Whether it’s a large food
retailer, a wholesaler, a regional
restaurant group or a local
independent retailer, we work
collaboratively with all our customers
to understand their businesses and
find winning consumer propositions
in a practical and profitable way.
Corporate Governance
W E C R E AT E VA L U E , W I T H VA L U E S …
Our business model has proven successful for more
than 145 years and continues to create and deliver
value, with values, to a wide range of stakeholders.
Shareholders
£13.9m of dividends paid during
the year. £17.0m re-invested in
long-term business growth
through annual capital expenditure
Employees
£44.2m paid in salaries and
wages to our employees
across the UK
Dividends paid
Salaries paid
£13.9m
£44.2m
Suppliers and customers
Directly contracted with more
than 70 suppliers with an annual
spend of over £100m while
working closely with thousands
of customers to co-create joint
business plans
UK economy and communities
With 96% of our revenue
generated in the UK, and through
our £6.8m corporation tax and
£5.4m national insurance
payments to the government,
we continue to play our part in
growing the UK economy while
also donating over £90k to good
causes across our communities
Suppliers
70+
becoming an increasingly important and integral part of our
overall A.G. Barr business model.
Our responsible behaviour also encompasses our
management of risk, ensuring that we are thinking ahead and
taking mitigating actions to minimise any potential impact on
our business. We have a robust risk management framework in
place that is embedded across the business, allowing a wide
Accounts
range of employees at different levels to contribute to our risk
assessment and assurance processes. In the past 12 months
we have taken action in response to a number of identified risks,
including making additional payments to some employees in
the context of the UK’s cost of living crisis, as well as ceasing
trading with customers in Russia at the onset of the war in Ukraine.
Years of responsible actions
145+
9
