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WHERE GREAT FOOD
COMES FROM
Cranswick plc Annual Report & Accounts
52 weeks ended 28 March 2026
Cranswick is a leading UK food producer with revenue of nearly £3.0 billion,
producing and supplying premium food to UK grocery retailers, the food service
sector and other UK and global food producers.
STRATEGIC REPORT
1 About Us
2 2026 Highlights
4 Our Business Model
7 Chairman’s Statement
9 Chief Executive’s Review
12 Market and Consumer Trends
15 Our Strategy
16 Our Strategic Enablers
20 Key Performance Indicators
22 Operating and Financial Review
26 Our Sustainability Strategy
36 TCFD Disclosures
40 SASB Disclosures
44 Our Stakeholders
63 Effective Risk Management
66 Principal Risks and Uncertainties
71 Viability Statement
72 Non-Financial and Sustainability InformationStatement
CORPORATE GOVERNANCE
74 Chairman’s Overview
76 Board of Directors
78 Board Leadership and Purpose
80 Board Activities
86 Governance Framework
88 Board Effectiveness
89 Division of Responsibilities
90 Compliance Statement
91 The ESG Committee
93 The Audit Committee
98 The Nomination Committee
101 The Remuneration Committee
105 Remuneration at a Glance
107 Annual Report on Directors’ Remuneration
119 Remuneration Policy
126 Directors’ Report
131 Statement of Directors’ Responsibilities
FINANCIAL STATEMENTS
133 Independent Auditor’s Report
140 Group Income Statement
141 Group Statement of ComprehensiveIncome
142 Group Balance Sheet
143 Group Statement of Cash Flows
144 Group Statement ofChangesinEquity
145 Notes to the Accounts
181 Company Balance Sheet
182 Company Statement ofChangesinEquity
183 Notes to the Company FinancialStatements
SHAREHOLDER INFORMATION
192 Stakeholder Information Five-Year Statement
192 Financial Calendar
193 Shareholder Analysis
193 Share Price Movement
194 Advisers
OUR PURPOSE
ABOUT US
CONTENTS
TO FEEDTHE NATION WITH
AUTHENTICALLY MADE,
SUSTAINABLY PRODUCEDFOOD
WHERE GREAT FOOD
COMES FROM
Producing great food is not just about taste,
butabout understanding andrespecting
where food comes from, and appreciating
thecontributionfrom each complementary
stageofour farm-to-fork journey.
We continue to focus on product innovation
while maintaining traditional methods of
making good-quality and delicious products.
Weoperate from state-of-the-art facilities
to ensure highly efficient production
processes, delivering an end-to-end
servicethatcustomers trust.
Find out more about our business online:
www.cranswick.plc.uk.
Cranswick plc Annual Report & Accounts 2026
1
HIGHLIGHTS
FINANCIAL HIGHLIGHTS
Like-for-like revenue
1,2
£2,908.1m
+6.8 per cent
2026
2025
2024
2,723.3
2,599.3
2,908.1
2026
2025
2024
101.0
90.0
112 .5
2026
2025
2024
197.9
176.6
220.0
2026
2025
2024
213.6
223.4
268.4
2026
2025
2024
273.4
242.8
301.7
2026
2025
2024
172.4
99.4
240.8
Adjusted profit before tax
2
£220.0m
+11.2 per cent
Adjusted earnings per share
2
301.7p
+10.4 per cent
Free cash flow
2
£268.4m
+25.7 per cent
Net debt
£240.8m
+39.7 per cent
Dividend per share
112 . 5 p
+11.4 per cent
Free cash conversion
120.6%
(FY25: 101.6%)
Revenue
£2,982.5m
+9.5 per cent
(FY25: £2,723.3m)
ROCE
18 . 5%
(FY25: 18.5%)
Profit before tax
£215.8m
+18.8 per cent
(FY25: £181.6m)
Capital investment
£163.4m
(FY25: £137.6m)
Earnings per share
295.9p
+18.1 per cent
(FY25: 250.5p)
1. References to like-for-like throughout the Annual Report and Accounts exclude the impact of current year acquisitions and the contribution from
prioryear acquisitions prior to the anniversary oftheir purchase.
2. Adjusted and like-for-like references throughout the Annual Report and Accounts refer to non-IFRS measures or Alternative Performance Measures
(‘APMs’). Definitions and reconciliations oftheAPMs to IFRS measures are provided in Note 31.
SUSTAINABILITY HIGHLIGHTS
Market-based emissions
20.3%
reduction from 2017/18 baseline
(2017/18: 112,613 tonnes CO
2
e)
Relative carbon footprint (market-based)
61. 5%
reduction from 2017/18 baseline
(2017/18: 0.182 tonnes CO
2
e/sales tonnes)
F-gas emissions
>80%
reduction in harmful F-gas
emissionsfrom refrigeration
from2019/20 peak
Strategic Report Corporate Governance Financial Statements Shareholder Information
Cranswick plc Annual Report & Accounts 2026
2
£100m
£100m Hull Fresh Pork
redevelopment progressing on
track, with automated cold storage
now operational and site capacity
settoincrease by 40 per cent.
Completion is expected post FY27,
alongside ongoing approval for
direct export to China.
£14m
additional investment at
theLincoln pet food facility,
enabling range expansion
including premium highmeat
content products, and the
increased capacity necessary
todeliver theadditional Pets
atHome linesnow secured.
STRENGTHENING COMPETITIVE ADVANTAGE
£30m
The £30 million expansion project
at the two added-value Hull poultry
sites was completed during the
first half of the year, adding
whole-bird and bone-in portion
cooking and roasting capability.
£56m
Committed investment to
increasetotal capacity at the
Eyefresh poultry facility by
afurther25 per cent through
theaddition of a second line.
>£40m
>£40 million spent on farming
and feed milling to expand
andstrengthenour integrated
supply chain.
Strategic Report Corporate Governance Financial Statements Shareholder Information
Cranswick plc Annual Report & Accounts 2026
3
OUR BUSINESS MODEL
Cranswick was formed by farmers in 1975. Since then, we have grown organically and
throughtargetedacquisitions to become a leading, innovative, British supplier of premium,
fresh and value-added foodandpetproducts. We are a diversified business with a vertically
integratedsupplychain and a well-established export business.
OUR STRENGTHS
STRATEGIC CAPITAL
INVESTMENT
We operate from 23 well-invested
andhighly efficient production
facilities inthe UK. We will continue
toinvest atpaceto ensure weserve
ourcustomers from the best quality
assetbase interms of food safety,
technical compliance and
colleague wellbeing.
£163.4m
invested in FY26
SKILLED MANAGEMENT
ANDWORKFORCE
It’s our people who make Cranswick
successful. Their passion, expertise
anddedication helps to differentiate
ouroffering. We have experienced
andtalented operational management
teams supported by a highly skilled
andcommitted workforce.
>16 , 5 0 0
colleagues
ROBUST BALANCE SHEET
A robust balancesheet,coupled with
strong cash generation, enables
the Group toinvest in operational
capabilities, pursuestrategic
opportunities, and deliver sustainable
valueto Shareholders.
ESTABLISHED
COMMERCIAL
RELATIONSHIPS
Long-lasting supplier and customer
relationships provide security
ofsupply,operational resilience,
andstrong commercialpartnerships.
These relationships support consistency,
collaboration and long-term value
creation acrossthesupply chain.
OUR DIFFERENTIATORS
AGRICULTURAL ROOTS
Farming is where the business started and will continue
to beintegral to future growth. This starts with our
commitments toanimal welfare, sustainable farming
and the development of afeed-to-farm-to-fork
strategy, which is relevant across the Group.
UPSCALING ARTISAN
Cranswick have excelled in upscaling artisan –
makingfantastic quality products using traditional
methods; but with a focus on quality and
efficiencyleading to the development ofgenuine
industry-leading products and categories.
FOCUS ON FLAVOUR
We make exceptional food. Whether that is a focus
ongetting the basics right, crackling that crackles,
ordeveloping consumer-led culinary experiences,
such as ‘slow cook’ orkitchen prepared dishes
fromPastry, theculture focuses ondelivering
thebesttastingfood fromallofour sites.
ENTREPRENEURIAL SPIRIT
The passion and commitment todeveloping
thebusiness andseeking out new opportunities
havebeen key drivers for growth from day
one.This spirit of enterprise is encouraged
acrossthebusiness and enables a continued
focusonits development.
Strategic Report Corporate Governance Financial Statements Shareholder Information
Cranswick plc Annual Report & Accounts 2026
4
Our vertically integrated business model provides our customers with assurance over
theintegrityandtraceability of the food we produce, and promotes our sustainability
strategytoensurethatwasteinourfood system is minimised.
FROM FARM
THROUGH PROCESSING
TO FORK
Genetics and breeding
Cranswick-owned British farms, Contracts with
otherUK farms, European meat imports
Feed milling
Cranswick primary processing
Other high-quality
ingredients from sustainable
and trusted suppliers
Added-value processing
Retail
Food Service Export
Wholesale
Our vertically integrated supply chain underpins
traceability, integrity, and sustainability across our
farm-to-fork model, supported by industry-leading
pig and poultry farming operations that integrate
milling, genetics, breeding and growing capabilities
to deliver long-term value and security of supply.
Supported by a scalable processing and added-value
manufacturing base, we consistently deliver
great-tasting, high-quality products, while driving
operational efficiency and sustainable growth.
We supply the majority of UK grocery retailers and have
a strong presence in the wholesale and food service
channels, as well as a substantial export business that
adds scale and diversification to our revenue base.
A
A
B
C
D
Revenue by customer type
% of Group revenue
UK Retail (79%)
B
Food Service (6%)
C
Manufacturing (11%)
D
Export (4%)
A
A
B
C
E
D
Revenue by category
% of Group revenue
Fresh Pork (23%)
B
Convenience (35%)
Gourmet Products (20%)
D
C
Poultry (20%)
E
Pet (2%)
Strategic Report Corporate Governance Financial Statements Shareholder Information
Cranswick plc Annual Report & Accounts 2026
5
OUR BUSINESS MODEL
CONTINUED
OUR PRODUCT PORTFOLIO
CREATING VALUE FOR OUR STAKEHOLDERS
GOURMET BACON
AMBIENT FOODS
Find out more about our products online: www.cranswick.plc.uk/our-products.
FRESH PORK
FRESH CHICKEN
CHARCUTERIE
COOKED MEATS
ADDED-VALUE
CHICKEN
SPECIALTY CHEESE
SLOW COOK
HOUMOUS & DIPS
GOURMET SAUSAGE
OLIVES & ANTIPASTI
OUR PEOPLE
By providing competitive remuneration,
safe working conditions, as well as training,
development and mentoring opportunities.
>100,000
training courses completed by
Cranswick colleagues in the year
COMMUNITIES
By providing support to our local communities,
led by a strong focus on food redistribution,
education and skills.
>1,500,000
meals donated to charities this year
CUSTOMERS
AND CONSUMERS
By continuously delivering high-quality,
authentic and innovative products.
11. 2%
sales from new products as
apercentage of total revenue
SHAREHOLDERS
By delivering strong dividend growth.
36 years
consecutive dividend growth
PRODUCERS
AND SUPPLIERS
By providing fair trading terms andensuring
supplier integrity andESG compliance.
566
supplier audits
completedin the year
NGOs
By working with NGOs we can help to set
policies and improve industry standards.
Aligned to UK Soya
Manifesto commitments
ondeforestation-free
supply chains.
Read more about our stakeholders on pages 44 to 61.
COATED CHICKEN GOURMET PASTRYREADY-TO-EAT
CHICKEN
Strategic Report Corporate Governance Financial Statements Shareholder Information
Cranswick plc Annual Report & Accounts 2026
6
CHAIRMAN’S STATEMENT
STRENGTHENING
OUR POSITION
“During the year, we continued
to strengthen our competitive
position through the disciplined
execution of ourstrategy.”
Tim J Smith CBE
Chairman
We delivered strong compound
growth and record results,
supporting an increase in the
dividend for the 36
th
consecutive
year. We invested a record
£163 million in our industry-
leading asset base, accelerating
the pace of investment to
generate attractive returns.
The effective delivery of our strategy is
underpinned by the depth of experience
across the management team. Their sustained
focus on operational excellence for our
strategic partners, together with the rigorous
execution of our investment programme,
hassupported the Group’s long-term
performance. On behalf of the Board,
Iwouldlike to thank colleagues across the
business for their continued commitment
andcontribution to these results.
The management team continues to
identifyopportunities to expand fresh poultry
capacityat our existing Eye facility in Suffolk.
Following the completion of the next phase
ofinvestment that we are announcing today,
wewill have the capacity to process almost
double the number of birds each week,
compared to the expectation for the site
whenit was commissioned in late 2019.
We are continuing our search for a suitable
location for a second fresh poultry facility
and weremain confident that, in due course,
wewillmaterially increase our fresh poultry
processing capacity.
During the year, we successfully
transitionedour poultry rearing operations
to higher-welfare, lower stocking
densities.This industry-wide change has
constrainedthe supply of British chicken.
Alongside growing consumer demand,
thishas contributed to increased imports.
If domestic supply does not keep pace
withgrowth in consumer demand, the
UKwillbecome increasingly reliant on
imported food. This has implications
forquality standards and food system
resilienceat atime of ongoing disruption
across globalsupply chains and heightened
geopolitical uncertainty. A more supportive
UK planningframework would reduce
barriers toinvestment and increase
confidence acrossthe UK food production
industry, supporting employment and
food security.
Our portfolio is well aligned to the increasing
consumer preferences for protein and
nutrient-dense products, supported by
agrowing focus on nutritionally balanced,
calorie-conscious diets. Demand for our
corepork and poultry ranges remains strong.
Teams across the business are working
closely with our strategic retail partners
tosupport this demand through continued
product innovation and premiumisation.
We have continued to strengthen our
long-standing relationships with strategic
retail partners. During the year, we secured
new business and extended the duration
ofsupply agreements across our core pork
and poultry operations, as well as our
Mediterranean and pet food ranges.
This strategic focus continues to deliver
strong performance, supported by premium
own-label ranges that are growing ahead
ofthe market. Innovation in healthy ranges,
together with strong value propositions,
isreinforcing this consumer trend.
Our Second Nature commitments are a
keyfocus across the Group. It is a significant
milestone that our Gourmet Sausage
facilityhas become the Group’s first zero
operational carbon emissions site. We expect
further progress in reducing our carbon
footprint as we continue to invest to improve
sustainability across our asset base.
We are committed to investing across our
pork and poultry farming operations and
processing facilities to expand capacity
andmeet the requirements of our strategic
retail partners. Increasing the pace of
investment will enhance the quality of our
asset base, strengthen capability, improve
operating efficiency and further extend
ourcompetitive advantage.
We remain focused on delivering leading
standards of quality, innovation and service
for customers and generating attractive
returns for our Shareholders. Our integrated
supply chain, the quality of our asset base
and the strength of our balance sheet
position the Group well to improve security
of supply toour strategic partners, benefiting
UK consumers.
Strategic Report Corporate Governance Financial Statements Shareholder Information
Cranswick plc Annual Report & Accounts 2026
7
Results
Total revenue for the 52 weeks to 28 March
2026 was £2,982.5 million, representing an
increase of 9.5 per cent versus the prior year.
Like-for-like revenue increased by 6.8 per cent.
Adjusted profit before tax for the period
was£220.0 million, an increase of
11.2percent compared with the prior year.
Adjusted earnings per share increased
by10.4 per cent to 301.7 pence.
Adjusted earnings per share
301.7p
+10 . 4 %
Cash flow and financial position
At year end, net debt was £240.8 million
(2025: £172.4 million). Net debt, excluding
IFRS 16 lease liabilities, increased to
£65.0 million (2025: £39.7 million). The Group
has access to an unsecured £360 million
facility, which runs to July 2029.
Dividend
The Board is proposing a final dividend
of85.5 pence per share, an increase of
12.5percent on the 76.0 pence paid
last year.
Together with the interim dividend
of27.0pence per share, this brings the
totaldividend for the year to 112.5 pence
pershare, an increase of 11.4 per cent,
extending the period of consecutive
annualdividend growth to 36 years.
Subject to Shareholder approval, the final
dividend will be paid on 28 August 2026
toShareholders on the register at the close
ofbusiness on 17 July 2026. Shares will
tradeex-dividend from 16 July 2026.
Board effectiveness
We have continued to evolve the Board
toensure it provides effective support and
appropriate challenge to the executive team.
During the year, the triennial independent
Board effectiveness review highlighted the
good balance of challenge and support the
Board provides to management. The review
concluded that the Board operates in a
collaborative manner, with a values-led
focuson performance and growth.
Reflecting the evolving sustainability
reportinglandscape, the Board approved
several changes to the composition and
operation ofthe ESG Committee during
theyear. At the year end, the role of ESG
Committee Chair transitioned from me to
LizBarber, ourSenior Independent Director,
and responsibility for ESG reporting will
transfer to the Audit Committee. This change
aligns oversight of sustainability disclosures
with the Audit Committee’s existing
responsibilities for financial reporting,
internal control and external assurance.
Outlook
Looking ahead, the Group is well positioned
to build on the strong momentum generated
this year. Demand across our core categories
remains robust, our strategic partnerships
continue to deepen and our disciplined
investment programme is expanding
capacity, strengthening capability and
enhancing resilience across the business.
While we remain mindful of broader
economic and geopolitical uncertainty,
including the ongoing conflict in the Middle
East, the quality of our asset base, integrated
supply chain and strong financial position
give the Board confidence in Cranswick’s
ability to deliver sustainable growth and
long-term value.
Tim J Smith CBE
Chairman
19 May 2026
36 consecutive years of growth
14 15 16 17 1809080 7 10 11 12 13 19 2 2 2 3 2 4 2 5 2620 2193929190 01 02 03 04 05969594 97 98 99 00 06
2.8
3.3
3.8
4.0
4.1
4.3
4.6
5.1
5.8
6.8
7. 5
8.3
10.8
12.0
13.2
14.5
16.5
18.1
19.9
21.7
25.0
27.5
28.5
30.0
32.0
34.0
37.5
44.1
53.7
55.9
60.4
70.0
75.6
79.4
101.1
90.0
112 .5
Dividend per share (pence)
112. 5 p
+11 . 4 %
CHAIRMAN’S STATEMENT
CONTINUED
Strategic Report Corporate Governance Financial Statements Shareholder Information
Cranswick plc Annual Report & Accounts 2026
8
CHIEF EXECUTIVE’S REVIEW
STRONG STRATEGIC AND
FINANCIAL PROGRESS
“Cranswick has delivered another
year of strong strategic and financial
progress, reflecting our proven business
model and the disciplined execution
ofour long-term priorities.”
Adam Couch
Chief Executive
We have continued to invest with
conviction across our industry-
leading asset base, farming
operations and in complementary
acquisitions, strengthening
capability, expanding capacity
andcreating further headroom
forsustainable growth.
Our performance reflects the enduring
strength of our customer relationships,
thequality and scale of our asset base and
the increasing advantage of our vertically
integrated supply chain. Above all, it reflects
the commitment and expertise of our
colleagues across the Group. Their focus
onquality, service and operational excellence
continues to distinguish Cranswick in the
markets we serve, and I would like to thank
them for their outstanding contribution
during the year.
Strong compound growth
andfinancialperformance
We again delivered record results, with
reported revenue increasing by 9.5 per
centto £2,982.5 million and adjusted
operatingprofit increasing by 14.5 per
centto £237.0 million. Operating margin
improved by 35 basis points to 7.9 per cent,
reflecting the benefits of scale, disciplined
execution and the strong performance
ofourintegrated poultry supply chain,
supportedby investment in automation,
excellent capacity utilisation and continued
cost control. Adjusted earnings per share
increased by 10.4 per cent to 301.7 pence.
Net debt on a pre-IFRS 16 basis increased
from £39.7 million to £65.0 million, principally
reflecting record capital investment during
the year and the acquisition of Blakemans.
The Group nevertheless retains a strong
balance sheet and significant financial
flexibility. Return oncapital employed of
18.5per cent underlines the attractive returns
we continue to generate through disciplined
capital allocation.
We are proposing to increase the full year
dividend by 11.4 per cent. This would mark
our 36
th
consecutive year of dividend growth
and reflects our continued confidence in
theGroup’s prospects, cash generation and
long-term growth model. Over the last ten
years, we have on average grown revenue,
adjusted profit, adjusted earnings per share
and dividends by more than 10 per cent per
annum, demonstrating the consistency and
quality of the business we have built.
Delivering our strategy
Over the last 12 months we have continued
to make strong progress against our strategic
priorities. Across our core categories, we are
gaining market share through a consistent
focus on quality, service, innovation and close
alignment with our strategic retail partners.
Our core pork business performed strongly
with fresh and added-value sales ahead and
arecord number of pigs processed during
the year. Continued investment across our
primary processing and farming operations
issupporting volume growth and enhancing
supply chain resilience.
Poultry again delivered significant growth.
We successfully completed the transition
tohigher welfare, lower stocking densities
across our supply chain while continuing
toinvest to support future capacity
requirements. Poultry remains a key
growthdriver for the business.
Our Mediterranean Foods business
performed exceptionally well, supported
byarecord Christmas trading period and
continued growth of the Ramona’s brand.
Pet Products also delivered another year
ofstrong growth as we developed our
relationship with Pets at Home further
following capacity expansion at our
Lincoln site.
Across the Group, our teams continue
todeliver premiumisation and innovation
aligned to evolving consumer trends,
including high-quality convenient
centre-of-plate products, new super-
premium ranges, and to remove
ultra-processed ingredients.
Record investment and expanding
headroom for growth
Disciplined capital deployment remains a
defining strength of Cranswick’s long-term
performance. During the year, we invested
arecord £163 million across the business to
expand capacity, strengthen capability and
drive further efficiency through automation,
scale and vertical integration.
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Over the last five years, we have invested
more than £560 million across our asset
base. We will continue to invest at pace,
inline with our guidance of approximately
50per cent ofadjusted EBITDA, to support
growth, resilience and long-term returns.
We spent £54 million across the pipeline
ofmajor strategic capital projects in the year.
The completed expansion of our cooked
andbreaded poultry facilities in Hull
addedcapacity and capability to support
new premium retail business. The completion
ofthe houmous facility in Worsley provides
ascalable platform to support continued
growth in our Mediterranean Foods category.
The multiphased expansion of our Hull pork
primary processing facility remains on track,
with the new highly automated cold store
now being commissioned. We will lift
capacity at the site by 40 per cent following
the financial year ending March 2027.
Expansion of the Lincoln pet food facility
willadd capacity and capabilityin premium
higher meat inclusion ranges.
During the year, the investment in
automation at Eye has continued to progress
and will increase processing capacity by
15per cent. We are now committing a
further £56 million of investment to grow
total capacity at the site by a further 25 per
cent through the addition of a second line.
This project, alongside the recently
completed expansion of our cooked and
breaded poultry facilities, secures further
headroom to support the ongoing growth of
our fresh and added-value poultry business.
Looking to the longer term, we continue to
progress feasibility studies at several sites
fora second fresh poultry facility. We have
the balance sheet and management resource
available to deliver this project once we have
secured a suitable site.
Acquisitions are an important component
ofour strategy, enabling further consolidation
in core categories and selective diversification
where we see compelling long-term
opportunities. The acquisitions ofBlakemans
and JSR Genetics continue to perform
strongly and are integrating well into the
Group. Blakemans enhances our position
inthe food service sausage market and
broadens our added-value offering while JSR
Genetics further strengthens our vertically
integrated agricultural model, supporting
supply chain resilience, productivity
andquality across our pork operations.
In addition to JSR Genetics, we purchased
the Fridaythorpe feed mill during the year
increasing our self-sufficiency in pig feed.
We have continued to increase our own
pigproduction with finished pig numbers
increasing 6.5 per cent year-on-year
andself-sufficiency now 55 per cent.
Through a combination of acquisition and
new lease arrangements, we completed the
investment necessary to deliver the move
tohigher welfare, lower stocking densities
inour poultry farming operations while
alsosupporting the uplift in processing
capacity at Eye.
Second Nature – sustainable success
Sustainability is integral to our strategy
andlong-term value creation. During the
year, Gourmet Sausage became the Group’s
firstzero operational carbon emissions
facility, reflecting the practical impact
oftargeted decarbonisation investment
across the business.
We published our first Transition Plan
settingout the actions required to progress
towards Net Zero as a business, and set
Forest, Land and Agriculture (‘FLAG’)
Science-Based Targets to sharpen our
focuson emissions inour value chain.
Safetyperformance continued to improve,
withareduction inlost-time accidents.
CHIEF EXECUTIVE’S REVIEW
CONTINUED
TRIBUTE TO JIM BLOOM
It is with great sadness that we
mark the passing of Jim Bloom,
one of Cranswick’s founding
farmers and a former Chairman.
Jim played a pivotal role in the formation
and development of the business and
served as Chairman for more than
13years until his retirement in 2004.
2025 marked Cranswick’s 50
th
anniversary.
Jim helped shape the foundations of this
legacy and his influence is clear in the
strength of the business today. He will be
greatly missed.
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Revenue
£2,982.5m
+9.5%
Adjusted operating profit
£237.0m
+14 . 5 %
Capex
£163.4m
(FY25: £137.6m)
medium-term target of c.50 per cent
ofadjusted EBITDA.
We are committed to further strengthening
animal welfare standards across our farming
operations. In November, we published the
findings from the independent veterinarian
review of our pig farming operations.
We have made significant progress in
actioning the recommendations, enhancing
leadership and reporting structures within
the farming division, launching our dedicated
animal welfare hub and installing more than
440 AI-enabled CCTVcameras across
our farms.
People and culture
Our people are central to the Group’s
continued success. We are investing in
leadership capability, early careers and
succession planning to ensure that
Cranswick is well equipped to support
long-term growth and maintain its distinctive
culture as the business continues to scale.
During the year, we launched the first Group
General Managers’ Forum to strengthen
leadership capability and consistency
acrossthe business. Our Operations Talent
Programme continues to build a strong pipeline
of future leaders, supported by increased
graduate and apprenticeship recruitment.
We formally rolled out our Equality, Diversity
andInclusion Charter and completed
thefirstfull year of the Next Generation
Committee, ensuring early-career colleagues
have astronger voice in shaping the future
ofthe Group.
Operating conditions in our industry remain
challenging, but our people have again
demonstrated resilience, professionalism
andcommitment. I am grateful to them all
fortheir support.
Outlook
As we enter the new financial year, I am
encouraged by the continued development
of the business and the robust demand for
our product ranges. The range of growth
opportunities available to the Group
continues to expand and we remain well
positioned to deliver on our strategy.
Trading in the early part of the current
financial year has been in line with the
Board’s expectations. At the same time,
theconflict in the Middle East remains an
evolving situation and we continue to monitor
potential implications for our supply chains.
We remain mindful of the potential for
disruption arising from prevailing economic
and geopolitical conditions.
Looking ahead, the strengths of the business,
which include its diverse and longstanding
customer base, breadth and quality of
products and channels, robust financial
position and industry leading infrastructure
will support the further development
ofCranswick in the current financial year
andover the longer-term.
Adam Couch
Chief Executive
19 May 2026
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MARKET AND CONSUMER TRENDSMARKET AND CONSUMER TRENDS
The UK food market is continually evolving. Our diverse product portfolio, broad customer
base and strong innovation capabilities enable us to respond effectively to these changes
and deliver great-tasting, high-quality products, tailored to meet our customers’ needs.
Weremain firmly aligned to our long-term ambitions, focused on delivering robust
operational performance, sustaining excellent customer service and advancing progress
across every pillar of our strategic objectives.
Strategic enabler key
Supply chain Lean processing
Iconic and
relevantproducts
Customer
partnerships
AFFORDABILITY AND CONSUMER BEHAVIOUR
EXPANDING AFFORDABLE PROTEINS TO WIN
IN A COST-CONSCIOUS MARKET
What we are seeing
Persistently high beefand lamb prices,
drivenby supply constraints, havewidened
the relative price gap versus pork and
poultry. With household budgets under
pressure, consumers are increasingly
choosing more affordable protein options.
This shift is translating into measurable
volume momentum in pork and poultry,
withUK demand for both strengthening.
What we are doing
Our diversified protein portfolio positions
us well to capture this structural shift
indemand. We are reinforcing our
leadership in pork and poultry through
major investments in efficient, scalable
production across primary pork processing,
fresh chicken as well as cooked and
prepared poultry. By expanding our
capacity anddeepening partnerships in
ready-to-eatandvalue-added categories,
wearedelivering strong value for money,
qualityand versatility proposition.
Link to strategic enablers
HEALTH AND SUSTAINABILITY
LEADING THE SHIFT TOWARDSNATURAL, NUTRIENT-RICH,
SUSTAINABLY SOURCED PROTEINS
What we are seeing
Consumers are increasingly turning away
from ultra-processed foods and favouring
natural, minimally processed products.
Sustainably produced pork and poultry
aregaining traction as healthy, low-fat,
nutrient-rich proteins that fit naturally into
abalanced diet, including for consumers
onweight loss medications who are seeking
high-quality, protein-packed foods.
What we are doing
We continue to promote the role of pork
andpoultry as part of a natural, balanced
andsustainable diet. We are reformulating
products to reduce ultra-processed
ingredients, strengthen clean labelling
andhighlight the naturally healthy profile
ofour core proteins.
We are also expanding our range with
naturally healthier pork andpoultry snacking
solutions to meet risingdemand for
convenient, healthy protein options.
Link to strategic enablers
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VALUE, PREMIUMISATION AND QUALITY
CONVENIENCE AND EASE
DELIVERING RESTAURANT-QUALITY EXPERIENCES AT HOME
SCALING CAPACITY TOLEADGROWTH IN FAST, CONVENIENT MEAL SOLUTIONS
What we are seeing
As more meals shift back into the home,
consumers are seeking premium,
restaurant-style products that deliver
quality,indulgence and value. Ready-to-cook
andchef-inspired ranges are increasingly
replacing out-of-home occasions as shoppers
look for elevated experiences without
the cost.
What we are seeing
Busy lifestyles and a lack of confidence in
cooking are driving demand for convenient,
high-quality meal solutions. ‘Slow cook’
and‘sous vide’ products and product
innovations are driving strong volume growth
as shoppers look for quick, reliable options
that still deliver on taste and quality.
What we are doing
We are strengthening our leadership
through the development ofnew
premiumand super-premium ranges,
suchas ‘Chef’s Collection’ centre-of-plate
meal solutions. Continued innovation
inchef-endorsed restaurant style meal
solutions positions usto capture growing
demand forelevated at-home dining,
reinforcing ourability todeliver high-quality,
differentiated products that drive
valueforboth retailers and consumers.
What we are doing
We have broadened our offering in
affordable, low-cost, high-taste products
such as stir fry packs and marinades that
deliver even more convenient, accessible
meal solutions. This investment in
value-oriented products offer high
flavouratattractive price points.
We have also expanded our convenience
offering by increasing ‘slow cook’ and ‘sous
vide’ capacity at our Hull site. This enabled
the launch of a brand new super-premium
range of ‘Chef’s Collection’, demonstrating
continued positive momentum in the ‘slow
cook’ category.
ADDRESSING THE NEED FOR IMPROVED WELFARE
BUILDING MOMENTUM IN A TRANSFORMING POULTRY MARKET
What we are seeing
The move to lower stocking densities under
the Better Chicken Commitment represents
a step forward for animal welfare, while
driving structural change in the UK poultry
sector by materially tightening supply.
Driven by commitments from leading
retailers and now widely adopted across
themajor supermarket groups, these
changes are compressing industry capacity
at a time when producers already face
constraints from limited shed availability
andplanning restrictions.
What we are doing
We are embracing change through
targeted investments that enhance
welfarestandards, improve farm
productivity and support sustained volume
growth. Our £5 million broiler farm
expansion in East Anglia has enabled the
transition to enhanced welfare through
lower stocking densities, while securing
thespace required for future growth.
This,together with a £7 million investment
to expand incubator capacity will ensure
anincreased andsecure supply of birds to
support the planned uplift in processing
capacity at Eye.
Link to strategic enablers
Strategic enabler
Link to strategic enablers
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OUR STRATEGIC ENABLERS
OUR STRATEGY
OUR GUIDING PRINCIPLES
QUALITY
Own premium
Delight the customer
Technical excellence
VALUE
Vertical integration
Utilisation
Efficiency
INNOVATION
Product
Packaging
Process
PEOPLE
Attract
Engage
Empower
PUTTING THE FUTURE FIRST, EVERY DAY
ICONIC
PRODUCTS
Focus on premium
Convenient solutions
Naturally healthy
Read more on page 18.
CUSTOMER
PARTNERSHIPS
Long-term agreements
Transparency and open book
Developing categories
Read more on page 19.
LEAN
PROCESSING
Continuous investment
Capacity and capability
Improve efficiency
Read more on page 17.
SUPPLY
CHAIN
Vertical integration
Security of supply
Farm productivity
Read more on page 16.
CONSOLIDATE
Drive the core
EXPAND
Increase market share
ingrowth categories
DIVERSIFY
Identify new opportunities
OUR GROWTH STRATEGY
ENTREPRENEURIAL
SPIRIT
FOCUS ON
FLAVOUR
OUR DIFFERENTIATORS
AGRICULTURAL
ROOTS
UPSCALING
ARTISAN
Read more about our differentiators on page 4.
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OUR STRATEGIC ENABLERS
By focusing on our strategic enablers, the Group has established a distinct competitive advantage
and a unique position within the UK food industry. We achieve this by creating asecure and
sustainable supply chain, investing in world-class manufacturing facilities, maintaining a relevant
andinnovative product range, and cultivating strong, strategic relationships with customers
whovalue their partnership with Cranswick.
SUPPLY CHAIN
Our vertically integrated modelunderpins the
security of our supply chain andenhances resilience,
whiledriving continuousimprovementsin
farm productivity.
Why it’s important
From farm-to-fork, we are committed to a supply chain built
onsustainability, integrity, efficiency and transparency, ensuring
weuphold not only our own values but also those of our customers.
By actively managing everystage of the supply chain, we take
prideindelivering quality with accountability atevery step.
Progress
• Fridaythorpe feed mill purchased in September 2025,
increasedpig feed self-sufficiency to over 40%.
• £7 million investment in the Kenninghall site in East Anglia
hasbeen completed, securing increased bird supply to support
the planned uplift in processing capacity at Eye.
• Integration of JSR Genetics is well advanced and strengthens
ourvertically integrated model, improving resilience, productivity
and quality across our pork operations.
• The move to lower-stocking densities acrossour Fresh Poultry
farming supply chainis now complete.
Future plans
• Continued investment in strengthening vertical integration
anddriving Second Nature initiatives.
• Committed to ongoing investment across our pig farming supply
chain to ensure that we can supply the right quality and quantity
ofpigs to meet the needs of our strategic retail partners.
Link to principal risks
This strategic enabler is linked to the following principal risks:
1 3 4 8 12
Read more on pages 66 to 70.
Number of pigs produced Pig self-sufficiency Poultry self-sufficiency
+10. 3 %
>1,900,000
c.55% c.100%
INVESTING IN SELF-SUFFICIENCY
We invested over £40 million across our pig and poultry
farming and feed milling operations to strengthen supply
resilience and support future growth. The acquisition
oftheFridaythorpe feed mill has materially increased
feedself-sufficiency, improving cost control, operational
efficiency and security of supply in a volatile input market.
In parallel, the integration of JSR Genetics is enhancing
oversight of pig genetics, supporting continuous
improvement in animal health, productivity and welfare,
andfurther reinforcing the benefits of vertical integration.
These investments also improve transparency and
traceability across our supply chain, enabling closer
alignment between farming, manufacturing and
customerrequirements.
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LEAN PROCESSING
We are committed to ensuring our facilities are
attheforefront of the industry through continuous
investmentand innovation. Our keypriorities
include increasingefficiencies, enhancing
sustainability, andexpanding our capabilities,
andthese areshaping thefuture of our operations.
Why it’s important
By integrating cutting-edge technology and streamlining processes,
wearenot only driving efficiency but also adapting to evolving
market demands, supporting our workforce, and delivering
evengreater value toour customers.
Progress
• £100 million multiphased expansion project at the Hull pork
primaryprocessing site progressing as planned to add capacity,
drive further efficiency improvements andadd on-site
cold storage.
• £30 million investment in Cooked andPrepared Poultry is now
complete, adding additional cooking and cooling capacity and
enabling further range expansion, including roasted and bone-in
portions. This investment aligns withconsumer trends towards
health, convenience and on-the-go poultry products.
• £25 million investment at Worsley houmous and dips facility
isnow complete, providing headroom to deliver further growth
inthe houmous and dips category.
• £14 million additional investment at the Lincoln pet food facility
following newly secured premium business.
• £13 million investment at Eyefacility in EastAnglia to increase
capacity in our freshpoultry operations by approximately 15per
cent is progressing to plan.
Future plans
• £56 million further investment at Eye facility to increase the
capacity through the installation of a second line, increasing
throughput to two million birds per week.
• Investment in our asset base to increase capacity, enhance
production yields andaddflexibility to production areas,
improvingcustomer service and supporting further growth.
Link to principal risks
This strategic enabler is linked to the following principal risks:
2 4 6 10 11 13
Read more on pages 66 to 70.
£100 MILLION STRATEGIC
INVESTMENT INPRESTON:
ACCELERATING CAPACITY,
EFFICIENCY AND
LONG-TERMVALUE
A record £100 million investment in Hull Fresh Pork
isunlocking significant long-term value through
astate-of-the-art semi-automated cold store and a major
site expansion. The new cold store generates significant
annual savings through reduced labour, lower energy use
and improved process efficiency. Automation technologies,
including casecollation, freezing and palletisation, drive
consistent throughput and reduce the overall cost of
production. Energy-efficient refrigeration, supported
byrenewable power, lowers operating costs and enhances
the site’s environmental credentials.
The investment also unlocks strategic on-site space
tosupport growth in retail packing and added-value
categories. This creates capacity to increase weekly
pigprocessing while removing current double-handling
inefficiencies and enabling future consolidation of retail
packing into a single, scalable facility.
The £33 million facility expansion raises throughput
withnonet increase in headcount. Automation enables
colleagues to move into higher-value roles, improving
capability, job quality and overall productivity.
Together, these upgrades strengthen operational
resilience, margin performance and expand capacity
to support future growth.
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OUR STRATEGIC ENABLERS
CONTINUED
ICONIC PRODUCTS
Our iconic and market-leading products
setthebenchmark forexcellence,supported
bygreattaste, high-quality, craftsmanship
andinnovation.
Why it’s important
Every product we create is a testament to our expertise, blending
tradition with cutting-edge techniques to deliver something truly
exceptional. By continuously refining our methods and pushing
theboundaries ofinnovation, we ensure our product range remains
distinct, relevant, and ahead ofevolving consumer trends.
Progress
• The acquisition of Blakemans adds raw and cooked sausage
production capacity to our Gourmet Products category,
whileenabling extended supply into the retail market.
• Our new super-premium bacon range, made using dedicated
Duroc breed pork, delivers unique product lines to customers.
An extended maturation process, combined with a differentiated
raw material specification, is developed to enhance quality
andfurther drive premiumisation within the category.
• One of our premium luxury pork sausage products was named
Britain’s Best Sausage at the recent Meat Management Awards.
The award underlines our continued focus on delivering high-
quality, differentiated products for our customers.
• Sales from new products increased by 53 per cent on the
prioryear,reflecting our focus on innovation, authenticity,
and flavour.
Future plans
• Continue innovating, leveraging the Group’s food expertise
tocreate appealing offerings.
• Ongoing development of innovative, added-value pig meat
products that support our core offering to further drive
volume growth.
• Identify new expansion opportunities outside of our
core categories.
• Maximise revenue growth opportunities within the pet
food market.
Link to principal risks
This strategic enabler is linked to the following principal risks:
5 7 12
Read more on pages 66 to 70.
RAMONA’S DELI INNOVATION
In 2025, Ramona’s strengthened its position in the
Delicategory with three new product launches:
• Divine Dips Greek Trio;
• Heavenly Houmous Spicy Selection; and
• Heavenly Houmous Global Selection.
All three products were shortlisted in The Grocer
NewProduct& Packaging Awards, and each achieved
Goldmedal recognition. The Spicy Selection was awarded
Category Champion, with judges praising its bold flavours
and ability to attract new shoppers, while encouraging
existing customers to explore the range.
This achievement highlights Ramona’s commitment
toinnovation, quality and consumer engagement,
andillustrates the Group’s ability to develop products that
drive brand differentiation and support market growth.
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CUSTOMER PARTNERSHIPS
We have built deep, long-term, strategic
partnershipswith our customers, working
closelytodevelop tailored supply chains,
dedicatedfacilities,andbreakthrough
innovationsthat setnewindustry standards.
Why it’s important
By fostering collaboration, trust and shared ambition, we create
solutions that drive efficiency, sustainability andlong-term security.
Through these strong relationships, wedelivernot only reliability
andresilience, but continuous growth.
Progress
• We were ranked the number one UK own-label supplier in
theAdvantage survey, reflecting the strength of our customer
relationships and the consistency of our service delivery.
• We were awarded Tesco’s Meat, Fish, Poultry Eggs (‘MFPE’)
‘Supplier ofthe Year’ for innovation atthe2025 supplier
conference. This recognition reflects theprogress made
instrengthening our food-led approach andembedding
innovation across the Group.
• Long-term supply agreements with strategic retail partners
securedand expanded, including ten-year sole supply
offreshpork,sausage, premium bacon and cooked meats
withSainsbury’s.
• We have also secured sole supply of all Pets at Home own-brand
dry dog food products as the Group’s relationship with the
customer continues to develop.
• The growing partnership with a key retailer is strengthening
ourmarket position, with the expansion of its breaded chicken
range to meet changing customer tastes and appeal to younger
shoppers. The introduction of new bacon and gammon products
further broadens the offer.
Future plans
• We will continue to strengthen our sole supply position in
keycategories, leveraging customer partnerships to reinforce
long-term market leadership.
• We will use existing relationships to enter new categories,
whilecontinuing to develop distinctive products and
investinintegrated supply chains to improve efficiency,
reliabilityand scalability.
Link to principal risks
This strategic enabler is linked to the following principal risk:
5 7
Read more on pages 66 to 70.
SECURING LONG-TERM GROWTH
INBRITISH POULTRY
During the year, Cranswick agreed a ten-year extension
toits fresh British chicken supply agreement with a key
retailer,extending a successful eight-year partnership.
The agreement enhances long-term revenue visibility
andfurther underpins the strength and sustainability
ofourrelationship with this key UK retail customer.
The arrangement builds on Cranswick’s vertically integrated
supply chain through its Crown Chicken operations,
encompassing farming, feed and primary processing at the
Eye facility. It also underpins continued expansion in higher
value-added categories, with increased throughput in
Prepared and Cooked Poultry. This fully integrated model
supports product consistency, enables customer-driven
innovation and delivers operational efficiencies, contributing
to improved margin quality and sustained high service levels.
Aligned with the extension of this strategic partnership and
the associated growth outlook, we are investing in farming
infrastructure and expanding capacity at the Eye facility,
reinforcing our long-term growth platform in British poultry.
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KEY PERFORMANCE INDICATORS
Key Performance Indicators (‘KPIs’) enable us to measure our progress
against our long-term growth strategy and our Second Nature commitments.
LONG-TERM GROWTH STRATEGY
OPERATIONAL EXCELLENCE
2026
2025
2024
+4.4%
+11 . 6 %
+6.8%
Consolidate
Like-for-like revenue YoY growth
1
2026
2025
2024
7. 6 %
7.1 %
7.9 %
A
djusted operating margin
1
2026
2025
2024
8.0%
4.9%
11. 2%
Expand
Sales from new products
2026
2025
2024
£213.6m
£223.4m
£268.4m
Free cash flow
1
2026
2025
2024
£36.7m
£25.4m
£47.6m
Diversify
Sales from ‘other’ segment
2026
2025
2024
18.5%
18.5%
18.5%
Return on capital employed
*1
Why is this important?
Like-for-like revenue, which excludes
thecontributions from acquisitions prior
totheanniversary of the acquisition date,
allows ustomeasure the underlying
growthofthe business.
Performance
Like-for-like revenue increased by 6.8 per cent,
reflecting strong retail and food service
volumes, supported by increased promotional
volumes, new business wins and
own-label launches.
Why is this important?
Adjusted operating margin is a meaningful
measureof the underlying profitability
ofthe business.
Performance
35bps increase in adjusted operating margin,
driven by the strong performance of the
integrated poultry supply chain, investment in
automation, operational leverage, excellent
capacity utilisation and tight cost control.
Why is this important?
Ongoing innovation and product range
expansion helps us to drive revenue
growthand strengthen our relationships
with our customers.
Performance
Sales from new products during the first
sixmonths following their launch accounted
for£335.3 million of revenue in the current
year, representing a 53.3 per cent increase
year on year.
Why is this important?
Free cash flow demonstrates the level
ofcashgeneration from the business.
Performance
Free cash flow increased during the year,
mainly driven by a £43.2 million rise in
EBITDA and an £18.3 million working capital
inflow, partly offset by £5.8 million higher
tax and £3.9 million increased net interest.
Why is this important?
Revenue from our ‘other’ segment is an
indicator of growth delivered as a result
ofourdiversification strategy.
Performance
Pet food revenue increased by 29.7 per
cent, reflecting the onboarding of new
brands with Pets at Home.
Why is this important?
Return on capital employed is an
appropriatemetric to measure the
efficiencyofcapital allocation.
Performance
ROCE remained strong despite record
levels of capital expenditure, working capital
expansion and the Blakemans acquisition.
* Return on capital employed (‘ROCE’)
represents adjusted operating profit divided
by the sum of average opening andclosing
netassets, net debt/(funds), pension surplus/
(deficit) and deferred tax.
1. Adjusted and like-for-like references throughout the Annual Report and Accounts refer to non-IFRS measures or Alternative Performance Measures (‘APMs’).
Definitions and reconciliations of the APMs to IFRS measures are provided in Note 31.
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HIGH-QUALITY PRODUCTS
SUSTAINABILITY
2026
2025
2024
19
19
21
Number of BRC Grade A’s or greater
2026
2025
2024
0.093
0.090
0.091
Relative carbon footprint
*
Tonnes of CO
2
e per tonne sales
2026
2025
2024
541
687
566
Number of supplier audits
*
2026
2025
2024
0.13
0.20
0.31
Edible food waste
*
Percentage of tonnes sold
2026
2025
2024
17
14
19
Complaints per million units sold
2026
2025
2024
0.16
0.22
0.18
RIDDOR frequency rate
per 100,000 hours worked
Why is this important?
We take food safety very seriously and each
site’s foodsafety standards are assessed
every yearbyanindependent body,
theBritish Retail Consortium (‘BRC’).
Performance
All production facilities, certified by the BRC
against Global Standards for Food Safety,
were awarded a Grade A rating, reflecting
the highest standards of compliance.
Why is this important?
We are committed to reducing our relative
carbon footprint as part of our journey
toNet Zero.
Performance
While total location-based Scope 1 and 2
emissions increased slightly by 1.4 per cent,
emissions intensity improved by 2.2 per
cent, reflecting strong operational
efficiency gains alongside a 3.7 per cent
increase in production levels.
* 2025 and 2024 data has been rebaselined
following new learnings and business
acquisitions. Please refer to page 33 for
more information.
Why is this important?
Our Group Technical Services team
undertake supplier audits to ensure
thesafety, traceability, quality and
provenance of the raw materials
andingredients we use.
Performance
The higher number of audits is driven
byanincreased number of farms and
additional farm audits.
* FY25 data has been restated following
theimplementation of a revised farm
audit approach.
Why is this important?
We are committed to eliminating edible
foodwaste by 2030.
Performance
The increase is driven by operational factors,
improved data accuracy, product-related
issues, and items unsuitable for redistribution,
particularly where waste disposal routes
arelimited to anaerobic digestion.
* 2025 and 2024 data has been rebaselined
following the change in methodology and
business acquisitions. Please refer to page 33
for more information.
Why is this important?
We are dedicated to delivering the
highest-quality products, which meet,
orexceed, ourcustomer expectations.
Performance
The increase reflects a higher proportion
ofsales volumes, driven by the addition of
new factories, onboarding of new customers
and growth from new product lines.
Why is this important?
Health and safety of our employees and
visitors is our key priority. We regularly
monitor and review our performance based
on our accident rate of RIDDORs reported per
100,000 hours worked inour operations.
Performance
The increase in the RIDDOR accident
frequency rate reflects a combination of
theaddition of three additional sites and a
rise inaccidents linked to the unpredictable
behaviour of pigs during routine activities.
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FURTHER POSITIVE
PROGRESS
“We have delivered record
resultsand made further positive
strategic progress.”
Mark Bottomley
Chief Financial Officer
OPERATING AND FINANCIAL REVIEW
Revenue
Revenue increased by 9.5 per cent to
£2,982.5 million reflecting growth across
allcategories, supported by the continued
outperformance of premium added-value
product ranges and a record Christmas
trading period. Revenue from UK food
wasahead by 9.4 per cent, underpinned
byvolume growth of 8.3 per cent. UK food
volume growth accelerated from 7.0 per cent
in H1 to 9.5 per cent in H2 driven by the
performance of Fresh Pork and Gourmet
Products. The uplift in H2 UK food volumes
offset modest price deflation as lower input
costs were reflected in selling prices.
Poultry revenue grew by 13.9 per cent,
driven by strong growth across Cooked,
Prepared and Fresh categories, and now
represents 20.3 per cent of Group reported
revenue. Gourmet Products revenue
wasahead by 15.3 per cent following the
acquisition of Blakemans. Pet Products
revenue was 29.8 per cent ahead reflecting
expansion of the Pets at Home relationship.
Adjusted Group operating profit
Adjusted Group operating profit was
14.5per cent higher at £237.0 million with
adjusted Group operating margin up 35
basis points to 7.9 per cent. The improvement
in Group operating margin was driven
bytheperformance of the integrated poultry
supply chain, investment in automation,
operational leverage, excellent capacity
utilisation and disciplined cost control.
Category review
Food Segment
Fresh Pork
Fresh Pork revenue increased by 3.7 per cent
year-on-year and represented 22.9 per cent
of Group revenue. Growth was volume-led
across retail, wholesale and export channels,
underpinned by sustained consumer demand
for pork as an affordable and naturally
protein-rich choice.
Retail and wholesale revenue increased
by3.0 per cent, with volumes 7.9 per cent
ahead of the prior year, reflecting strong
underlying demand. This volume growth
waspartly offset by lower pricing, particularly
in wholesale markets, as the year-on-year
reduction in pig prices flowed through.
Export revenue was 4.6 per cent below
theprior year; export volumes were ahead,
but this was more than offset by lower
pricing. The JSR Genetics acquisition also
contributed to strong growth in external
revenues from our pig farming operations.
Fresh Pork, agricultural operations
We continued to invest across our pig farming
and feed milling infrastructure during the year
while also expanding the scale of our indoor
and outdoor herds. Finished pig numbers
increased by 6.5 per cent compared with the
prior year. Self-sufficiency was maintained
at55 per cent, notwithstanding growth in
demand from ourthree primary processing
facilities and downstream added-value
pork operations.
The recent acquisitions of JSR Genetics
andthe Fridaythorpe feed mill continue
toperform ahead of our initial expectations.
Their integration into the Group has
delivered clear synergies, supporting
improved efficiency and closer coordination
across genetics, feed milling, farming and
processing operations.
Revenue and Adjusted Operating Profit
2026 2025
Change
(Reported)
Change
(Like-for-like
1,2
)
Revenue £2,982.5m £2,723.3m +9.5% +6.8%
Adjusted Group Operating Profit
2
£237.0m £206.9m +14.5%
Adjusted Group Operating Margin
2
7.9 % 7. 6 % +3 5 b p s
1. Like-for-like revenue references excludes the current year contribution from current and prior year acquisitions prior to the anniversary of their purchase.
2. Adjusted and like-for-like references throughout this statement refer to non-IFRS measures or Alternative Performance Measures (‘APMs’).
Definitions andreconciliations of the APMs to IFRS measures are provided in Note 31.
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We invested £24 million across our pig
farming operations during the year, including
the acquisition of the Fridaythorpe feed mill,
with more than £115 million invested over
thelast five years. We remain committed to
continued investment across our pig farming
supply chain to ensure we can provide the
quality and scale of supply required by our
strategic retail partners.
Fresh Pork, primary processing
Throughput increased across all three
FreshPork primary processing sites during
the year, with the total number of UK pigs
processed 3.1 per cent ahead of the prior
year. Strong retail demand continued,
supported by pork’s relative affordability
andsustained consumer switching into fresh
and added-value pork products.
We continued to drive premiumisation
inthecategory through the use of bespoke
genetics, delivering enhanced intramuscular
fat levels and improved eating quality
inpremium retail ranges. Strong trading
during the key barbecue and Christmas
periods wassupported by innovation across
these ranges, including premium joints
andfestive centre-piece products for
keyretail customers.
The £100 million redevelopment of the
Hullprimary processing facility continues to
progress in line with expectations. The new
highly automated on-site cold storage facility
is now operational, and we are progressing
the approval process for direct export to
China. This project will expand capacity
atthe site to 50,000 pigs per week and is
expected to complete following the financial
year ending March 2027.
Convenience
Convenience revenue increased by 7.3 per
cent in the year and represented 35.5 per
cent of Group revenue.
Cooked Meats revenue increased during
theyear, supported by growth with existing
customers and newly secured retail business.
The Hull site delivered a record Christmas
trading period for ‘slow cook’ and ‘sous vide’
turkey products with its anchor customer,
despite the disruption caused by avian
influenza across seasonal turkey supply
chains. Demand for these products continues
to grow as consumers seek restaurant-quality
meal solutions that combine convenience
and value. During the year, we also launched
a new super-premium ‘Chef’s Collection’
‘sous vide’ centre-of-plate range with a key
strategic retail partner. The Milton Keynes
and Barnsley sites also secured new retail
business, further strengthening our position
in the deli meats category.
Continental and Mediterranean Products
delivered strong revenue growth in the year,
supported by continued momentum at the
Bury and Katsouris facilities and increasing
volumes from the Worsley site. At Bury,
newretail business was successfully
onboarded, while strong demand for festive
Mediterranean grazing platters contributed
to a record Christmas trading period.
Growth at Katsouris Brothers reflected new
halloumi business together with co-packing
volumes for a branded snacking range.
Ramona’s further strengthened its leadership
position in the houmous category, supported
by award-winning innovation across new
flavour launches.
The Worsley site also onboarded own-label
retail houmous business with two retail
partners during the year. Investment in
additional capacity at Worsley has now been
completed, providing further headroom to
support continued growth in the houmous
and dips category. Across our Mediterranean
Foods portfolio, innovation continues to
support growth through an expanding range
of premium dips, platters, hot tapas and
sharing products. These ranges remain well
aligned to evolving consumer demand for
sharing occasions,grazing formats and
high-protein snacking.
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Gourmet Products
Gourmet Products revenue increased by
15.3 per cent and represented 19.7 per cent
of Group revenue, including the contribution
from the Blakemans acquisition.
Sausage and Bacon revenues, including
cooked products, were ahead of the prior
year. Growth was supported by continued
premiumisation and innovation across the
range, including the launch of ultra-
processed free ‘Only 6 Ingredients’
sausages, super-premium ‘Signature’ bacon
and ‘Ultimate’ sausages, together with
premium cooked ‘Dinky’ cocktail sausages.
Strong trading through the key barbecue
andChristmas periods reflected increasing
product complexity and a favourable sales
mix across bacon, sausage and festive
garnish ranges. Demand for pigs in blankets
continued to grow strongly and we supplied
120 million single units during the year,
including production from Blakemans.
The Gourmet Sausage site also achieved
thesignificant milestone of zero operational
carbon emissions, reflecting the cumulative
benefit of continued investment in emissions-
reduction technologies.
Blakemans continues to perform ahead
ofour initial expectations, supported by
integration synergies, economies of scale
and improved procurement. During the year,
the business secured its first retail listing
through a premium frozen sausage launch
with a key retail customer. We are also
investing in automated pigs in blankets
production at the Blakemans site, enhancing
efficiency and providing additional capacity
to support future growth.
Pastry revenues were ahead of the prior year,
supported by stronger pricing and an
improved sales mix following successful
newproduct launches with the Malton site’s
anchor retail partner. Premium seasonal
ranges performed particularly well, including
celebrity chef beef and turkey wellingtons,
reflecting continued consumer demand for
restaurant-quality convenient meal solutions.
Poultry
Poultry revenue increased by 13.9 per cent
inthe year and represented 20.3 per cent
ofGroup revenue, up from 19.6 per cent
inthe prior year. Growth was driven by
strongperformances across fresh, prepared
andcooked poultry, reinforcing poultry’s
importance as a key strategic growth
category for the Group.
Poultry, agricultural operations
During the year, we completed the transition
to enhanced welfare, lower stocking
densities across our poultry supply chain,
having secured the additional growing
spacerequired to support this change.
The transition has delivered improved
welfare outcomes and enhanced farm
productivity, strengthening the long-term
sustainability of the supply chain.
The£7 million investment in additional
incubatory capacity at the Kenninghall facility
to support the planned uplift to 1.6 million
birds per week at the Eye processing facility
is now complete.
Poultry, primary and added-value processing
Fresh Poultry delivered strong revenue
growth, driven by firmer pricing following
themove to higher welfare production,
together with increases in both the weekly
number and average weight of birds
processed at Eye. During the year, we also
launched innovative festive centre-piece
products withthe site’s anchor customer,
reflecting growing consumer demand for
chicken at Christmas. We have now extended
the terms of the long-term supply agreement
in place with the site’s core customer.
The £13 million investment project at
Eyetoincrease capacity to 1.6 million birds
per week, representing approximately
15percent additional processing capacity,
continues to progress in line with
expectations. Through expansion of the site
footprint and the addition of a second line,
we have now committed to a further
£56 million investment to increase total
processing capacity to 2 million birds per
week. This project is expected to complete
during the financial year ending March 2028
and will provide further headroom to support
the continued growth of our fresh and
added-value poultry business.
Prepared Poultry and Cooked Poultry
delivered double-digit revenue growth,
supported by higher volumes and an
improved sales mix following the onboarding
of premium retail business in the prior year.
The £30 million expansion project was
completed during the first half of the year,
adding whole bird and bone-in portion
cooking and roasting capability.
Operational momentum improved through
the second half of the year, following
earlierdisruption associated with the rapid
onboarding of new business and the
impactof wider industry fresh poultry
availability constraints.
Other segment
Pet Products
Pet Products revenue increased by 29.8 per
cent in the year and represented 1.6 per cent
of Group revenue. Growth was driven by
thecontinued expansion of our relationship
with Pets at Home, supported by an
improved sales mix following the onboarding
of higher meat content lines and the launch
of a new premium range during the year.
The£14 million investment in additional
capacity and higher meat content processing
capability continues to progress in line
with expectations.
Finance review
Revenue
Reported revenue increased by 9.5 per cent
to £2,982.5 million (2025: £2,723.3 million).
Like-for-like revenue, excluding the
contribution from acquisitions prior to their
anniversary, increased by 6.8 per cent.
Adjusted gross profit and adjusted EBITDA
Adjusted gross profit increased by 12.8 per
cent to £473.5 million (2025: £419.9 million),
with adjusted gross margin increasing
to15.9per cent (2025: 15.4 per cent).
Adjusted EBITDA increased by 14.7 per cent
to £336.4 million (2025: £293.2 million),
while adjusted EBITDA margin increased by
51 basis points to 11.3 per cent (2025: 10.8
per cent).
Adjusted Group operating profit
Adjusted Group operating profit increased
by14.5 per cent to £237.0 million
(2025: £206.9 million), with adjusted Group
operating margin improving by 35 basis points
to 7.9 per cent (2025: 7.6 per cent).
Full reconciliations of adjusted measures to
statutory results are set out in Note 31. On a
statutory basis, the net IAS 41 movement on
biological assets resulted in a £2.2 million
debit (2025: £11.1 million debit), primarily
reflecting the reduction in the Standard Pig
Price during the year.
Finance costs and funding
Net finance costs were £17.0 million
(2025: £9.2 million), including £9.6 million
ofIFRS 16 lease interest (2025: £6.0 million).
Bank finance costs increased to £7.4 million
(2025: £3.2 million), primarily reflecting the
year-on-year increase in net debt following
record capital expenditure, the acquisition
ofBlakemans and working capital expansion
associated with new long-term
strategic partnerships.
The Group refinanced its banking facility on
more favourable terms during the first half
ofthe financial year. The new unsecured
agreement comprises a £360 million revolving
credit facility running to July 2029, with the
option to extend by up to a further two years.
OPERATING AND FINANCIAL REVIEW
CONTINUED
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Cranswick plc Annual Report & Accounts 2026
24
A further £90 million can be accessed on
thesame terms at any point during the term
ofthe agreement. The facility replaces the
previous £250 million revolving credit facility
and provided the business with more than
£290 million of headroom at 28 March 2026.
Adjusted profit before tax
Adjusted profit before tax increased
by11.2per cent to £220.0 million
(2025: £197.9 million).
Taxation
The tax charge for the year was £57.5 million
(2025: £47.3 million), equivalent to 26.6 per
cent of profit before tax (2025: 26.0 per
cent). The standard rate of UK corporation
tax remained 25.0 per cent (2025: 25.0 per
cent). The effective tax rate was higher
thanthe standard rate, principally reflecting
non-qualifying depreciation and other
expenses which are not deductible for tax
purposes. The effective tax rate on adjusted
profit before tax was 26.6 per cent
(2025: 26.0 per cent).
Tax strategy
Our tax strategy is aligned with our vision
and core values and fits within our overall
Corporate Governance structure.
Our strategy ensures thatwe comply with
alltax laws wherever wedobusiness and that
we pay all taxes that wearelegally required
to pay when they falldue.
To safeguard ourreputation as a responsible
taxpayer wedonot participate inany tax
planning arrangements that do not comply
witheitherthe legal interpretation or the
spirit oftaxlaws. Our tax strategy can be
found onourwebsite: www.cranswick.plc.uk.
Dividend policy
We believe in paying a sustainable dividend
which delivers a strong return to investors
but isbalanced against the need to invest in
the future of the business. Our policy ensures
thatshareholder income streams are strongly
aligned to the profitability and the sustained
growth in the Group’s profits has been
matched by the Group’s dividend per share
growth which is unbroken for 36 years
(seepage 13). Our dividend policy can be
found on our website: www.cranswick.plc.uk.
Adjusted earnings per share
Adjusted earnings per share increased by
10.4 per cent to 301.7 pence (2025: 273.4
pence). The weighted average number
ofshares in issue during the year was
53,501,533 (2025: 53,581,044).
Statutory profit measures
Statutory profit before tax was
£215.8 million(2025: £181.6 million),
withstatutory Group operating profit of
£232.8 million (2025: £190.6 million) and
statutory earnings per share of 295.9 pence
(2025: 250.5 pence). Statutory gross profit
was £471.3 million (2025: £408.8 million).
Cash flow and net debt
Net cash inflow from operating activities
was£275.0 million (2025: £216.3 million).
The increase of £58.7 million principally
reflected the £43.2 million increase in EBITDA
and a £18.3 million reduction in net working
capital outflow, partly offset by a £5.8 million
increase in tax paid. Net debt, including IFRS
16 lease liabilities, increased to £240.8 million
(2025: £172.4 million).
The strong operating cash inflow was more
than offset by £161.9 million of net capital
investment, £55.1 million of dividends paid
toShareholders, £22.1 million of own shares
purchased and transferred into the Cranswick
Employee Benefit Trust, £26.5 million of IFRS
16 lease payments and £47.3 million of tax
paid. Cash spent on acquisitions contributed
afurther £32.9 million increase in net debt
during the year.
Pensions
The Group operates defined contribution
pension schemes whereby contributions
aremade to schemes administered by major
insurance companies. Contributions to these
schemes are determined as a percentage
ofemployees’ earnings.
The Group also operates a defined benefit
pension scheme which has been closed
tofurther benefit accrual since 2004.
On 2 December 2022, the Trustees of the
defined benefit pension scheme purchased
abuy-in insurance policy to secure the
majority ofthe benefits provided by the
scheme. The liability on this scheme at
28 March 2026 was £0.1 million (2025: £nil).
The present value of funded obligations was
£16.9 million, and thefair value of plan assets
was £16.8 million. The Group did not make any
contributions inthe year and does not expect
to make any further contributions to the
scheme during theyear ending March 2027.
Summary
Over the last 12 months we have made
excellent progress by delivering record
results and in meeting our strategic
objectives. We invested at record levels
across our industry leading asset base, with
further substantial investment planned
during the year ahead. We have a highly cash
generative business and going forward we
will continue to deploy capital at pace to
drive attractive returns for our shareholders.
Mark Bottomley
Chief Financial Officer
19 May 2026
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Cranswick plc Annual Report & Accounts 2026
25
OUR SUSTAINABILITY
STRATEGY
We continue to strengthen the
foundationsofour sustainability strategy,
embedding Second Nature more deeply
acrossthe business, while advancing
thesystems, governance and partnerships
required to deliver long-term progress.
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Cranswick plc Annual Report & Accounts 2026
26
OUR SUSTAINABILITY STRATEGY
PUTTING THE FUTURE FIRST, EVERY DAY
This year, we have concentrated on furthering Second Nature site-level engagement
throughenhancedemployeecommunications and the development of site transition plans
withlocalleadership teams. These efforts are helping us strengthen our culture where
sustainabilityisanembeddedpartofhowCranswick operates.
For us, it is ‘Second Nature’ to protect and nurture our environment, supporting people
andcommunitiestothrive. This is what we mean by putting the future first, every day.
BRINGING SECOND NATURE TO LIFE
While our three principles guide us, our four working pillars bring Second Nature to life day to day.
SECOND NATURE GUIDING PRINCIPLES
FARMING WITH
CONSCIENCE
Nature & Nurture
Read more on page 28.
Link to Sustainable
Development Goals
PRODUCING
RESPONSIBLY
Evolve & Transform
Read more on page 31.
Link to Sustainable
Development Goals
SOURCING
WITH INTEGRITY
Big & Small
Read more on page 30.
Link to Sustainable
Development Goals
LIVING
BETTER
Collectively & Individually
Read more on page 34.
Link to Sustainable
Development Goals
ENVIRONMENT
From the land, for the land
We will always be farmers at heart.
Environmental stewardship is woven
intoour identity, from farm-to-fork.
We work tirelessly for a more
sustainable future.
SOCIAL
Thriving together, withpurpose
We are a people-focused business.
Our mission extends beyond nourishing
the nation, as we strive to cultivate
careers, empower communities
andenhance quality of life.
GOVERNANCE
Open collaboration, sharedsuccess
Sustainability is a shared responsibility,
one that requires collective action
topreserve the wellbeing of our
environment andsociety, leaving no
business orindividual behind.
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Cranswick plc Annual Report & Accounts 2026
27
OUR SUSTAINABILITY STRATEGY
CONTINUED
FARMING WITH CONSCIENCE
NATURE & NURTURE
Empowering and supporting our farmers to do the right thing and cultivate a healthier,
more sustainable world – for themselves, for the animals, for the planet.
Considerate farming from start to finish.
We are committed to a regenerative
agricultural approach that strengthens
soilhealth, enhances biodiversity and
supports resilient livestock production.
By prioritising high animal welfare
standards and championing responsible,
innovative farming practices, we support
producers in caring for their animals,
cropsand local environments. In turn,
thisunderpins our pathway toNetZero
livestock, while ensuring resilient,
future-ready practices in ouroperations
and supply chain.
Regenerative agriculture,
resilientfood systems
Our commitment to regenerative agriculture
is grounded in the belief that healthy soils
arecentral to resilient food systems and
climate change mitigation. We promote a
mixed-farming model, combining livestock
within crop rotations, including straw for
muck partnerships with local landowners.
This increases organic matter, strengthens
soil structure, enhances biological activity,
improves residual organic nutrients and
carbon cycling. These practices reduce
reliance on synthetic fertilisers, improve
water retention and drought resilience,
andhelp maintain consistent crop yields.
This year, we increased our focus on
responsible management of manures, slurry
and emissions. Two-thirds of our poultry litter
is directed into power generation facilities
supplying the local grid, with the remainder
applied to land using GPS guided application
systems to ensure accuracy and compliance.
We are building a more robust dataset on
manure and slurry nutrient values, thereby
enabling variations in application rates and
land management practice. This reflects
growing expectations from customers,
regulators andinvestors for detailed
evidence of due diligence and
environmental performance.
Support for a transition to regenerative farming
is accelerating across the main retailand
foodservice sectors. Retailer commitments
to source regeneratively farmed cereals
andoilseeds into diets from 2027, within
aligned pigproducer groups, are in place.
We are jointly developing a regenerative
pigproduction system to enable credible
consumer-facing claims. We continue
tocollaborate with majorgrain merchants,
toalign future regenerative cereal sourcing
strategies, whilelonger term looking
todevelop a moreintegrated sourcing
relationship withour third-party farmers that
grow crops,aswell asrear livestock for us.
Thismarks a shift towards a more resilient
crop rotation and improved financial security
for our supply base.
Our journey to lead pig health
andwelfare
Our integrated pig and poultry farming
system is designed to reduce animal
stressand uphold high welfare standards
throughout the supply chain. Farms are
located close to processing sites to minimise
transport times. Our pigs are reared across
abalanced mix of premium outdoor systems
and well invested higher welfare indoor units.
Purpose built lairages are designed around
pigs’ natural behaviours, providing calm,
quietenvironments under the supervision
offull-time independent vets.
Outdoor production remains a strategic
priority, both for its welfare benefits and
itscontribution to scaling regenerative
farming practices. One of our outdoor
unitsoperates as a biodiversity indicator
farmforamajor retailer, demonstrating
thepositive environmental outcomes these
systems can deliver.
Farm assurance
Group Agriculture issues the Cranswick Pig
Standard to all supplying farms on an annual
basis. Brand Integrity Audits and Cranswick
Welfare Assessments are carried out
acrossaround 20 per cent of farms per year,
andarerisk-based, using health and welfare
outcomes from the production facilities
andadditional weightings linked to system
type and ownership. Farms are categorised
as red, amber or green, with higher-risk sites
subjectto additional checks. Auditor capacity
hasbeen increased, enabling more frequent
andmore robust unannounced visits,
particularly during periods of increased
livestock handling and livestock movement,
when welfare pressures are greatest.
An experienced independent farm auditor
isretained to carry out these unannounced
audits across our pig and poultry supply
chains. A key challenge is the consistent
application of standards across both
Cranswick-owned and independent
producers. The expansion of retailer-aligned
producer groups supports the sharing of
best practice across independent producers.
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Governance and training
During the year, we have restructured our
farming division to strengthen leadership
inpighealth and welfare, supported by
clearer cultural expectations, enhanced
recruitment standards and a comprehensive
retraining programme for all colleagues.
Working with Vet 4, we delivered four
bespoke health andwelfare modules across
our farming businesses, reinforcing the
competencies required to meet the highest
industry standards.
We also expanded our farms’ welfare team
with additional welfare officers, who carry
out farm audits and work closely with
independent vets to address risk-based
areas. This investment ensures our farming
colleagues are among the most skilled and
compassionate in the sector, supported
byregular briefings, strengthened processes
and frequent training.
Knowledge sharing remains central to
ourapproach. We collaborate closely with
veterinary partners to target priority risks,
provide bespoke training resources to
third-party producers and contribute to
industry learning, including speaking at
National Pig Association (‘NPA’) regional
meetings on the key welfare challenges
facingthe sector. By combining stronger
organisational structures with improved
capability, Board-level oversight and
continuous learning, we are setting a clear
pathway for sustained improvement
inhealthand welfare outcomes across
ourfarming operations.
Using technology for better welfare
Technology has become central
toCranswick’s animal welfare and
environmental strategy. The Deloitte
AI4Animals system has now completed
itscalibration period and is delivering
meaningful improvements in welfare
monitoring and operational oversight.
AI4Animals is an innovative AI-driven
camerasystem that automatically spots
signsof poor animal handling and sends
instant alerts, enabling managers to
intervene quickly, ifrequired.
Weekly deviation reports providefurther
insight, supporting targeted coaching
andcontinuous improvement.
The level of transparency this provides
hasbeen extremely well received by our
customers. The Deloitte system provides
objective, real-time reassurance, and retailers
are now writing the technology into their
ownaudit standards. Cranswick remains
thefirst, and,at the time of reporting, the
only UK operator to deploy this system.
Work is underway to refine the algorithms
further and roll it out more widely across
the business.
We have completed the installation of
AI-enabled CCTV across all of our owned
indoor pig sites. The cameras are focused
onareas where there is most interaction
between staff and livestock, or welfare
critical processes such as farrowing.
We continue to utilise 3Dcamera monitoring
systems that utilise integrated sensor
technologies to monitor the pigs. The aim
isto enhance pig productivity and improve
pig health, foster high standards of animal
health and welfare, and by utilising
AIanalytics, to detect anomalies and alert
thefarmer and the vet whenever ill health
orpoor growth are identified.
We continue to use the AI-powered
acousticmonitoring system, SoundTalks,
toenhance the health and welfare of our
pigsby analysing the sounds they produce.
The system operates continuously,
withmicrophones installed in pig housing
capturing sounds around the clock without
the need for human presence. It interprets
these sounds, providing early warnings
ofhealth problems.
SoundTalks detects any noises that deviate
from the norm, such as coughing, which may
indicate respiratory issues. It sends real-time
alerts to farm managers, allowing for earlier
treatment that can lead to less medication,
including fewer doses of antibiotics, and
better outcomes. The system also generates
detailed reports on the sounds captured
andanalysed, providing valuable data.
Higher-welfare poultry
Our fully integrated poultry model is built to
deliver consistently higher-welfare chicken.
All chicks are hatched on farm using the
NestBorn system, meaning they emerge
directly into warm, calm barns with immediate
access to feed, water and shelter. This reduces
stress at birth and supports stronger
immunity, healthier birds and calmer flock
behaviour. Throughout rearing, chickens
havespace to roam and are enriched with
fresh bales, perches, toysandnatural light.
Environmental conditions are carefully
managed through climate-control and
water-misting systems that keep birds
comfortable year-round, including during
periods of extreme heat. All poultry is
rearedindoors to standards that exceed
RedTractor requirements, and this year
wecompleted the transition to lower-
stocking densities. This shift delivers
improved welfare outcomes, with reduced
competition forfeedand water.
Antibiotic use
We continue to play an active role in shaping
best practice as board members of the
FoodIndustry Initiative on Antimicrobials
(‘FIIA’), working with peers, vets and
retailersto promote responsible use
andstrengthen antimicrobial stewardship
across UK agriculture.
The average antibiotic use across our pig
andpoultry farms remains well below typical
industry levels, at 48.7 mg/pcu in pigs
and8.5 mg/pcu in poultry. Concerns over
disease remain across the sector, but our
overall trajectory on antibiotic use remains
aligned with industry trends.
For more information on antibiotic use,
please refer to our SASB disclosure
on pages 40 to 42.
Supporting biodiversity
We made further progress this year in
advancing both biodiversity monitoring and
the development of a credible carbon-storage
model across our farming supply chain.
More than 300 AgriSound monitors have
nowbeen deployed, generating a rich dataset
on wildlife activity, environmental conditions
and carbon-related impacts. Used to track
insect populations, the technology now
detects a wider range of species, giving us
unprecedented visibility of how our farming
practices interact with local ecosystems.
The Cranswick Nature Standard is also
anewinitiative designed to promote
andrecognise nature-positive practices
across allfarms within our supply base.
The framework awards points for activities
linked to each farm’s pig or poultry
enterprise, enabling atransparent, consistent
assessment of environmental performance.
Farms are placed into defined tiers, creating
a clear pathway for progression over time
and encouraging continuous improvement
insoilhealth, biodiversity and wider
natural-capital outcomes.
Cranswick’s agricultural
Net Zero strategy
Our agricultural Net Zero livestock
strategyis built around reducing emissions
atsource within our farming supply chain,
with aparticular focus on feed, manure
management, land-use change and
continued focus on performance. With an
average 30 per cent reduction in our pig
carbon footprint, and a 61 per cent reduction
in our poultry carbon footprint since 2019,
the approach combines science-aligned
targets with practical, on-farm action.
Transitioning to a more resilient regenerative
agricultural system that improves soil health,
improves carbon-storage and delivers
measurable environmental gains underpins
our longer-term agricultural strategy.
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OUR SUSTAINABILITY STRATEGY
CONTINUED
SOURCING WITH INTEGRITY
BIG & SMALL
We make conscious and ethical decisions on where we source from, informed by the
impactthateachdecision has on the environment, communities and individuals.
Even the smallest changes can lead to big impacts.
We take a practical, everyday approach
tosustainability, recognising that
meaningful progress comes from
thousands of informed choices we make
across the business. We source responsibly
and ethically, always considering the
impact our decisions have on the
environment, ourcommunities and the
people connected to our supply chain.
Transparent supply chains
We continually aim to strengthen our
positionas a leader in responsible,
technology-enabled, future-focused
agriculture. We know that building a
moretransparent, resilient and sustainable
supplychain is crucial to our success
inthelong-term.
It is important that the suppliers who work
withus can provide the assurances that
ourcustomers and consumers need when
itcomes to food integrity and safety,
andweareproud that 100 per cent
ofourmeat, fishand egg suppliers are
accredited to anationally recognised
farmassurance scheme.
Engaging with suppliers
Our supplier engagement is becoming more
targeted and informed, which is especially
useful when it comes to monitoring and
reducing our Scope 3 emissions. This year’s
recalculation of emissions into FLAG and
non-FLAG categories has reshaped our
understanding of where emissions sit
andwhich suppliers have the most impact.
Feed,fertiliser use, livestock emissions
andkey ingredients now appear more
clearlyas hotspots, enabling us to prioritise
ourefforts more strategically.
With priority suppliers identified, we are
abletohave conversations on shared
expectations, aligned values and agree
onpractical pathways to reduction.
Whether working with high-impact partners
such as Brazilian corned-beef producers
orsupporting UK farmers on feed and
livestockimprovements, the emphasis
isoncollaboration that delivers measurable
progress forboth sides.
Read more about our relationships with
suppliers in our Producers and suppliers
section on page 52.
Reducing packaging waste
We continue to address the issue of
packaging waste by embedding sustainability
into every stage of product development
and, where possible, working closely with
suppliers to find practical, lower-impact
solutions. This has included exploring
closed-loop recycling systems for food-grade
materials and trialling alternative trays
andtote liners that reduce reliance on virgin
plastics. Since 2017, these efforts continue
tooptimise material specifications through
design, material reduction and ongoing
investigations into the viability of non-plastic
material options.
The regulatory landscape is now shifting
rapidly, with Extended Producer
Responsibility (‘EPR’) and the Recycling
Assessment Methodology (‘RAM’) set
toreshape packaging decisions across
theindustry. These regulations will place
greater financial responsibility on retailers,
creating stronger incentives to remove
unnecessary packaging and improve
recyclability. Early signs of this shift are
already visible onsupermarket shelves,
withreduced pack sizes and more
efficient stacking.
While some packaging innovations have
stalled due to cost constraints and the
current uncertainty on regulations, the
commercial pressures created by EPR
areexpected to reignite interest in more
ambitious sustainable packaging formats.
As these changes take hold, government
action on recycling infrastructure and
closed-loop systems will be essential to
unlocking meaningful progress. A more
coherent policy and incentive framework
willhelp ensure that packaging designed
forcircularity can actually be recycled in
practice, reducing waste and conserving
valuable resources.
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Use less. Waste less. Recycle, reuse and repurpose. Committed to continuous
improvement, weareconstantly refining our processes and practices.
Continuous improvement that transforms our impact.
We continue to embed efficiency and
sustainability across our operations
tostrengthen performance and create
long-term value. Our commitment to
continuous improvement drives the
ongoing refinement of our processes
andthe adoption of new, more efficient
initiatives. This disciplined focus on
responsible production supports
operational resilience, while enabling
sustainable growth.
Our ambition to Net Zero
For us, Net Zero by 2050 means delivering
absolute emissions reductions across our
fullvalue chain. This includes a 90 per cent
reduction in Scope 1, 2 and 3 emissions
anda72 per cent reduction in Scope 1
and3FLAG emissions, against our stated
baselines. To support our ambition to
become a Net Zero business, we updated
our Science-Based Targets initiative
(‘SBTi’)-aligned targets in line with the Paris
Agreement, incorporating SBTiForest,
Landand Agriculture (‘FLAG’) guidance.
PRODUCING RESPONSIBLY
EVOLVE & TRANSFORM
FLAG emissions include land use change,
suchas deforestation and land management
activities, including manure management
andenteric fermentation.
Our total emissions have not changed;
rather,this approach increases transparency
and sharpens our focus on FLAG emissions,
which are material to our value chain.
Total Scope 1 and 2 emissions were also
rebaselined to 2017 to reflect our early
adoption of renewable electricity.
Our Climate Transition Plan
Our focus on efficiency and responsible
production underpins the delivery of our
Climate Transition Plan, developed in line
with the UKTransition Plan Taskforce’s
(‘TPT’) general and food sector
recommendations. The plan strengthens our
Second Nature strategy andsets out a clear
pathway to reduce our carbon footprint,
adapt our operations and align ourbusiness
strategy with our ambition tobecome a Net
Zero business by 2050. Our detailed
Transition Plan is available at:
www.cranswick.plc.uk.
Our actions
Our Climate Transition Plan is underpinned
by a set of defined decarbonisation levers
that guide how we will reduce emissions
across our operations, livestock activities,
wider value chain and product portfolio.
Reducing manufacturing emissions
For our manufacturing Scope 1 and 2
emissions, we focus on ‘Innovations’,
‘Renewables’ and ‘Efficiencies’.
Longer-term reductions are supported
by‘Innovations’, which include major
upgrades torefrigerationsystems,
thedeployment ofheat pumps and heat
recovery, and the integration ofsustainable
design into new facilities.
Our ‘Renewables’ lever advances the transition
away from fossil fuels by expanding on-site
solar generation (e.g. 39 per cent of our sites
currently have solar installations), electrifying
equipment (utilising the green electricity we
have purchased since 2018), and increasing
theuse of lower-carbon fuels such as HVO.
Through ‘Efficiencies’, we continue to
reduceenergy consumption by optimising
processes, strengthening ISO-driven
energymanagement and improving
site-level performance.
39
per cent of our sites currently
havesolar installations
>3,300
ground-mounted solar panels
installed at Watton
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OUR SUSTAINABILITY STRATEGY
CONTINUED
Reducing agricultural emissions
Within our livestock operations, we target
our Scope 1 FLAG emissions through three
levers: ‘Refine Performance’, ‘Repurpose
Waste’ and ‘Regenerate Land’.
‘Refine Performance’ focuses on improving
productivity throughgenetics, nutrition,
welfare andenvironmental conditions.
‘Repurpose Waste’centres on responsible
and innovative manure management,
converting waste into environmental value,
while improving soil health and reducing
emissions. Complementing this, ‘Regenerate
Land’ embeds regenerative agricultural
practices, from wildflower margins toreduced
tillage, and includes the development of a
carbon inset scheme thatsupports soil carbon
sequestration andbiodiversity recovery.
Reducing emissions within our value chain
Our ‘Engagement with our Value Chain’
leveris essential to delivering long-term
Scope 3 reductions. We will work closely
withsuppliers across six priority categories
(rawmeat, livestock, feed, ingredients,
packaging and upstream leased assets)
toimprove data quality, share best practice
andencourage the adoption of lower-carbon
products and practices.
Our product-related levers (‘Low Carbon
Pork and Poultry’, ‘Diverse Product Ranges’
and ‘Packaging Improvements’) ensure that
decarbonisation is reflected in the food
weproduce.
‘Low Carbon Pork and Poultry’ leverages
ourintegrated supply chain toreduce
livestock and feed emissions, supported by
deforestation-free sourcingand sustainable
cereal production. ‘Diverse Product Ranges’
strengthens resilience with our broad
portfolio acrosslower-carbon proteins,
alternative proteins and value-added
categories. ‘Packaging Improvements’
reduce unnecessary plastics, increase
recyclability and drive circularity.
Our Gourmet Sausage
facility has become
theGroup’s first zero
operational carbon
emissions site
Our accountability
The above efforts are reinforced by strong
corporate governance, supportive policies
and targeted investment, including our
internal carbon price and dedicated carbon
fund, ensuring we are equipped to deliver a
credible and effective transition to Net Zero.
Cranswick’s ESG Committee established
anInternal Carbon Fund in 2024, redirecting
money previously spent on carbon credits
intoa dedicated financial resource. An internal
carbon price is applied to manufacturing
sites’Scope 1 and 2 emissions to incentivise
carbonreduction decision making over time,
while providing targeted funding for initiatives
that drive decarbonisation.
Last year, funding was allocated to 18 projects
estimated to directly and indirectly reduce
future carbon emissions across theGroup
by5,000 tCO
2
e. For example, funding was
allocated to a cascade heat pump and heat
recovery system at our Gourmet Kitchen site,
completely eliminating their natural gas
usageand bringing their Scope 1 and 2
market-based emissions down to zero.
This year, we plan to invest in threeprojects
atone of our chicken farms, including rooftop
solar panels, heat exchangers to reduce
LPGdemand, andbattery storage to capture
excess electricity for winter heating and
low-cost electricity insummer. We estimate
this willyield a combined 6,000 tCO
2
e
reduction and show how targeted investments
can deliver meaningful decarbonisation.
Water
While reducing our greenhouse
gasemissionsremains a key priority,
werecognise theinterconnectivity of
environmental sustainability, water and
nature. Therefore, ourefforts to preserve
andrecycle water throughout our operations
remains a high priority and we are actively
investing inthis area.
Our farms require water for animal welfare,
however, our water saving technologies
andpractices (e.g. nipple drinkers,
rainwaterharvesting and frozen water pipe
leak detection) are crucial to minimise usage
where possible. We also protect our water
resources, see pages 28 and 29 on how
wefarm with conscience.
Our hygiene teams collaborate closely
withsuppliers to uncover viable options
forimprovement, such as using rinse-free
disinfectant. Additionally, multiple sites
aretrialling, or have implemented,
innovativeautomated conveyor belt
cleaningsystems anddolav washes that
showsignificant water reductions.
DRIVING OPERATIONAL EFFICIENCY ANDSUSTAINABLE VALUE
Alongside significant capital investment,
our teams continuously drive operational
efficiencies to enhance margins, optimise
asset utilisation, and support sustainable
value creation. At Cooked Poultry, this
approach led to a targeted upgrade of the
compressed air system: three fixed-speed
compressors were replaced with two
variable-speed units that adjust output
todemand, and air dryers were upgraded
to standby zero-purge machines.
Optimised pipework and system pressure
reduced energy usage, lowering operating
costs, while increasing capacity resilience.
This highlights how combining strategic
capital expenditure with ongoing process
improvements generates measurable value
and enhances long-term performance.
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Similarly, multiple sites are investigating
solutions for pressure, flow and temperature
reductions. Our Fresh Poultry site uses
on-site effluent treatment to recycle
wastewater for various applications,
suchasthe washing of fleet vehicles, and
ourPrepared Poultry site captures rainwater
for use as grey water. Additional projects are
being explored across other sites, including
reverse osmosis and rainwater capture.
Progress in the year
Carbon
Since the baseline year, the Group has made
significant progress in reducing its carbon
footprint, delivering a 20 per cent reduction
in total market-based Scope 1 and 2
emissions (excluding FLAG).
This reflects sustained and effective
decarbonisation across the business,
delivered alongside continued organic
growth. Key contributions to this
performance include a programme
oftargeted efficiency initiatives and the
successful transition to renewable electricity.
Environmental performance data Units of measure 2025/26^ 2024/25* Baseline***
Compared
tolast year
Compared
tobase year
Scope 1 emissions tonnes CO
2
e 83,357 80,729 56,072 +3.3% +48.7%
Scope 1 FLAG emissions tonnes CO
2
e 19,095 17,296 18,776 +10.4% +1.7%
Total Scope 1 emissions tonnes CO
2
e 102,452 98,025 74,848 +4.5% +36.9%
Scope 2 emissions (location-based) tonnes CO
2
e 38,300 40,753 56,540 (6.0%) (32.3%)
Total Scope 1 and Scope 2 emissions (location-based)†
tonnes CO
2
e 140,752 138,778 127,236 +1.4% +10.6%
Scope 2 emissions (market-based) tonnes CO
2
e 6,375 6,429 56,540 (0.8%) (88.7%)
Total Scope 1 and Scope 2 emissions (market-based) tonnes CO
2
e 108,827 104,455 127,236 +4.2% (14.5%)
Total Scope 1 and Scope 2 emissions (excluding FLAG)
(market-based)
tonnes CO
2
e 89,732 87,158 112,613 +3.0% (20.3%)
Total Scope 1 and Scope 2 relative carbon footprint
(location-based)
tonnes CO
2
e/sales
tonnes** 0.091 0.093 0.182 (2.2%) (50.0%)
Total Scope 1 and Scope 2 relative carbon footprint
(market-based)
tonnes CO
2
e/sales
tonnes** 0.070 0.070 0.182 0.0% (61.5%)
Absolute energy use kWh million 619 565 387 +9.6% +59.9%
Energy intensity† kWh/sales tonnes** 400.69 379.10 362.48 +5.7% +10.5%
Absolute water use m
3
millions 3.44 3.08 2.16 +11.7% +59.3%
Water intensity m
3
/sales tonnes** 2.23 2.07 2.03 +7.7% +9.9%
Absolute water use – excluding farms m
3
millions 1.89 1.84 1.44 +2.7% +31.3%
Water intensity – excluding farms† m
3
/sales tonnes** 1.47 1.48 1.53 (0.6%) (3.9%)
^ 2025/26 includes one month of forecasted data points.
* Baseline as well as historical data has been updated to reflect acquisitions of new sites, forecast to actual variances and methodology changes,
includingthecalculations of non-mechanical agricultural emissions.
** Sales tonnes includes intercompany sales, where products move between sites for further processing, as these sales best represent the activity ofthe business.
*** Baseline year for Scope 1 and 2, and Scope 1 FLAG is 2017/18. Baseline year for Energy and Water is 2019/20.
† Data for 2025/26 for Total Scope 1 and Scope 2 emissions (location-based), Energy Intensity and Water Intensity excluding farms is subject to
aLimitedAssurance review by PwC. Details of the methodology used to calculate this data, together with PwC’s Limited Assurance Opinion, will be made
available on our website, www.cranswick.plc.uk.
During the year, further progress was made
through refrigeration upgrades and targeted
maintenance programmes. While Scope
1emissions (including FLAG) increased
by4.5per cent, this primarily reflects
operational expansion across agricultural
and manufacturing activities, including
thegrowth of broiler and breeder farms
tosupport improved animal welfare through
reduced stocking densities.
Scope 2 emissions continued to improve,
witha6.0 per cent reduction on a
location-based basis, driven by lower UK
electricity emission factors and increased
on-site renewable generation. On a
market-based basis, emissions fell by
0.8percent, supported by the transition
ofadditional sites to green electricity.
Overall, while total location-based Scope 1
and 2 emissions (including FLAG) increased
slightly by 1.4 per cent, emissions intensity
improved by 2.2 per cent, reflecting strong
operational efficiency gains alongside a 3.7
per cent increase in production levels.
Energy
Absolute energy use increased by 9.6 per
cent, largely reflecting the addition of
newbroiler farms and increased use of
biomass fuels as part of our energy mix.
Energy intensity remained broadly stable,
demonstrating effective management of
energy efficiency despite lower stocking
densities in poultry operations and increased
production across the Group.
Water
Water stewardship remains a key focus,
withongoing investment in site-specific
efficiency measures and operational
improvements. Water intensity increased
by7.7 per cent, reflecting the balance
between efficiency improvements and
business growth. While absolute water
consumption has increased in line with
expanded operations, continued investment
is helping to strengthen underlying water
performance over time.
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OUR SUSTAINABILITY STRATEGY
CONTINUED
LIVING BETTER
COLLECTIVELY & INDIVIDUALLY
We are devoted to the welfare of our people and communities, our animals and suppliers.
Every humanencounter, every animal we care for, they all matter.
People and planet, combining for better.
We are committed to supporting the
wellbeing and prosperity of our people,
our communities, our animals and our
suppliers. That means helping colleagues
make more sustainable choices at work
andat home, while we partner with local
and national charities to help tackle
hunger and strengthen the communities
we operate in.
Championing diversity and inclusion
We continue to promote a culture where
everyone feels respected, represented and
able to thrive. This year, we strengthened
that commitment by formalising our Equality,
Diversity and Inclusion (‘ED&I’) Committee,
with a clear ED&I Charter and direction.
Our focus remains on creating a fair,
inclusiveworkplace and widening access to
opportunities for people from disadvantaged
and under-represented groups, ensuring our
workforce reflects the communities we serve.
Read more about our ED&I strategy in our
People section on page 46.
Tackling modern slavery
We are committed to ensuring that everyone
in our supply chain is treated with dignity
andrespect, and we continue to strengthen
our approach to preventing modern slavery
and human trafficking. We maintain robust
systems and controls, supported by regular
internal monitoring and independent
third-party ethical audits.
Colleague awareness remains central
tothiswork: 1,401 colleagues completed
modern-slavery training this year, reinforced
through workshops and awareness sessions
that help teams recognise risks and uphold
the highest standards of ethical practice.
Our Modern Slavery Statement aligns with
the latest requirements of section 54 of the
Modern Slavery Act 2015.
Read more about our Anti-Slavery Policy
at www.cranswick.plc.uk.
Food waste
We remain committed to our zero waste
tolandfill ambition and continue to work
towards eliminating all edible food
wasteby2030. Building on operational
improvements in trimming, handling and
redistribution, ouredible food waste has
been increased by53.4 per cent to 0.31 per
cent since 2017/18 baseline. The increase
isdriven by operational factors, improved
data accuracy, product-related issues,
anditems unsuitable for redistribution,
particularly where waste disposal routes
arelimited to anaerobic digestion.
Newdataplatform
The most significant development this
yearwas the upgrade of our central data
management platform, which will bring
carbon, waste and food loss data into a single
system. This will allow us to pinpoint hotspots
more accurately, track waste streams in
greater detail, understand where losses
occur within processes and target
interventions more effectively. While not
asolution in itself, the new platform marks
ashift from reporting waste to managing it
strategically, giving us the visibility needed
todrive meaningful reductions over time.
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Food redistribution partnerships
While we focus on the redistribution of
wasteat source, the redistribution of surplus
food remains an important part of our social
agenda. We continue to direct surplus food
to our approved redistribution partners,
localcharities and site-level staff sales,
usually ona practical, availability-driven
basisto partners who can take the products
quickly and make the best use of it through
their network.
We made a deliberate shift this year towards
prioritising distribution to staff, ensuring
ourcolleagues have first access to surplus
products beforethey are redistributed
externally. This reflects a growing emphasis
on supporting colleagues through ongoing
cost-of-living challenges. Despite this,
wemaintain strong relationships with
ournational partners, such as FareShare,
Company Shop and Bread and Butter Thing,
as well as supplying surplus food to local
women’s shelters, school breakfast clubs and
homeless shelters in our closest communities.
Thanks to our partnership with FareShare,
we have now redistributed over 1.6 million
meals (based on 420g per serving),
takingour total redistribution since 2017/18
to 10.0 million meals.
ESG RATINGS AND EXTERNAL BENCHMARKS
We welcome independent assessment
ofour ESG performance and engage
withleading third-party agencies to
benchmark our progress. This year, ratings
have remained strong across all major
frameworks, with: MSCI unchanged at
‘AAA’; ISS ESG maintained at ‘Prime’ (C+);
and CDP stable at‘B’ for Climate, Water
and Forests. Our Sustainalytics rating
improved slightly during the year, moving
closer to ‘Low Risk’.
Although many of these scores are
unchanged, maintaining ratings has become
more challenging this year, asmethodologies
tighten and disclosure expectations rise.
In some cases, holdingsteady represents
animprovement in relative performance.
AAA
MSCI
C+
ISS ESG
B
CDP Climate
B
CDP Water
and Forests
LEADING THE INDUSTRY THROUGH DIGITALQUALITY TESTING
In 2025, Cranswick partnered with
BlakBear to launch a pioneering digital
quality assurance programme across
17UKsites, the first of its kind in the
UKmeat industry. The initiative supports
Cranswick’s commitment to delivering
consistent product quality throughout
thesupply chain.
BlakBear’s freshness sensor technology
and AI software generate up to 1,000
timesmore data per pack than traditional
testing methods, providing deeper,
real-time insight into product condition.
Thisdata-ledapproach enhances quality
control, improves decision making and
reduces reliance on destructive testing,
helping tominimise food waste and support
sustainability objectives.
The platform also enables closer
collaboration with retail partners by
monitoring freshness and temperature
performance through depots and stores,
increasing transparency and strengthening
customer relationships.
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TASK FORCE ON CLIMATE-RELATED
FINANCIAL DISCLOSURES (‘TCFD’)
1. Governance
Our sustainability governance structure for 2025/26 was as follows:
THE PLC BOARD
Holds overall responsibility for sustainability-related matters, including Second Nature strategy,
sustainability-related risks and opportunities, and transition planning.
ESG
COMMITTEE
AUDIT
COMMITTEE
GROUP
RISK COMMITTEE
SECOND NATURE
STEERING COMMITTEE
REMUNERATION
COMMITTEE
Key Board-level Committees Management-level Committees
1.1 Board-level Committees
andresponsibilities
The Board has overall responsibility for
overseeing our sustainability strategy and
objectives, including annual planning and
budgets, capital expenditure approvals
andtransition planning. It receives updates
on climate-related matters from the ESG
Committee at least three times a year.
In fulfilling its responsibilities, the Board is
supported by three Board-level Committees:
ESG Committee
The Committee oversees the progress of
ourSecond Nature programme by tracking
performance against approved targets,
andresponds to sustainability-related risks
and opportunities, including identifying
available mitigating actions. Full details
oftheCommittee’s activities can be found
onpage 91.
Remuneration Committee
Ensures the Group’s Remuneration Policy
supports the delivery of our Second Nature
strategy. It sets executive remuneration
packages and incentive schemes with
reference to metrics linked to our
sustainability targets and other relevant,
material and measurable indicators.
Full details of the Committee’s activities
canbe found on page 101.
Audit Committee
Supports the Board by considering and
assessing climate-related risks as part of the
quarterly review of principal and emerging
risks through the Group Risk Committee.
Full details of the Committee’s activities
canbe found on page 93.
1.2 Management-level Committees
andresponsibilities
The Second Nature Steering Committee
provides senior management oversight of
climate, nature and sustainability priorities.
Meeting at least three times a year, it is
attended by the COO, CFO, CCO and
representatives from across the business.
The Committee reviews progress against
thetransition plan and ensures that risks
andopportunities identified through
sub-committees are addressed in line
withstrategic objectives.
The Group Risk Committee meets
quarterlyand oversees the Risk Management
Framework. It is responsible for identifying,
assessing and mitigating principal and
emerging risks across the Group, including
those related to climate, nature, environmental
compliance and sustainability.
Delivery within agriculture is overseen
bytheAgricultural Second Nature
Committee, which meets quarterly and
includes representatives from the farming
businesses. The Committee focuses on
climate-related risks and opportunities,
supporting the transition to low-carbon
pigand poultry production, with clear
accountability for project delivery and
performance monitoring.
Manufacturing and site-level activity
ismanaged through the Manufacturing
Second Nature Committee and quarterly
Environmental Managers meetings.
Together, these forums oversee site-specific
actions, monitor progress towards
NetZeroand provide regular updates
tosenior management.
The management-level governance structure
was updated in 2026/27.
Further details are set out in our Climate
Transition Plan, available at:
www.cranswick.plc.uk
.
MANUFACTURING SECOND
NATURE COMMITTEE
AGRICULTURAL SECOND
NATURE COMMITTEE
ENVIRONMENTAL
MANAGERS MEETINGS
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2. Risk and opportunity
2.1 Processes for identifying and
assessingsustainability-related risks
Identifying climate-related risks and
opportunities is integral to our Second Nature
programme, business continuity planning
andrisk management. To support this,
weusethe results from our 2024/25 climate
scenario analysis (‘CSA’) and actively monitor
existingand emerging sustainability-related
developments, including regulatory changes,
evolving disclosure standards and broader
global trends.
Once identified, we assess materiality
throughlikelihood, magnitude and expected
time horizon. We also consider the financial
and non-financial consequences, alongside
available mitigating actions. The identification,
assessment and classification of risks are
carried out in line with the Group’s Risk
Management Framework, as described
onpages 63-65.
2.2 Processes for managing
sustainability-related risks
The Group has a structured and mature
approach to risk management, which
isintegrated into a multi-disciplinary
Company-wide risk management process
tofacilitate the identification, evaluation,
mitigation of, and adaptation to, key risks
facing the business.
The day-to-day management of
climate-related risks and opportunities,
including the development and deployment
of associated projects, is undertaken
byseveral key internal stakeholders at both
site-level and Group-level, including senior
leadership, agricultural,environmental
andengineering teams.
Progress is collated and reported to the
Board by management through multiple
sub-committees, with the ESG Committee
ultimately responsible for identifying,
managing, prioritising and mitigating
climate-related risks.
The Board recognises the significant impacts
posed by climate change. Business continuity
planning ensures that risks, control measures
and opportunities are integrated into Group
processes and procedures.
Through our governance structure, the
Board reviews and challenges the identified
risks, assessing their potential impact on the
business model, strategy, stakeholders and
overall performance. Where necessary,
mitigations and controls are agreed upon
andregularly monitored.
2.3 Integration of sustainability-related
risks into the overall risk management
Climate-related risks are fully integrated into
the Group’s risk management framework.
Climate change is a principal risk for the
Group (see pages 66-70) and is comprised of
a number of other risks (e.g. heat stress),
identified and assessed using the Group’s
risk management methodology.
These climate-related risks sit within the
sustainability risk register, with appropriate
controls in place. This is owned by the Head
of Sustainability and all of the risks feed into
the broader climate change principal risk,
which sits within the Group’s principal
risk register.
3. Strategy
3.1 Identified sustainability-related
risks and opportunities
Climate change poses an increased risk in the
future. Therefore, our 2024/25 CSA focused
on three separate time horizons towards
2100. It assessed current risks, modelled
them into short, medium and long-term time
horizons, and identified opportunities.
We focus on near-term horizons to align with
enterprise risk management and business
planning cycles, driving strategic decision
making in the business.
• Short-term (1–5 years) – covers operational
planning and goal setting phases, aligned
to our business planning cycles.
• Medium-term (6–15 years) – allows us to
assess the impact beyond our immediate
business planning and prepare for
upcoming risks and opportunities.
• Long-term (16+ years) – enables a
long-term view of potential impacts of risks
and opportunities, acting as a powerful
driver for strategic decision making.
Three warming scenarios were used:
• 1.5°C – in line with the Paris Agreement
and our science-based targets (SSP1 –
RCP1.9/2.6. IEA SDS), so transition risks
are higher and physical risks are lower.
• 2.0°C – ‘Middle of the road’ scenario
(SSP2 – RCP4.5. IEA 2DS).
• 4.0°C – where global warming exceeds
4°C (SSP5 – RCP8.5. IEA STEPS),
sophysical risks are higher and transition
risks are lower.
Our transition risk assessment considered
market, technology, policy/legal, and
reputation risks and opportunities.
Our physical risk assessment individually
assessed all manufacturing sites and key
farms. These acute, chronic, and
environmental factors included heat stress,
fire weather, subsidence, water stress,
drought, cold stress, sea level rise, river
floods, heavy precipitation, high winds,
pollution (water, land, and air), biodiversity
intactness, landslides, coastal erosion, and
land, freshwater, and ocean-use change.
Our supply chain was also assessed for
deforestation risk and physical risks reducing
the availability of commodities.
Over the past year, we revisited our
climate-related risks and opportunities to
reflect changes in our business, the wider
operating environment and external
developments. This review drew on the
findings of the 2024/25 CSA, alongside
consideration of global climate trends,
evolving market expectations and
geopolitical factors. It also took account
ofoperational changes, progress against
ourtransition plans and the introduction
ofour new SBTi targets. As a result of this
reassessment, no material changes to our
climate-related risks and opportunities were
identified compared with the previous year.
The following transition risks were identified
as material:
Change in consumer preference:
Conscious about the environmental impact,
consumers may change their eating habits,
reducing demand for red meat products.
Cost of commodities: Feed is a key input
forour livestock, and as high-emission
activities such as fertiliser production and
deforestation are reduced or decarbonised
in line with global Net Zero efforts, input
costs may increase due to the investment
required to transition to
lower-emission alternatives.
Targets and regulation: Failure to
decarbonise, meet disclosure requirements,
or comply with increasing regulation may
cause reputational damage, leading to
reduceddemand, investor interest, and
talent attraction.
Packaging and waste: Pressure to reduce
packaging, especially plastic, and food waste
may increase, incurring costs to adapt
products and production practices.
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14
Transition risks
Physical risks
Risk impact
Time horizon*
Short-term (1–5 years) Medium-term (6–15 years) Long-term (16+ years)
1
4
3
5
2
12
7
6
9
13
11
10
8
Insignificant Severe
1
Change in consumer preference
2
Cost of commodities
3
Packaging and waste
4
Carbon pricing
5
Targets and regulation
6
Heat-related risks (including heat stress,
fire weather)
7
Water scarcity (including water stress
and drought)
8
Flooding (including sea level rise,
river floods and heavy precipitation)
9
High winds
10
Cold stress
11
Water, land and air quality
12
Biodiversity
13
Supply chain deforestation
14
Availability of commodities
15
Subsidence
Material climate risks
15
Carbon pricing: Carbon pricing may
increase costs for carbon-intensive inputs,
such as fossil fuels, and could also be applied
to products that we procure and produce.
The following physical risks were identified
asmost material:
Heat-related risks (heat stress and
fireweather): Heat stress is currently
manageable across operations, but is
expected to increase under higher
warmingscenarios, particularly affecting
farms insouthernEngland.
Water scarcity (water stress and drought):
Water stress is highest at our Southern
andEast Anglian sites and is expected to
increase under higher warming scenarios,
with longer summer droughts potentially
affecting supply, costs and communities.
Flooding (sea level rise, river floods
andheavy precipitation): Flood risk is
currently driven mainly by river flooding
rather than coastal exposure, with a limited
number of manufacturing sites and farms
athigh risk today but expected to increase
under warming beyond 1.5°C.
Biodiversity: Habitat and biodiversity loss
can impact ecosystem services, foodsecurity
and agricultural yields – keydependencies
for Cranswick.
Availability of commodities:
Climate-related water stress poses the
greatest risk to key commodities such
asMediterranean olives and South Asian
wheat, potentially disrupting supply and
increasing costs.
The following opportunities remain:
Diversifying product ranges: Red meat
demand may decline allowing pork and
poultry to gain market share due to their
lower carbon footprint, driving demand
forour products.
Increased self-reliance and falling
energyprices: The need to decarbonise
electricity presents opportunity to invest
inon-site renewables (e.g. solar), which
decreases reliance on the grid, operating
costs and exposure to fluctuating
energy prices.
Energy efficiencies: We focus on
operational efficiency and continue to invest
in sustainability initiatives, including those
focusing on energy reductions and the
rollout of new technologies and equipment.
This delivers long-term savings through
lower energy use and wastage.
Nature and biodiversity: The growing
focuson nature and the Taskforce on
Nature-related Financial Disclosures
(‘TNFD’) creates an opportunity to
strengthen our nature strategy, enhance
resilience and support carbon savings.
As ourTNFD work progresses, deeper
insight into nature-related impacts and
dependencies will help identify further
opportunities tobuild on existing initiatives.
For further details on material risks and
opportunities, including mitigating actions,
please refer to the FY25 Annual Report
andAccounts (www.cranswick.plc.uk).
3.2 Impact of sustainability-related
risksand opportunities on strategy
andfinancial planning
Business planning, strategy, development
and financial analysis are well-established
processes, with climate considerations
fully integrated.
Insights from climate risk mapping and
scenario analysis are used by the Board
toprompt discussion, challenge thinking,
andmake informed strategic decisions.
This is incorporated into short-term business
planning and long-term strategy, investment
options and our transition planning process.
* All risks are mapped to a 2˚C scenario.
TASK FORCE ON CLIMATE-RELATED
FINANCIAL DISCLOSURES (‘TCFD’)
CONTINUED
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In response to the risks and opportunities
identified within this TCFD report,
wemakestrategic decisions and implement
key initiatives. Past, current and future
examplescan be found throughout the
‘Oursustainability strategy’ sections
between pages 26 to 35. More detail can
also befound in our Climate Transition Plan
(available at: www.cranswick.plc.uk), which
details plans todecarbonise, mitigate risk and
maximise opportunity.
The Group’s financial planning focuses on
athree-year period due to the fast-moving
nature of the food industry and the current
financial and operational forecasting cycles
of the Group. It considers the current
position, future prospects, and the potential
impact of principal risks (including climate
change) to the Group’s business model
andability to deliver on strategy.
3.3 Resilience of the
organisation’s strategy
To maintain resilience, we continuously
assess and manage climate-related risks
andopportunities in line with the TCFD.
Details of past scenario analysis can be found
in the FY25 Annual Report and Accounts.
We are committed to conducting new
analysis periodically as part of our ongoing
risk management improvement process.
Our most recent CSA enhanced previous
iterations by expanding transition risk
coverage, incorporating more granular
site-level physical risk modelling and using
three warming scenarios.
Across all scenarios (1.5°C, 2.0°C and
4°C),our core strategy remains resilient.
Despite the most material risks, such as
flooding, heat stress, and water scarcity
increasing under warmer conditions,
theseare manageable within existing
andplanned mitigation measures.
The continuous improvement to scenario
analysis, combined with risk monitoring,
mitigation of potential impacts to the
business, robust governance structure,
Second Nature programme, and Climate
Transition Plan ensures our strategy is
resilient under both lower and higher
warming futures.
4. Metrics and targets
As part of our climate strategy, we have
established a suite of metrics and targets
tomonitor performance against our
climate-related objectives.
These metrics are embedded within
ourstrategic framework, inform decision
making across the Group, and are linked to
management’s remuneration arrangements.
Our approach incorporates operational,
financial and non-financial indicators,
including greenhouse gas (‘GHG’) emissions
across Scopes 1, 2 and 3. These are
complemented by risk-specific measures
aligned to our principal climate-related risks,
such as the proportion of sites assessed as
being at flood risk. Collectively, these metrics
support the identification, monitoring and
management of key climate-related risks
andunderpin our external ESG reporting
toorganisations such as CDP.
Targets are used to drive performance
andsupport the mitigation of these risks.
During the year, we strengthened our
approach by resubmitting and securing
validation of our targets with the Science
Based Targets initiative (‘SBTi’) in line with
FLAG guidance. These targets form a core
component of our Climate Transition Plan
andour commitment to achieve Net Zero
by 2050.
Further information on our Net Zero
transition plan can be found on pages 31 to
33. Our non-financial KPIs are detailed in
the SASB report on pages 40 to 42.
5. Compliance
We comply with the FCA’s listing Rule
6.6.6 R(8) and make disclosures
consistent with the Task Force on
Climate-Related Financial Disclosures
(‘TCFD’) recommendations across all
fourof the TCFD pillars, with the
exception ofthe Group’s Scope 3
emissions, whichdue to their complexity
take longer to prepare.
Spend data reflects the most recent
12-month period; however, due to
limitations in supplier information, the
latest available emissions and revenue
data relates to 2024. Scope 3 data
forthisperiod is available at:
www.cranswick.plc.uk.
Future disclosures on Scope 3 emissions
will depend on the availability and
reliability of GHG emissions and targets
inthird-party data sources. The Group
iscontinuing to enhance its systems,
dataand processes to improve the
qualityandscope of these disclosures
andtosupport alignment with reporting
requirements infuture years.
We also disclose in alignment with
theCompanies (Strategic Report)
(Climate-related Financial Disclosure)
Regulations 2022.
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SASB disclosure
Measuring environmental performance
We are committed to reporting our environmental performance against the Meat, Poultry & Dairy Sustainability Accounting Standards
published bytheSustainability Accounting Standards Board (‘SASB’). The table below lists the topics under this standard and the accounting
metrics applicable, andmaterial to us, that we have disclosed against for the financial year.
SASB standard Our accounting metrics
Greenhouse gas
emissions
Gross global Scope 1 emissions
FB-MP-110a.1
2025/26 Scope 1 emissions: 102,452 tonnes CO
2
e including all relevant
GHGs and non-mechanical agricultural emissions (2024/25: 98,025 tonnes
CO
2
e). Further disclosures and discussion on greenhouse gas emissions can
befound on page 33.
Long-term and short-term strategy
orplan to manage Scope 1 emissions,
emissions reduction targets, and
ananalysis of performance against
thosetargets
FB-MP-110a.2
We have committed to SBTi-validated near-term targets, including a 68.2 per
cent reduction in absolute Scope 1 and 2 emissions and a 36.4 per cent
reduction in Scope 1 FLAG emissions by 2030, against a 2017/18 baseline.
We have also committed to reducing absolute Scope 3 emissions by 30.0 per
cent and Scope 3 FLAG emissions by 36.4 per cent by 2031/32, against a
2019/20 baseline.
In the long-term, we are targeting a 90.0 per cent reduction in Scope 1 and 2
emissions by 2050, against a 2017/18 baseline, and a 72.0 per cent reduction in
Scope 1 FLAG emissions over the same period. We have also committed to a
90.0 per cent reduction in Scope 3 emissions and a 72.0 per cent reduction in
Scope 3 FLAG emissions by 2050, against a 2019/20 baseline. Progress against
Scope 1 and 2 targets to date is disclosed on page 33. Scope 3 emissions are
calculated and reported with a timing lag, with the most recent dataset covering
the period to 31 March 2024. As this predates the validation of the updated
Scope 3 and Scope 3 FLAG targets, reporting against these targets will be
incorporated in future disclosures as data becomes available under the new
target framework. A detailed compliance statement is provided on page 39.
Energy management (1) Total energy consumed;
(2)percentage grid electricity; and
(3)percentage renewable
FB-MP-130a.1
2025/26 absolute energy use: 619 million kWh (2024/25: 565 million kWh).
29 per cent of this was supplied from grid electricity (2024/25: 30 per cent).
30 per cent of the absolute energy use was renewable energy
(2024/25: 30per cent).
Water management (1) Total water withdrawn; and
(2) total waterconsumed,
percentageofeach inregions with
Highor ExtremelyHigh Baseline
WaterStress
FB-MP-140a.1
Total water withdrawn: 3.44 million m
3
(2024/25: 3.08 million m
3
). 1.1 per cent
of this was from an area of high baseline water stress (2024/25: 1.3 per cent).
Total water consumed: 2.0 million m
3
(2024/25: 1.6 million m
3
). 0.4 per cent
of this was from an area of high baseline water stress (2024/25: 0.7 per cent).
Description of water management
risksand discussion of strategies
andpractices to mitigate those risks
FB-MP-140a.2
Water is vital to our production processes, agricultural operations and our
supply chain. Details on water-related risks can be found within our TCFD
disclosures, on pages 37 and 38. During the year, we continued to use the
WWF Water Risk Filter to establish our operational and basin risk. We are also
on theoversight panel of the WRAP Water Stewardship Roadmap that helps
ustoexplore risks associated with water management as part of our analysis
ofour climate change risk.
We have a Reverse Osmosis Effluent treatment plant at the Eye facility.
This allows us to return effluent as potable water, which can be reused in
ouroperations. During the year, 181,362 m
3
of water was reused using the
treatment plant (2024/25: 179,973 m
3
).
We annually update our Water Policy, which pursues several objectives
inrelation to water. This can be found at: www.cranswick.plc.uk.
Number of incidents of non-compliance
with water-quality permits, standards,
andregulations
FB-MP-140a.3
During 2025/26 there were zero incidents of non-compliance with
water-quality permits, standards and regulations (2024/25: zero).
Land use and
ecological impacts
Amount of animal litter and
manuregenerated, percentage
managedaccording to a nutrient
management plan
FB-MP-160a.1
All our pig and poultry manure and litter is managed under a nutrient
management plan in accordance with the Red Tractor and Environment
Agency’s guidance. ‘Straw for muck’ arrangements are used, which ensures
manure is utilised by local arable farmers for their crops in return for plentiful
straw, which supports animal welfare.
SUSTAINABILITY ACCOUNTING
STANDARDS BOARD (‘SASB’) DISCLOSURE
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SASB standard Our accounting metrics
Land use and
ecological impacts
(continued)
Animal protein production from
concentrated animal feeding
operations(‘CAFOs’)
FB-MP-160a.3
72 per cent of pork produced on Cranswick-owned farms is certified to RSPCA
standards (2024/25: 69 per cent) and 100 per cent to Red Tractor standards
(2024/25: 100 per cent).
100 per cent of poultry is produced in line with Red Tractor standards
(2024/25: 100 per cent).
Both of the above welfare standards have a stocking density that is a
requirement rather than a recommendation. We operate in line with the
required stocking densities as all our farms are accredited to either RSPCA
orRed Tractor standards.
Food safety Global Food Safety Initiative (‘GFSI’)
audit(1) non-conformance rate; and
(2) associated corrective action
ratefor(a) major; and (b) minor
non-conformances
FB-MP-250a.1
The GFSI programme used is the BRCGS Food Safety Standard and BRCGS
Storage and Distribution Standard. 23 facilities have a BRC grade A or above
(2024/25:19). The non-conformance rate is defined as the total number of
non-conformances identified divided by the number of facilities audited.
Therate for major non-conformances was 1.00 and for minor non-conformances
was 4.42 (2024/25: 0.00 and 4.79). The corrective action rate iscalculated
bytaking the number of corrective actions divided by the total number of
non-conformances, and for major non-conformances was 100 per cent
(2024/25: zero) and for minor non-conformances was 100 per cent
(2024/25: 100 per cent.
Percentage of supplier facilities
certifiedto a (‘GFSI’) food safety
certification programme
FB-MP-250a.2
100 per cent of our animal protein suppliers are certified to a GFSI programme.
None of our independent producers are currently certified to a
GFSI programme.
21 of our production and 2 non-production facilities are certified to BRC.
(1) Number of recalls issued; and
(2) total weight of products recalled
FB-MP-250a.3
During 2025/26, there was one food safety-related recall issued (2024/25:
one) totalling to 0.5 tonnes (2024/25: 1.4 tonnes).
In response to this, we have implemented additional food safety checks and
created additional internal training programmes.
Discussion of markets that ban
importsofthe entity’s products
FB-MP-250a.4
There were zero markets that banned imports of Cranswick products during
the year.
Antibiotic use
inanimal production
Percentage of animal production
thatreceived (1) medically important
antibiotics; and (2) not medically
important antibiotics, by animal type
FB-MP-260a.1
We are working with the industry to ensure that best practice is used on all
species from all our suppliers and that antibiotics are only prescribed when
absolutely necessary. Our objective is the reduction and avoidance of
antibiotics for prophylactic use across all our supply base.
We are also monitoring the use of antibiotics in our own herds and flocks
withaview to reducing the amount administered without compromising
animal welfare.
The average antibiotic use across our pig farming businesses in 2025/26
was48.7 mg/PCU and across our poultry farms was 8.5 mg/PCU.
Responsible Use of Medicines in Agriculture Alliance’s (‘RUMA’) target for
2028 is 68.8 mg/PCU for pigs 25 mg/PCU for poultry.
Workforce health
and safety
(1) Total recordable incident rate
(‘TRIR’); and
(2) fatality rate
FB-MP-320a.1
2025/26 Total recordable incident rate: 1.50 (2024/25: 1.58).
2025/26 Fatality rate: 0.00 (2024/25: 0.00).
Rates have been calculated in line with SASB guidance. For more information
on our accident data, see health and safety on page 49.
Description of efforts to assess,
monitor,and mitigate acute and
chronicrespiratory health conditions
FB-MP-320a.2
Our efforts to assess, monitor and mitigate acute and chronic respiratory health
conditions are wide ranging. We have invested in dust extraction systems for
welding, and for flour and other ingredients, which are also monitored through
third-party inspections. We also have dust extraction tables for engineering
workshops. Where extraction is not possible, filter masks and respirator masks
are used. Our standard operating procedures instruct our colleagues and site
audits are undertaken to ensure effective systems are in place for respiratory
health. Spirometry testing through third-party occupational health
servicesisalso undertaken. Further information on wider health and safety
practices can be found on page 49.
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SUSTAINABILITY ACCOUNTING
STANDARDS BOARD (‘SASB’) DISCLOSURE
CONTINUED
SASB standard Our accounting metrics
Animal care
& welfare
Percentage of pork produced
without the use of gestation crates
FB-MP-410a.1
100 per cent of the pork that originated from Cranswick-owned farms
isproduced without the use of gestation crates (2024/25: 100 per cent).
98 per cent of total pork produced was without the use of gestation crates
(2024/25: 96 per cent). This scope includes our EU third-party suppliers.
Wework closely with all our suppliers in order to improve welfare standards.
Percentage of production certifiedto
athird-party animal welfarestandard
FB-MP-410a.3
Cranswick-owned farms
72 per cent of pork produced is certified to RSPCA standards
(2024/25: 69 per cent) and 100 per cent to Red Tractor standards
(2024/25: 100 per cent).
100 per cent of poultry produced in line with Red Tractor standards
(2024/25: 100 per cent).
Wider supply chain
96 per cent of pork purchased is certified to Red Tractor standards
(2024/25: 90 per cent) and 100 per cent to other recognised EU welfare
schemes (2024/25: 20 per cent).
77 per cent of poultry purchased is certified to Red Tractor standards
(2024/25: 75 per cent) and 100 per cent to other recognised EU welfare
schemes (2024/25: 25 per cent).
Environmental
& social impacts
of animal
supplychain
Percentage of supplier and contract
production facilities verified to meet
animal welfare standards
FB-MP-430a.2
100 per cent of our meat, fish and egg suppliers are accredited to a national
recognised farm assurance scheme or their welfare standards have been
verified by a trained animal welfare officer against a recognised scheme
oranin-house scheme.
Animal & feed
sourcing
Percentage of animal feed sourced
fromregions with HighorExtremely
HighBaseline WaterStress
FB-MP-140a.1
We are working with industry bodies such as the UK Soy Manifesto and
theRoundtable for Sustainable Soy to overcome transparency challenges
intheproduction of soya. With more visibility in the supply chain, we can
ensure the supply of animal feed is more sustainable.
Percentage of contracts with
producerslocated in regions with
HighorExtremelyHigh Baseline
WaterStress
FB-MP-140a.2
Less than 1 per cent of contracts are with producers that are located in regions
with high or extremely high water stress (2024/25: <1 per cent).
Discussion of strategy to manage
opportunities and risks to feed
sourcingand livestock supply
presentedby climate change
FB-MP-140a.3
There are many actions we have already taken in order to manage the risks
tolivestock supply identified to date. We have invested in new buildings that
are climate controlled across our indoor farms and new sow huts that are
thermally insulated, which reduces the temperature range within them.
Automatic vents have been incorporated that operate when the temperature
rises above a certain point and we have begun installing misting systems in
ourpoultry houses. We are also working hard to reduce our reliance on
imported soya andlower the risks associated with feed sourcing. This includes
reducing the inclusion rate of soya in our feeds and investing in home grown
replacements to become more self-sufficient in this area. Further discussions
of risk can be found on pages 28 and 29.
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Strategic Report Corporate Governance Financial Statements Shareholder Information
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43
The following table shows a summary of how the Board considered its duties under Section 172(1) (a) to (f) throughout the year.
Section 172(1) How the Board considered its duties
The likely consequences of any decision in the
long-term
Chairman’s Statement and
GroupChiefExecutive’s Review See pages 7 to 9
Principal Risks and Uncertainties See pages 66 to 70
TCFD Disclosures See pages 36 to 39
Stakeholder Engagement See pages 45 to 61
Board Activities See pages 80 to 85
The interests of the Group’s employees Our Stakeholders: People See pages 45 to 49
The Nomination Committee See pages 98 to 100
Annual Report on Directors’ Remuneration See pages 107 to 118
Stakeholder Engagement See pages 45 to 61
Board Activities See pages 80 to 85
The need to foster the Group’s business relationships
with suppliers, customers and others
Our Strategic Enablers See pages 16 to 19
Our Business Model See pages 4 to 6
Our Stakeholders: Customers and Consumers See pages 50 to 51
Our Stakeholders: Producers and Suppliers See pages 52 to 54
Our Stakeholders: NGOs and Partnerships See pages 55 to 57
Our Sustainability Strategy See pages 26 to 35
The impact of the Group’s operations on the
community andtheenvironment
Our Sustainability Strategy See pages 26 to 35
TCFD Disclosures See pages 36 to 39
Our Stakeholders: Our Communities See pages 58 to 59
Stakeholder Engagement See pages 45 to 61
Board Activities See pages 80 to 85
The ESG Committee See pages 91 to 92
The desirability of the Group maintaining a reputation
forhighstandardsof business conduct
Our Business Model See pages 4 to 6
How we are Governed See pages 74 to 131
Governance Framework See page 86
Stakeholder Engagement See pages 45 to 61
Board Activities See pages 80 to 85
The need to act fairly as between members of
theGroup
Our Stakeholders See pages 45 to 61
Non-Financial and Sustainability Information Statement See page 72
Board Activities See pages 80 to 85
The ESG Committee See pages 91 and 92
Annual Report on Directors’ Remuneration See pages 107 to 118
OUR STAKEHOLDERS
As a Board, we continue to operate in a balanced and responsible way and make decisions
forthe long-termsuccess of the business.
We understand that our wide range of stakeholders are fundamental to the long-term growth
andsuccessofthe Group. We interactregularlywith various stakeholder groups, which allows
ustoincludetheirrespective needs and expectations intothekeydecision making.
SECTION 172(1) STATEMENT
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44
Why we engage
• Consistent interaction with our
colleagues drives performance and
cultivates an environment where our
colleagues feel supported and fulfilled.
• By actively engaging with our employees,
both the Board and management
gaininsights into the Group’s culture,
enabling us to prioritise employee
concerns andintegrate their perspectives
into our decision making processes at a
Group level.
How the Company engages
• We conduct regular staff surveys
togather feedback and insights
from employees.
• The Group maintains a dynamic ‘Flavour’
intranet site and newsletter, keeping
employees informed with updates, news,
and relevant information.
• We have an effective appraisal process
inplace, facilitating structured
discussions and feedback sessions
between employees and their managers.
OUR PEOPLE
• Works councils serve as platforms for
opendialogue and collaboration between
management and employees.
• Currently, at our sites, 21 have works
committees, with only three being
unionised, recognising a union or having
acollective bargaining agreement.
How the Board engages
• Employees have the opportunity to
participate in one-to-one meetings with
adedicated Non-Executive Director,
providing a direct channel for
communication and addressing individual
concerns or feedback.
• The Board conducts frequent factory
visits, fostering direct engagement with
employees at the operational level
andgaining first-hand insights into their
experiences and challenges.
• The Board regularly analyses food
safety and health and safety data,
ensuring theongoing priority of
safeguarding colleagues.
• Further details on Board engagement
activities are provided on pages 80 to 85.
Key actions taken
Details of key actions taken are listed on
pages 46 to 49. Specific examples include
the following:
• reviewed our pay review process
andavailable benefits;
• finalised ED&I charter direction;
• reviewed the Next Generation
Committeeproposals and action plan;
• continued progressing individuals
intomanagement positions; and
• Recognised top performers in our
annualGEM Awards.
Our people are at the heart of our business and help us to achieve the successful
deliveryof ourstrategy. Our primary area of focus encompasses fostering a diverse,
equitable, andinclusive workplace, providingample opportunities for development,
andensuring fair compensation for all employees.
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45
OUR STAKEHOLDERS
CONTINUED
OUR PEOPLE CONTINUED
We are committed to building a diverse,
skilled and motivated workforce,
groundedin an inclusive culture where
people cangrow, contribute and feel
supported. Ourfocus on expanding
capability, wellbeing, inclusion and
early-careers development is helping
uscreate a more confident, connected
andfuture-ready organisation.
Positively impacting the lives
ofouremployees
At Cranswick, we aim to be an employer
ofchoice, offering attractive careers to
newrecruits and continued investment
intraining, upskilling and professional
development to all of our people.
Supporting careers at Cranswick
Our colleagues have access to Cranswick
Core, an online platform, which offers a
user-friendly interface and features more
than 300 courses tailored to all tiers and
functions of the business. With more than
100,000 courses completed through the
platform this year, each employee took part
in an average of 10 training hours on the
Cranswick Core alone.
Uptake of training across the Group
continues to grow, supported by a new focus
on non-negotiable modules such as Health
andSafety and Diversity and Inclusion.
We have also rolled out NSPCC
safeguarding training, ensuring that each
sitehas a designated safeguarding officer
and that vulnerable colleagues and young
workers have appropriate support.
In January 2026, we hosted our first General
Managers’ (‘GM’) Forum, bringing together
GMs from across the Group for networking,
training and capability development. This will
become a quarterly event and represents a
valuable step forward in building leadership
consistency and strengthening the
operational management community.
The Operations Talent Programme is also
strengthening Cranswick’s management
pipeline by identifying high-potential
colleagues and accelerating their readiness
for leadership roles. All 11 members of the
first cohort have been retained, with more
than half progressing into roles with greater
responsibility, including supervisor and
management positions across 11 sites.
The expanded 2025 cohort of 14
participants is already demonstrating strong
performance, ambition and engagement,
from high-quality project delivery to active
involvement in networking and site tours.
AI-enabled video learning is transforming
howtechnical skills are delivered through
ourTechnical Skills Academy, enabling
scalable, consistent and accessible training
across all sites. Colleagues have already
completed more than 1,200 learning
sessions, supported by 47 AI-generated
training videos.
Our forthcoming Cranswick-specific Food
Safety Level 2 course will be an industry first
that replaces the generic programme used
for over two decades. Sites are increasingly
adopting this approach for localtraining
needs, benefiting from more accessible,
multilingual content andintegrated materials.
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46
OUR PEOPLE CONTINUED
Strengthening our talent pipeline
Recruitment and early careers development
have been major areas of focus this year,
withsites working more collaboratively to
share best practice, monitor labour market
trends and refine their approaches.
This increased coordination has enabled the
business to make better use of recruitment
platforms, reduce costs and improve the
quality of applicants. A stronger emphasis
onlocal community recruitment, internal
referrals and a visible presence at job
fairsand employment events has further
strengthened our talent pipeline across
multiple locations.
Early careers recruitment has become an
increasingly important priority for the Group,
with a strong focus on building sustainable,
long-term talent pipelines. We have invested
time and resource in strengthening strategic
partnerships with local schools, colleges
anduniversities, supporting our largest
apprenticeship and graduate intakes todate.
Through bespoke work experience
placements, curriculum-aligned projects,
strong external partnerships and improved
recruitment processes, we have increased
both the volume and quality of applicants
across all pathways, while also enabling
morerigorous attraction, assessment and
interview processes.
We continue to build on our early careers
recruitment through a broad mix of graduate
and apprenticeship programmes, supported
by active engagement at recruitment events
in 2026. From school partnerships and
careers fairs to curriculum development with
universities, these activities help showcase
the breadth of careers available within food
manufacturing. Early careers pathways are
currently offered across a wide range of
roles, including Operations, Technical,
Butchery, Farms, Health & Safety,
Sustainability, Finance, HR, Commercial,
Marketing, New Product Development,
ITand Engineering, with strong forecasted
intakes confirmed for 2026.
Our apprenticeship pipeline has grown
significantly, with 57 new apprentices
recruited across 13 sites, compared with
31in the prior year. Candidate quality and
retention have improved, while use of the
apprenticeship levy increased by 11 per cent
despite business growth, demonstrating
better utilisation of development pathways.
This year, we also recruited 13 graduates,
taking the total to 101 since 2013, with
40individuals having progressed into senior
orpermanent roles across the business.
Our digital-first recruitment strategy
continues to drive strong visibility and
applications from over 50 universities.
Overall, the Group’s average employee
turnover rate declined from 2.62 per cent to
2.36 per cent in FY26, reflecting initiatives
implemented at both site and Group level.
PORTABLE
EDUCATION ROOM
In partnership with Hull & East Yorkshire
Careers Hub, we have contributed to the
development of a Portable Education Room
project, delivered across 17 schools in Hull
and the East Riding. The project is designed
to raise awareness of careers within the
foodmanufacturing industry through
anengaging, non-traditional approach.
The activity takes the form of a portable
‘escape room’, made up of a series of linked
boxes containing interactive tasks and clues.
Each task is themed around our business
andthe wider food industry, enabling
students to learn about real roles, processes
and career pathways in a practical and
immersive way.
Working collaboratively with the Careers
Hub and William Jackson’s Bakery,
weagreed the format and core content.
The Careers Hub team is now working
withHumber Learning Consortium to create
a version that can be used across various
schools. Sessions will be delivered
bycompany representatives, supported
byan accompanying careers film shown
atthe end of each session to further bring
the tasks to life and showcase career
opportunities within our business.
This project represents one of the most
innovative and distinctive early careers
initiatives we have delivered in schools,
significantly enhancing our visibility and
engagement with young people at an early
stage (Year 7 and 8).
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47
OUR STAKEHOLDERS
CONTINUED
Supporting the health and
wellbeingofour employees
We continue to focus on colleague
wellbeingand financial resilience,
recognising the ongoing impact of the
cost-of-living environment on employees
aswell as consumers.
Workplace wellbeing and health support
Wellbeing remains a central pillar of the
people strategy. We have 276 mental health
champions across our sites, supported by
144 mental health first aiders who provide
initial support, promote wellbeing and
signpost colleagues to professional help
when needed. During the year, over 6,000
colleagues completed our positive mental
health at work courses. We also delivered
resilience training for our apprentices,
graduates and early-career colleagues this
year, and we are exploring how to embed
resilience more consistently across our
development programmes.
Our Feed Your Wellbeing Hub continues
tobe well used, with around 80 per cent
ofcolleagues engaging with it. The hub
brings all Cranswick benefits together
inoneplace, including Canada Life’s 24/7
support services such as confidential
counselling, online GP access and translation
assistance. It also signposts mental health
resources, GroceryAid and a wide range
ofother benefits, making it easy for
colleagues to find the support they need
when they need it.
During the year, we expanded our PSAtesting
initiative, offering free prostate-specific
antigen tests to all menaged 50 and over,
delivered more breast-health awareness
sessions and continued to offer flu
vaccinations across multiple sites.
Financial wellbeing support has also grown
through a partnership with HSBC, providing
colleagues with on-site financial health
checks, as well as practical advice on
budgeting, pensions and personal finance.
GroceryAid also plays an important role in
financial wellbeing, as colleagues requiring
assistance are able to access financial grants
and essential support.
The Group also supports long-term financial
wellbeing through schemes such as our
SaveAs You Earn (‘SAYE’) and Buy As You
Earn (‘BAYE’) plans, which enable employees
to acquire ordinary shares in Cranswick plc in
atax efficient way. These schemes, alongside
our generous pension contribution offering,
help colleagues build financial security and
strengthen their engagement with
the business.
Equality, diversity and inclusion
This year, we formalised our new Equality,
Diversity and Inclusion (‘ED&I’) Charter,
which sets out the expectation that every
colleague should feel respected,
represented and able to thrive. It focuses on
fostering inclusive behaviours across all sites,
strengthening fairness in recruitment and
progression, and embedding ED&I into our
day-to-day culture.
Broader strategic work is also underway
toalign HR, ED&I, wellbeing, talent and
organisational development into a single,
forward-looking people strategy.
Please refer to our Nomination Committee
Report on page 98 and ESG Committee
Report on page 91 for more information on
our ED&I Charter and approach to diversity.
Our ED&I initiatives this year included
asuccessful Meat Business Women event
forwomen working in operations, combining
training sessions, a panel discussion
withfemale leaders and networking
opportunities. Our ongoing partnership
withthe Meat Business Women organisation
continues to support women across the
Group by offering development, mentoring
and a wide range of resources. All colleagues
at Cranswick can become members free
ofcharge, giving them access to mentoring,
masterclasses and networking opportunities
that help build confidence and capability.
Cranswick also became the 100
th
partner
ofGroceryAid’s Diversity & Inclusion
network, anew collaboration that brings
together food and drink manufacturers
toshare best practice, access mentoring
andstrengthen ED&I capabilities.
This has been the first full year of the Next
Generation Committee, created to give early
career colleagues a stronger voice in shaping
Cranswick’s future. During the year, the
Committee delivered its first presentation
tothe Board, outlining key issues affecting
younger colleagues and proposing solutions
such as enhanced financial literacy training
and raising external awareness of the
Groupin key student locations. This marks
asignificant step forward in strengthening
the Committee’s influence and ensuring the
perspectives of younger colleagues inform
the Group’s long-term strategy.
Colleague engagement and recognition
Colleague engagement remains strong,
withmore than 10,000 colleagues,
includingagency workers, completing
theannual Cranswick Survey, with
engagement improving year on year.
Insights from thesurvey are helping to
buildtrust, transparency and a stronger
colleague voice across the Group.
Further details on the concerns raised
andBoard engagement activities are
provided onpages 80 to 81.
We celebrated our 50
th
anniversary in
July2025 at our fifth annual GEM
(‘Goingthe Extra Mile’) Awards, bringing
together colleagues from across the Group
to recognise their exceptional dedication,
innovation, and teamwork. Held in Leeds and
hosted by our CEO and Group HR Director,
the event was attended by 120 colleagues,
and recognised nominees from across all
our divisions.
OUR PEOPLE CONTINUED
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48
Health and Safety
Throughout the year, our commitment
tokeeping our people healthy and safe
hasremained at the centre of our health
andsafety (‘H&S’) culture.
Safer sites through design and
technology-driven risk reduction
We continued to strengthen site safety
thisyear through targeted investment in
technology, automation and ergonomic
design. Automation projects are removing
repetitive manual tasks, while upgrades
towelfare facilities, workstation layouts
andergonomic equipment are improving
comfort, reducing manual handling
exposureand supporting higher
colleague engagement.
Technology is also playing an important role
in reducing real-time risk. Projected safety
signage is delivering clearer pedestrian
demarcation in fast changing environments,
with sites reporting fewer near misses.
In parallel, the VibraTag pedestrian-vehicle
interface system is now operating at multiple
sites, providing instant alerts when people
and vehicles come into close proximity.
With both technologies showing strong
results, further rollout in high-risk and
high-volume areas is now being evaluated
toensure consistent safety standards across
the Group.
B-SAFE Behavioural Safety Programme
Our B-SAFE behavioural maturity
assessments, staff surveys, and focus groups
are building a richer understanding of H&S
culture at site level, with participation far
exceeding expectations. Insights from these
tools are helping sites shape targeted action
plans and reinforcing the importance of
communication and colleague involvement.
The next phase will focus on embedding
behavioural leadership coaching and
measuring long-term cultural change.
Data-driven safety management
The transition to Quor paperless reporting
isnow complete across all sites, providing
real-time visibility of incidents, near misses
and root causes. This enhanced data quality
is strengthening our ability to analyse trends
and prioritise risk reduction activity.
Heat mapping, analytics and predictive
modelling are now being used to identify
emerging risk areas and target interventions
more effectively, enabling a more proactive
approach to preventing incidents before
they occur.
Compliance
Audit performance across the Group remains
strong. Internal verification audits continue
to ensure that sites are fully prepared for
external ISO45001 certification, reinforcing
the robustness and consistency of our safety
management systems.Independent
third-party governance reviews have further
validated our approach, awarding Cranswick
a green rating and confirming that our
systems and controls meet, and in several
areas exceed, recognised external standards.
Skills and training
The rollout of the Cranswick H&S
Competency Framework is supporting
structured development across all our sites
and farms, ensuring teams have the skills
needed to manage a more complex
operational environment. Our training and
communications have also been modernised,
with bespoke, multilingual induction videos,
AI-driven learning tools and video-based task
demonstrations, which enhance engagement
and comprehension. To ensure this
consistency extends across all risk critical
tasks, LOTOTO (‘Lock Out, Tag Out, Try
Out’) training has been standardised Group
wide, and our agricultural operations are
progressing towards a standardised learning
and development plan that further reduces
variation and reinforces overall competency.
Accident rates
Our focus on continuous improvement has
delivered another strong safety performance
this year. Our Reporting of Injuries, Diseases
and Dangerous Occurrences Regulations
(‘RIDDOR’) frequency rate per 100,000
hours increased by 13 per cent compared
toFY25, but our lost time accidents fell
by5per cent. The vast majority of our
accidents (73per cent) remain minor and
typically occurred when employees were
returning towork after a period of absence
and readjusting to their normal duties.
OUR PEOPLE CONTINUED
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49
We are working together with our customers and consumers to understand key demands
and to further improve customer satisfaction. Key priorities for customers andconsumers
include high-quality products and consistent service levels as well associally and
environmentally responsible purchasing decisions.
OUR STAKEHOLDERS
CONTINUED
Why we engage
• Regular engagement allows us to
buildtrustworthy and long-lasting
relationships and to deliver innovative,
high-quality products.
How the Company engages
• We foster cross-functional collaboration
through our product development,
technical, agricultural, and sales teams
tomaintain consistent and responsive
communication with customers.
• We gather valuable insights by
conducting online surveys, enabling
customers to share feedback directly
and conveniently.
• We strengthen relationships through
in-store interviews, which provide
opportunities for face-to-face
engagement and meaningful
conversations with customers
and consumers.
CUSTOMERS AND CONSUMERS
• We maintain high standards through
regular customer audits, both scheduled
and unannounced, reinforcing
transparency and trust.
• We facilitate targeted discussions by
hosting focus groups, allowing us to collect
detailed feedback on specific products
and services.
How the Board engages
• The Board receives monthly updates on
market insights to inform category plans
and new product pipelines, aligning with
consumer needs.
• Our Chief Commercial Officer (‘CCO’)
maintains regular communication with key
customers and provides Board updates
onprogress to date and any issues.
• The Board reviews updates on supply
chain risk, identifying potential impacts on
service levels, and exploring opportunities
for collaboration with customers to
mitigate any adverse effects.
Key actions taken
Details of key actions taken are listed
on page 51. Specific examples include
the following:
• invested further in new
product development;
• completed integrity audits across
oursupply chain;
• maintained high service levels; and
• fostered transparent, collaborative
engagement through farm visits.
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CUSTOMERS AND CONSUMERS CONTINUED
We continue to grow by delivering
premium quality, everyday value,
health-led innovation and trusted
retailerpartnerships.
Success in our markets
We are proud to be recognised by our
customers for maintaining consistently high
manufacturing standards and an unwavering
commitment to food quality and safety.
As expectations around quality, integrity
andsupply chain resilience continue to rise,
our vertically integrated supply chain
andcommitment to transparency further
strengthen our position as a trusted
long-term partner.
Throughout the year, we have deepened
ourretailer partnerships through open
andcollaborative engagement. Farm visits,
immersive category trips and new product
development sessions enabled our customers
to connect directly with our farming,
manufacturing and innovation processes.
This partnership-led approach has been
reflected in Cranswick being ranked the
number one UK own-label supplier in
theAdvantage Survey, demonstrating
theconfidence our customers continue
toplacein our performance, service and
strategic alignment.
Value-driven solutions
With household budgets under pressure
andfood inflation still a factor, we have
focused on delivering value-led innovation
inpork and poultry that helps households
manage rising living costs without
compromising on taste and quality.
This includes developing convenient,
budgetfriendly formats such as stir fry kits,
marinades and accessible added-value
ranges built around lower cost cuts, offering
consumers affordable, high-quality meal
solutions during a challenging economic
environment. Supported by our ongoing
investment in efficient, scalable production,
we are able to deliver these propositions
atpace and at scale, ensuring affordability,
quality and meaningful innovation for both
customers and consumers.
Record festive season
Christmas delivered an exceptional
performance, underpinned by deep
strategicpartnerships with our retail
customers andashared commitment to
delivering outstanding quality, value and
innovation forconsumers at the most
important time ofthe year.
This year’s record output of 120 million
pigsin blankets is a testament to our scale,
agility and ability to respond to retailer
demand, having doubled production in just
three years. Premium added-value ranges,
such ascentre of plate dishes and festive
grazing solutions, performed particularly
wellas consumers sought elevated yet
affordable choices.
Healthy and sustainable food
Health continues to be a central pillar of
ourcategory strategy, reflecting growing
consumer interest in healthier choices and
reduced consumption of ultra-processed
foods. We are reformulating products
toremove processing aids and simplify
ingredient declarations, while expanding
natural ingredient ranges such as Simply
Five. These changes strengthen our ability
tooffer cleaner, more transparent products
that align with evolving consumer
expectations around health and wellbeing.
This is supported by market research,
whichindicates that emerging trends,
including theadoption of weight loss
medications, aremore likely to reduce
consumption of ultra-processed snacks
thanprotein, reinforcing the long-term
resilience of ourcore categories.
Premiumisation
Premiumisation remains a powerful driver
ofgrowth, and we are focused on what sets
Cranswick apart: bold, innovative products,
real authenticity and exceptional flavour,
tasking our chefs to deliver award-winning
premium products. They have led the
development of restaurant-quality, in-home
meal solutions, including the expansion
oftheTom Kerridge range and the
standoutsuccess of the Beef Wellington,
which sold out and attracted widespread
media attention.
Long-term partnerships
Even in a challenging environment,
thebusiness has demonstrated resilience and
leadership across its categories, underpinned
by a stable, vertically integrated supply
chainand a clear understanding ofevolving
consumer needs. Our ability torespond
withagility and consistency hasreinforced
ourposition as a trusted long-term partner
formajor retailers.
This approach has also underpinned anumber
of significant long-term contract wins during
the year. We secured a ten-yearstrategic
agreement with Sainsbury’s, expanded our
added-value poultry presence with M&S
andmade strong progress withother key
customers, further strengthening the Group’s
long-term commercial foundations.
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51
By working closely with suppliers who share our values and beliefs, we can focus on food
safety, technical integrity, provenance and, ultimately, produce high-quality products.
Our key priorities include ensuring a responsible supply chain, fostering opportunities for
additional growth, ensuring prompt payment, and maintaining fair terms and conditions.
OUR STAKEHOLDERS
CONTINUED
Why we engage
• Suppliers play a pivotal role in our
operations, making them essential
partners in achieving our objectives.
• By actively involving them, we integrate
common principles and practices
throughout the supply chain.
• Our responsible sourcing commitment
issolidified through close collaboration
and partnerships with our suppliers.
How the Company engages
• We engage suppliers through regular
surveys to gain insights into their
experiences and satisfaction, ensuring
open and constructive dialogue.
• We foster transparency and
collaboration by using Sedex, a shared
platform for ethical and responsible
sourcing data.
• We strengthen partnerships by
participating in industry events and
forums that enable collaboration,
networking, and shared learning.
PRODUCERS AND SUPPLIERS
• We build trust and ensure standards by
conducting routine audits and site visits,
reinforcing expectations and promoting
continuous improvement.
• We promote ethical and sustainable
practices through clear supplier policies
that define standards and responsibilities
across the supply chain.
How the Board engages
• The Board maintains oversight of Group
performance and supply chain matters
through regular discussions and updates
at each meeting.
• It remains informed of supply chain-related
risks via updates from the Audit and Risk
Committee, ensuring alignment with the
Group’s risk profile.
• The Board reviews reports on raw material
sourcing, anticipated challenges, and
mitigation actions to support continuity
and resilience.
• It oversees progress against our
Responsible Sourcing strategy and
commitments through regular reporting
from the ESG Committee.
Key actions taken
Details of key actions taken are listed on
pages 53 and 54. Specific examples include
the following:
• expanded our owned farming and
milling operations;
• continued to undertake supplier audits
andidentify issues early;
• further improved supply chain visibility
bymapping our ingredient suppliers; and
• engaged with suppliers to understand
theirsustainability journeys.
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PRODUCERS AND SUPPLIERS CONTINUED
We work with a broad network of
producers and suppliers to safeguard food
safety, provenance and technical integrity,
ensuring a responsible and reliable supply
chain that supports high-quality products.
These partnerships strengthen trust
andresilience for our customers,
whilecreating opportunities for growth
and enabling innovative, low-carbon
manufacturing practices.
Supply chain resilience
We have a dedicated cross-functional
SupplyChain Resilience Team that meets
regularly to anticipate emerging risks, close
vulnerabilities and activate contingency
plans. We aim to ensure continuity,
transparency and reliability at a time when
customers are placing greater emphasis
onsecure, future-ready supply chains.
Over the past year, we have continued to
strengthen the resilience, integrity and
sustainability of our supply chain, while
advancing the systems, governance and
capabilities needed to support
long-term growth.
The rollout of our global supply mapping
toolhas significantly strengthened supply
chain visibility, enabling rapid identification
of emerging risks such as animal disease
outbreaks, commodity issues and potential
contamination. Enhanced horizon scanning
and structured risk-logging allow us to
anticipate and mitigate issues before they
affect the Group, while real-time insights
support faster decision making across
procurement and technical teams.
The workcompleted to date has been
positively received by customers and places
us ahead ofmany industry peers, reinforcing
confidence in our ability to manage supply
chain disruption proactively and effectively.
We have continued to strengthen resilience
across cyber risks this year, building a more
predictive and structured approach to
identifying emerging threats. Around 120
hand-selected suppliers completed detailed
cyber questionnaires covering system
access, data handling and operational
exposure. We then categorised suppliers
into three tiers – high-risk, medium-risk
andlower-risk. Completion rates have been
strong, andtheworkcompleted to date is
already proving beneficial.
Responsible procurement
Our commitment to ethical procurement not
only strengthens our supply chain but also
ensures that we meet rising stakeholder
expectations. We aim to ensure that food
integrity and safety goes far beyond our own
operations and reaches deep into our supply
chains, encompassing social, ethical, and
environmental factors.
Acting responsibly as a business is only
possible if our suppliers uphold the same
standards. These expectations are set out
inour comprehensive procurement policy,
which includes adherence to the Ethical
Trading Initiative (‘ETI’) Base Code on labour
practices, mandatory participation in Sedex
Member Ethical Trade Audits (‘SMETA’)
forsuppliers assessed as high risk, sourcing
certified palm oil and soya through
reputablecertification schemes, and the
measurement of greenhouse gas emissions.
For more information, please refer to our
Group Sustainable Procurement Policy at:
www.cranswick.plc.uk.
The Group is strengthening its approach
toethical supply chain assurance. Work has
commenced with an independent specialist
organisation to undertake an assessment
ofour supply chain for risks associated with
ethical trading and potential exploitation.
This review is designed to provide investors
and other stakeholders with enhanced
transparency and assurance regarding the
robustness of our supply chain practices.
We expect our suppliers to measure their
Scope 1, 2 and 3 emissions, and help us to
improve the accuracy of our own Scope 3
reporting. This year, we engaged our
suppliers through the rollout of Sedex’s
newEnvironment Self Assessment
Questionnaire (‘ESAQ’). The ESAQ provides
a robust view of suppliers’ environmental
practices, enabling clearer assessment
ofrisk, performance and alignment with
oursustainability expectations.
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OUR STAKEHOLDERS
CONTINUED
Supply chain assurance
During the year, 566 supply chain audits
were carried out to assure the safety,
traceability, quality, and provenance of the
raw materials we use.
Currently, 869 out of our 912 total suppliers
are registered on Sedex (Supplier Ethical
Data Exchange), including all direct suppliers
and 88 per cent of indirect suppliers
(FY25: 86 per cent).
Internal compliance
The Cranswick Manufacturing Standard
(‘CMS’) continues to underpin food safety
and quality across the Group, providing
asingle, transparent framework that
consolidates best practice from major
retailers and forms the basis of our audit
programme. The standard has been widely
welcomed across sites for its clear, consistent
format and practical guidance, enabling
effective gap analysis and demonstrating
that most sites already meet customer
expectations. Looking ahead, we are
planning a major structural update to
separate food safety, integrity and allergen
requirements and create a standalone
qualitymodule, with the next generation
CMS scheduled for launch in FY27/28.
Of our production sites facilities, 21 were
audited against the BRCGS Food Safety
Standard, with 2 receiving an A rating, 1
receiving an AA rating, 18 earning an AA+
rating. Two of our non-production facilities
were audited against the BRC Storage &
Distribution Standard, with both earning
anAA+ rating.
Internal auditing has evolved significantly,
with divisional managers now conducting
audits to deepen their understanding of
site-level risks and support more practical,
solution-focused outcomes. The audits
conform to our CMS, as well as a number
ofcustomer requirements and quality
standards, and this change has been well
received and is improving compliance
acrossthe business.
We have also introduced third-party auditors
into our internal audit cycle, focusing on
theIntegrity Standard, driving continuous
improvement. This approach provides
valuable insight into retailer expectations
and industry trends. While internal
non-conformances have increased due to
deeper scrutiny, external audit performance
has improved, demonstrating the
effectiveness of the new approach.
Internal governance
Governance is reinforced through
aGroup-level Food Safety and Quality
Committee, which brings together
departmental leads for bimonthly reviews
ofperformance, risks and regulatory
developments. Each site also operates
itsown local committee, ensuring that
foodsafety ownership sits firmly at local
levelandthat issues are escalated and
resolved quickly.
To support a more complex regulatory
andcustomer landscape, we have
createdanew Head of Governance role
tocoordinate regulatory interpretation,
customer requirements and Group-wide
implementation. The role also oversees
supply assurance and senior retailer
engagement, reflecting the accelerating
pace of change and the need for consistent,
forward-looking oversight.
PRODUCERS AND SUPPLIERS CONTINUED
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Why we engage
• Close collaboration with NGOs allows
usto help set policies and improve
industry standards.
How the Company engages
• We foster collaboration by actively
participating in steering committees,
industry groups, and boards alongside
NGOs to address shared priorities.
• We strengthen partnerships by trialling
new sustainability standards with NGO
input, supporting the development and
implementation of best practices.
• We promote dialogue by engaging
withNGOs at industry events, enabling
meaningful conversations on key
environmental and social issues.
NGOs AND PARTNERSHIPS
• We enhance transparency by using
digitalplatforms and social media to
shareupdates and relevant information
with NGO stakeholders.
• We demonstrate responsiveness
byintegrating NGO feedback and
recommendations into corporate policies,
aligning our approach with ethical
andsustainable principles.
How the Board engages
• The Board regularly seeks updates
ontheoutcomes from the meetings
andconsultations with key NGO
representatives, which allows the Board
tounderstand key concerns and
integratethem into strategic decision
making processes.
• Board members participate in industry
events and forums where NGOs
arepresent, fostering dialogue
andpartnership opportunities on
shared objectives.
• By incorporating NGO feedback and
recommendations into corporate policies
and practices, the Board demonstrates
itscommitment to ethical and sustainable
business practices.
Key actions taken
Details of key actions taken are listed on
pages56 and 57. Specific examples include
the following:
• continued participation in steering
committees, industry groups, and NGOs;
• promoted dialogue by engaging
with NGOs at industry events; and
• demonstrated responsiveness by
integrating NGO feedback and
recommendations into corporate policies.
We work with various non-governmental organisations (‘NGOs’) including the
Agricultural and Horticultural Development Board (‘AHDB’), the British Poultry Council
(‘BPC’), Waste and Resource Action Programme (‘WRAP’) and Red Tractor.
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OUR STAKEHOLDERS
CONTINUED
NGOs AND PARTNERSHIPS CONTINUED
Our relationships across the food
sectorgive us the reach and insights
toturn ideasinto practical action and
accelerate the shift towards a more
sustainable foodsystem. Through
targetedpartnerships and joint initiatives,
wehelpraise industrystandards and
deliver outcomesthat support a more
proactive, future-focused approach.
Routes to Regen: Supporting the
move towards regenerative farming
We are proud to support Routes to Regen,
aninnovative farm pilot developed by
TheRoyal Countryside Fund and backed
bymembers of the Sustainable Markets
Initiative. The programme is designed
tohelpfarmers adopt regenerative
agriculture by simplifying the often
complexsustainability landscape and
offering awholefarm approach tailored
toindividual business needs.
Delivered by Ceres Rural, the programme
offers free consultancy and a curated
suiteofopportunities, including premiums
forsustainably grown crops, discounted
specialist seed, options to integrate livestock
and organic matter into arable systems,
knowledge sharing events and support
withenvironmental data collection.
These interventions aim to improve soilhealth,
enhance farm resilience andstrengthen
long-term financial sustainabilityat a time
when many farmers face significant climatic,
environmental andeconomic pressures.
Working alongside other leading agricultural,
food and finance organisations, Cranswick
contributes expertise and resources to help
farmers transition to regenerative systems
that are both practical and commercially
rewarding. This partnership aligns with
ourwider agriculture strategy and reinforces
ourcommitment to supporting a resilient,
lower-carbon food system.
Progress with our
CarbonInsetScheme
Our Carbon Inset Scheme is reaching the end
of the pilot phase across multiple
independently owned sites. It has
demonstrated the value of integrating
nature-based solutions directly into our
vertically integrated supply chain.
Operating under theCranswick Second
Nature banner, thescheme will offer farmers
an additional income for establishing and
managing new areas offlower-rich margins
and plots that promote carbon sequestration,
soil health andbiodiversity.
This approach allows thestorage of carbon
emissions within the Cranswick supply chain
and demonstrates asustainability ambition
that extends farbeyond producing pigs and
chickens efficiently.
A major milestone this year has been
theexpansion of AgriSound biodiversity
monitors across the farming estate, creating
a substantial dataset on biodiversity activity,
environmental conditions and carbon-related
impacts. New AI-driven algorithms are also
under development to detect a wider range
of indicator species. Baseline and follow-up
soil carbon measurements are captured
using Hutchinsons’ Omnia Terramap
scanning, while dedicated plots have been
sown with wildflower, grass and legume
mixes to track sequestration over time.
It has also been encouraging to see
theapproach gaining traction beyond
Cranswick, with major beef and poultry
businesses exploring similar models.
By sharing our blueprint with the wider
agrifood sector, we aim to support credible,
commercially viable carbon storage practices
and help accelerate scalable pathways
towards lower-carbon livestock production.
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NGOs AND PARTNERSHIPS CONTINUED
Advancing responsible soya
sourcingand tackling deforestation
Through Cranswick’s membership of the
UKSoya Manifesto (‘UKSM’), we remain
committed to sourcing soya that is free from
deforestation and land conversion. This is
supported by our active involvement in the
UK Roundtable on Sustainable Soya and
theSoya Transparency Coalition, which align
uswith global zero deforestation initiatives
and reinforce our commitment to protecting
high-risk ecosystems. We also continue
tosupport Brazil’s Cerrado Manifesto,
ledbythe FAIRR Initiative, reinforcing
ourcommitment to protecting high-risk
ecosystems around the world.
During the year, we collaborated with
theAgricultural Industries Confederation
(‘AIC’) on the development of a new
conversion-free soya module aligned with
the EU Deforestation Regulation (‘EUDR’).
Although both EU and UK legislative
timetables have been delayed, we continue
to certify all soya used in our own farms
tothehighest available standard, ensuring
our supply chain remains resilient
andresponsibly sourced.
A significant development this year has
beenthe expansion of retailer-aligned
producer groups, with longer-term contracts,
transparent cost of production models with
agreed margins and premiums available
tothose producers that meet aligned agri
strategy targets. For example, producers
whoresponsibly source and certify their
soya, invest in higher welfare livestock
systems, reduce their carbon footprint
andenhance nature and the environment.
Such ambitions cannot be delivered
consistently at market prices alone.
This financial recognition marks ameaningful
step forward for the sector, andis already
positively influencing producer behaviour
and investment.
Improving welfare outcomes
acrossthe industry
We continue to work closely with industry
partners and assurance bodies to help shape
credible, future-focused animal welfare
standards across the UK. We maintain a
strong alliance with Red Tractor, contribute
actively to DEFRA’s Animal Health and
Welfare Pathway, and participate in key
industry forums that influence policy and
thesupply chain. Our Technical Director sits
on the British Meat Processors Association’s
Animal Welfare Committee, while our
Director of Agricultural Strategy serves on
the board of the National Pig Association.
Through our involvement with the Red
Tractor and Agriculture and Horticulture
Development Board at both board and
technical committee level, we help drive
aconsistent, evidence-based approach
towelfare, ensuring our partnerships
strengthen standards across the sector
andsupport continuous improvements.
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57
OUR COMMUNITIES
OUR STAKEHOLDERS
CONTINUED
We believe that the long-term success of our business is closely tied to the success
of thecommunities in which we operate. Local communities have an expectation
thatbusinesses operate ethically, safely and sustainably, as well as contributing
tothefurther development of a local area.
Why we engage
• Through cooperation with local
communities, we create greater social,
environmental and economic value.
• As a food manufacturer, we recognise
thesignificance of our manufacturing
operations’ impact on the environment.
Our Second Nature strategy allows
ustomeasure and manage our
carbonfootprint, aligning with our
NetZero goals.
• We are dedicated to empowering
individuals to advocate for their beliefs.
Through the Cranswick Charitable Trust,
we are committed to further supporting
communities in need.
How the Company engages
• Supports food bank donations, contributing
to local efforts to alleviate hunger and
support vulnerable individuals and families.
• Collaborates with local schools and
universities, providing educational
opportunities, mentorship
programmes,and resources to
supportstudent development.
• Offers employment opportunities to
members of the community, promoting
economic growth and stability.
• Participates in local projects aimed at
improving infrastructure, environmental
sustainability, and community wellbeing.
• Organises charity fundraising events and
initiatives, mobilising employees and
community members to support causes
that positively impact the local area.
How the Board engages
• The Board receives reports on the
keyinitiatives considered by the
ESGCommittee and the activities
oftheCranswick Charitable Trust
frommembersof the Senior
Management Team.
• Climate-related issues are integrated
intothe Group’s long-term strategy,
informing investment decisions made
bythe Board.
Key actions taken
Details of key actions taken are listed on
page59. Specific examples include
the following:
• engaged in food redistribution activities;
• continued to contribute to local
communities through Cranswick
Charitable Trust; and
• involved in various local projects
toprovidesponsorship, education,
mentoringand employment
opportunities.
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OUR COMMUNITIES CONTINUED
At Cranswick, we are proud to make
apositive impact on, and strengthen the
resilience of, the communities where
weoperate. We collaborate with various
organisations and charities to support
worthwhile causes through fundraising,
food donations, and volunteering
efforts,while also providing local
peoplewith education and meaningful
employmentopportunities.
Cranswick Charitable Trust
The Cranswick Charitable Trust is a
grant-making charity, independent of the
business, established to channel the Group’s
charitable giving. Guided by its Board of
Trustees, the Trust focuses on supporting
causes that address food poverty, education
and children’s welfare, responding to
requests and directing funds to areas where
they can have the greatest impact across
thecommunities Cranswick serves.
During the year, the Trust continued
tosupport a broad range of charitable
organisations both in the UK and
internationally, with particular emphasis on
humanitarian relief and community-based
initiatives. Through its Ukraine Fund, the
Trust provided £25,000 to Plan International
to support children and families affected
bythe ongoing conflict, alongside a further
£25,000 donation to the UN Refugee
Agency (‘UNHCR’) to assist displaced
people and refugees.
Domestically, the Trust made a number of
significant contributions to organisations
addressing social welfare, health, education
and food insecurity. These included £10,000
to Open Doors, £5,000 to Headway Norfolk,
£5,000 to Aylsham Care Trust, and £2,000
to Emmaus Hull. In addition, the Trust agreed
a three-year funding commitment with
Ganton School, totalling £18,000, to support
its educational initiatives, and entered into a
three-year funding arrangement with Feed
London, committing £43,000 to help tackle
food poverty and insecurity.
Alongside these larger commitments, the
Trust also awarded several smaller grants,
typically ranging from £2,000 to £5,000, to
avariety of local and national organisations.
These included Hull Women’s Aid, food
redistribution charity The Felix Project,
Ganton School’s Chop and Change initiative,
and Bury Hospice. Through both long-term
commitments and targeted local grants,
theTrust continues to support initiatives
thatdeliver tangible social impact across
itspriority areas.
Other charitable support
andfundraising
We have retained our GroceryAid Gold
Award Supporter status for the seventh year
running, reflecting Cranswick’s commitment
to raising awareness, fundraising and
volunteering. Colleagues across the business
contributed to these efforts during the
yearthrough various fundraising events,
localactivities and direct involvement
incommunity initiatives, including:
• Yorkshire Baker and Sutton Fields
ralliedbehind firefighters battling the
North YorkMoors wildfire, donating pies,
sausagerollsand ham to help feed
130 crew members;
• Cranswick colleagues joined Team
Tescoand MFPE partners to complete
theYorkshire Three Peaks challenge,
raising more than £34,500 for The
OddBalls Foundation;
• Cranswick’s bi-annual Charity Golf Day
raised an outstanding £110,000 for KIDS,
bringing the total donated since 2007
tomore than £532,000; and
• Cranswick Pet Products supported the
Pets Foundation Charity Ball as headline
sponsor, helping raise £136,000 for
animalrescue and support initiatives
across the UK.
Helping to mitigate food poverty
inour local communities
We continued to play an active role in
supporting local communities this year,
withastrong focus on helping to mitigate
food poverty. Effective food redistribution
remains central to our approach, supporting
both economic stability and improved
healthoutcomes. Through our long-standing
partnership with FareShare, the Group helped
provide 2.0 million meals to vulnerable people,
ensuring good food reaches communities
rather than going to waste.
We also expanded redistribution through
theCompany Shop network, directing
moresurplus products into affordable,
membership-based stores that build local
resilience. Colleagues across the Group are
eligible for membership, giving them access
to high-quality surplus food at significantly
reduced prices.
Alongside this, we increased efforts to
redirect surplus food into internal initiatives,
providing low-cost, high-quality food for
colleagues and their families. At site level,
teams continued to support local causes
through targeted donations, including to
food banks.
Together, these actions demonstrate our
commitment to reducing waste, improving
access to nutritious food and helping to
strengthen the communities where
we operate.
Driving social mobility
We have significantly expanded our work
with schools, colleges and young people,
helping to broaden access to careers in the
food industry and support social mobility.
We not only provide sponsorships,
education, mentoring, internships and
apprenticeships, but our people also visit
local schools and offer students career
advice. Hands-on workshops, classroom
projects and practical sessions, from
interview skills training to sausage roll
making at Yorkshire Baker, have deepened
our relationships with education providers
and significantly increased interest in
the industry.
Through our World of Work initiatives,
including Teacher Encounter Days, we
alsogive educators direct insight into our
facilities, food production processes and
early career opportunities. Beyond the
classroom, we promote the food industry
atmajor regional events such as the Driffield
Show and the Great Yorkshire Show, using
these high footfall settings to engage young
people and deepen links with schools and
local communities.
We continue to support organisations that
help young people build skills and access
meaningful career pathways. This includes
our three-year sponsorship of Chop and
Change, a charity supporting young people
with neurodiversity-related needs through
confidence building and hospitality
skillstraining, and our partnership with
IntoUniversity Hull East, which provides
children with academic support, mentoring
and enrichment activities to improve
progression into further and higher
education. This year, we also took on a
leadership role as Chair of the Butchery
Employer Trailblazer Group, working with
industry partners to develop and maintain
apprenticeship standards that reflect the
evolving needs of the sector.
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59
OUR SHAREHOLDERS
OUR STAKEHOLDERS
CONTINUED
We focus on sustaining fair, balanced and honest relationships with our Shareholders
aswe strive to deliver long-term success.
Why we engage
• Our aim is to educate Shareholders
about the Group’s purpose and strategy,
while yielding consistent returns over
thelong-term.
How the Company engages
• Issues regular announcements and press
releases to keep Shareholders informed
about significant events and milestones.
• Maintains an informative website where
Shareholders can access relevant
information, including financial reports,
corporate governance documents,
andinvestor presentations.
• Engages directly with major
Shareholders on key matters.
How the Board engages
• Hosts an Annual General Meeting (‘AGM’)
to provide Shareholders with updates on
Company performance, strategy, and
governance matters.
• Approves the Annual Report and Accounts
aswell as Interim Results and any
trading updates.
• CEO and CFO facilitate personal
meetings, virtual roadshows, and
participation in conferences, providing
opportunities for direct engagement
anddialoguebetween Shareholders
andthe Board.
• Approves the allocation of capital within
the Group.
• Senior Independent Director (‘SID’) is
available if Shareholders want to raise
concerns that normal channels have
failedto resolve.
Key actions taken
• We updated Shareholders regularly on
current developments, with a focus on
tradingvolumes, as well as customer
andmarket trends.
• Throu gho ut the ye ar, d iscu ssi ons al so
covered additional key topics such as
strategy for growth, financial
performance, succession planning,
Directors’ remuneration, animal welfare,
targets, and reporting.
• Duri ng th e ye ar, we a lso com mun icate d
with all Shareholders directly regarding
the introduction of chequeless dividends
and, where relevant, relating to receiving
Company publications as electronic
communications to avoid unnecessary
printing and support the Group’s
sustainability strategy.
• All S ha reho lde rs were invite d to
participate in the 2025 AGM.
• Additionally, we maintained regular
engagement with analysts to review
business performance, provide
guidance, and assess financial models.
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60
OUR SHAREHOLDERS CONTINUED
Shareholder engagement on a regular
basis is important to us to capture and
embrace feedback and ensure the Group
responds to developing themes.
Individual Shareholders
The Group has a significant number of
individual Shareholders, many of whom
havebeen Shareholders for many years.
The Group engages with individual
Shareholders through our website and
attheAnnual General Meeting when
apresentation, similar to the presentation
made to institutional Shareholders,
ismadetothose attending.
Our methods
AGM The AGM will take place on Monday 27 July 2026 at the Mercure Hull Grange Park Hotel, Grange Park Lane, Willerby,
Hull HU10 6EA at 10.30 am. The Board welcomes the attendance and questions of Shareholders at the AGM, which is also
attended by the Chairs of the Audit, Remuneration, Nomination and ESG Committees. We encourage Shareholders who
cannot attend to vote by proxy on all resolutions proposed.
Annual Report We publish our Annual Report and Accounts each year, which contains a Strategic Report, Corporate Governance section,
Financial Statements and Shareholder Information. The report is available in paper format and online. We encourage
Shareholders to opt for our online format to help reduce the amount of paper we use.
Investor days We hold periodic investor days at facilities where there has been significant development and investment, when investors
are given the opportunity to tour the relevant site and receive presentations from the wider management team.
Press releases We issue press releases for all substantive news relating to the Group’s financial and operational performance,
whichcanbefound on our website at: www.cranswick.plc.uk.
Results
announcements
We release full financial and operational results at the interim and full-year stage in November and May respectively.
The Group also releases a trading update at the first and third-quarter with reduced disclosure. The interim and full-year
results are accompanied by presentations by the CEO, CFO and CCO, which are also available on our website.
Website Our website (www.cranswick.plc.uk) is regularly updated and contains a wide range of information relating to the Group.
The Investor section includes our investor calendar, financial results, presentations, Stock Exchange Announcements and
contact details. Shareholders can make enquiries through our website, which the Company responds to promptly.
Shareholder engagement themes
Financial
performance
The Group discussed its financial performance in meetings with institutional Shareholders and analysts. Matters focused
onincluded the Group’s consolidation of its supply chain, investment programme at its facilities (including the £100 million
expansion being undertaken at our Preston facility) and acquisition of James T Blakeman & Co into our Gourmet Products
Division, which are covered in further detail in the Strategic Report on pages 82 and 83. During the latter part of the
financial year, Directors also discussed the impact of the Iranian crisis on the Group and its supply chain with a particular
focus on cost inflation and the extent to which this risk could be mitigated.
Growth The Company consulted with Shareholders relating to its plans for further growth, with a focus on its plans for further
investment in the poultry sector and, in particular, factors limiting the Group’s opportunity to deploy capital to further
expand such as UK planning and infrastructure restrictions and delays, which are discussed in more detail in the Chairman’s
Statement on page 7.
Animal welfare
concerns
Directors engaged directly with institutional shareholders on the matters highlighted in the press relating to animal welfare
and the Group’s planned response, as discussed further on page 74 (Chairman’s overview). This engagement supported the
Directors in shaping the Group’s approach, including the decision to commission an independent veterinarian’s report.
Remuneration The Company consulted with institutional Shareholders on proposed changes to Directors’ remuneration prior to the 2025
AGM, which focused on a review of the CEO’s remuneration and exercise of discretion by the Remuneration Committee
inrelation to ESG targets in the Group’s Long-Term Incentive Plan. Following the AGM, at which the resolution to approve
the Remuneration Committee Report received less than 80 per cent of the votes cast, the Chair of the Remuneration
Committee continued to engage in consultation with institutional Shareholders to further understand Shareholder voting
concerns. Further details of consultation undertaken by the Remuneration Committee and approach taken are set out in
the Remuneration Committee Report on page 103.
The Company Secretary also coordinates
communications with individual Shareholders
to make sure that we respond appropriately
to individual matters raised in conjunction
with our registrars, MUFG Corporate
Markets, where this relates to matters
regarding shareholdings.
Institutional Shareholders
The Group engages with institutional
Shareholders through regular meetings.
Presentations are made by the Chief
Executive Officer, the Chief Financial
Officerand the Chief Commercial Officer
toanalysts and institutional Shareholders
onthe half-year and full-year results
andonCompany strategy.
During 2025, the Chief Financial Officer,
along with senior executives, participated
inanumber of UK and European investor
conferences to promote the Group.
The Chairman, Chief Executive Officer and
Chief Financial Officer discuss governance
and strategy with major Shareholders from
time to time. The Senior Independent Director
and Committee Chairs are also available for
direct meetings with Shareholders where
required. Significant matters relating to the
trading ordevelopment of the business are
disseminated to the market by way of Stock
Exchange announcements.
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61
Strategic Report Corporate Governance Financial Statements Shareholder Information
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62
EFFECTIVE RISK MANAGEMENT
Effective risk management
underpins the delivery of the
Group’s strategic objectives.
Our established Risk Management
Framework systematically identifies,
evaluates and prioritises risks,
allowing us to mitigate potential
impacts, while recognising
emerging opportunities.
The Group has a structured and established
approach to risk management, ensuring
aconsistent and planned process for
identifying, assessing, prioritising, mitigating
and monitoring risks across the business.
The Group’s Risk Management Framework
combines a top-down approach to
identifying principal risks with a bottom-up
process for identifying operational risks.
Lines of defence
1ST LINE
SITE MANAGEMENT
Risks are overseen by site management
teams, who establish policies and
procedures to maintain effective
controls on a day-to-day basis
2ND LINE
GROUP FUNCTIONAL TEAMS
Group functional teams monitor
keyrisksto assess the effectiveness
ofthefirst line of defence, while
managingcurrent and emerging risks
inachanging risk landscape
3RD LINE
INDEPENDENT ASSURANCE
The Group’s Risk and Internal Audit team,
supported by a co-source provider,
delivers objective and independent
assurance over the internal control
framework by identifying control
weaknesses and recommending
appropriate corrective actions
To p -D ow n
Bottom-Up
BOARD
Responsible for approving the Group’s principal risks
andsetting the strategic tone to align risk culture with
theGroup’s risk appetite statements
AUDIT COMMITTEE
Provides the Board with assurance that the Group
maintainsan effective system of integrated governance,
internal controls and risk management
GROUP RISK COMMITTEE
Provides oversight and guidance to the Board and
AuditCommittee on the status of current and emerging
risksalongside mitigation strategies
OPERATIONAL MANAGEMENT
Manages site-level risks to ensure that they are properly
identified, mitigated and controlled
RISK AND INTERNAL AUDIT TEAM
Coordinates risk management activities, evaluates Risk
Management Framework effectiveness and provides
assurance totheBoard and Audit Committee that internal
controlsare effective
Our strong risk management culture
iscentred on achieving an appropriate
balance between risk and reward, informed
by anassessment of both the likelihood
andpotential impact of risks in line with
theGroup’s risk appetite statements.
The Groupis supported by an embedded
riskmanagement IT system and a dedicated
Risk and Internal Audit team, who facilitate
the risk process by providing guidance and
support to management teams, ensuring
consistent application oftheRisk
Management Framework and its associated
processes throughout the business.
Effective risk management is fundamental
tothe achievement of the Group’s strategic
objectives and the sustainable growth
ofthebusiness. The Board retains overall
responsibility for overseeing the Risk
Management Framework and ensuring
appropriate mitigation strategies are in place
for the Group’s key risks.
This responsibility isdelegated to the Group
Risk Committee, which is chaired by the
Chief Financial Officer and includes key
internal stakeholders, such as Directors,
Executive Directors, Heads of Departments
and the Head of Risk and Internal Audit.
The Group Risk Committee met four times
during the year and provided the Board with
regular updates on principal risks, emerging
risks, key trends and mitigating actions.
The Audit Committee receives additional
assurance over the effectiveness of the
Group’s Risk Management Framework
andinternal control environment through
thework of the Risk and Internal Audit team.
During the year, theteam conducted
aprogramme of reviewsincluding detailed
assessments ofseveralprincipal risks, and
reported nosignificant issues intheRisk
Management Framework or internal
control environment.
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63
EFFECTIVE RISK MANAGEMENT
CONTINUED
Principal risks and uncertainties
The Group is exposed to a broad range
ofrisks; however, reporting is focused on
principal risks that could have a significant
impact in the near term on the Group’s
strategic objectives, operational plans or
reputation. The Board has carried out a
comprehensive assessment of principal
risksthat could threaten the Group’s
business model, future performance,
solvency or liquidity as summarised on
therisk assessment table on page 66.
Further detail on mitigation strategies,
actions, opportunities and alignment to
ourstrategic enablers is set out on pages
67 to 70.
During the year, the Group undertook
adetailed review of our principal risks to
ensure that, given the increased scale and
complexity of the business, they remain
appropriate. This review included the use
ofan Artificial Intelligence insight scanner
tool, which collated a diverse range of data
sources (including internal documentation,
competitor analysis and industry trends)
toassist in the review of principal risks.
During the year, an ‘Animal welfare’ principal
risk was escalated from site risk registers and
‘Recruitment and retention of key personnel’
and ‘Pig meat availability’ were refined
respectively to‘Leadership succession’
and‘Availability andcost of supplies’.
Further information, including principal risk
movements, isprovided in the ‘Principal risk
trends’ section on page 66.
Risk appetite
The Group’s risk appetite is determined
inline with the UK Corporate Governance
Code, which defines risk appetite as the
nature and extent of risk an organisation is
willing to accept in pursuit of its operational
and strategic objectives. Achieving the
Group’s objectives requires an appropriate
balance between risk and reward, particularly
in relation to business acquisitions and capital
investment, where a higher level of risk may
be accepted to support strategic growth.
The Board has established risk appetite
statements for each of the Group’s principal
risks using a five-point scale, aligned to
theGroup’s five-by-five risk scoring matrix.
The Group’s overall approach is to minimise
risk and uncertainty, while recognising that
adegree of risk may be both necessary
andbeneficial. Risk appetite statements
havecontinued to be an effective tool in
supporting risk-related discussions across
the Group, helping to ensure that mitigating
actions remain proportionate and aligned
with strategic objectives.
During the year, the Group has further
integrated risk appetite into the Risk
Management Framework through enhanced
reporting, assurance mapping, internal audits
and controls testing. A detailed review
ofprincipal risks operating outside of the
desired risk appetite was also undertaken
toidentify further mitigation strategies.
The ‘Health and safety’, ‘Food scares and
product contamination’, ‘Animal welfare’
and‘Infection within livestock’ principal risks
continue to sit at the lower end of the scale
and are managed to a level as low as
reasonably practicable with a higher level
ofthird line assurance required. At the higher
end of the scale, the ‘Reliance on key
customers’ and ‘Consumer demand’ principal
risks reflect the Group’s willingness to accept
a measured level of risk in order to pursue
commercial opportunities.
In addition, to achieve an appropriate balance
between risk retention and risk transfer, risks
that may be partially mitigated through
insurance have been identified and assessed.
Emerging risks
Emerging risks represent areas of uncertainty
that give rise to future risks or opportunities
that could have a material impact on the
business. The Group monitors emerging risks
throughout the year as part of our integrated
Risk Management Framework, drawing on
awide range of sources including horizon
scanning, internal knowledge and input from
external specialists.
Emerging risks continue to be monitored by
the Group Risk Committee, with appropriate
actions taken where necessary.
Currently, the conflict in the Middle East
hascreated significant global uncertainty,
which has put pressure on the availability
andcost of key supplies such as CO
2
, fertiliser
and fuel. In addition, consumer demand
couldreduce asUK inflation rises and the
cost-of-living crisis intensifies. Combined,
these issues could impact the Group’s
longer-term performance. The Group will
continue to closely monitor this evolving
situation, takingmitigating actions
where necessary.
Other key emerging risks identified during
theyearinclude:
• the government’s new animal welfare
strategy, which aims to prevent the use of
traditional indoor farrowing systems and
CO
2
to stun;
• visa settlement changes, which could
increase the current qualifying period
required for visa employees; and
• volatile global tariffs and changes to
existing trade arrangements with the US.
Key areas of focus this year
Risk Management Framework
Risk identification is a continuous process,
supported by risk registers maintained at
both Group (top-down) and site (bottom-up)
levels. As part of the risk assessment process,
these registers are reviewed regularly,
withboth gross and net risks evaluated and
documented. To promote consistency in risk
assessment across the Group, a five-by-five
risk scoring matrix is applied to assess the
potential likelihood and impact of risks across
key areas, including cash flow, share price,
profitability, operational disruption and
reputational damage.
The Risk Management Framework is
underpinned by a risk management IT system,
which enhances thequality and integrity of
risk reporting andallows the Group to
respond effectively to both existing and
emerging risks. During the year, the risk
management IT system was upgraded,
resulting in a more userfriendly interface
thathas simplified the process for risk owners
andcreated greater interconnectivity of
risksacross different areas of the business.
This was launched during a risk workshop
withover 100 key stakeholders from across
the Group in attendance. The day showcased
the Group’s risk management journey,
reiterated the importance of risk management
and demonstrated the upgraded risk
management IT system. A crisis simulation
exercise was also undertaken on the dayto
stress test the updated Group Crisis Manual.
Throughout the year, the Risk and Internal
Audit team utilised the new co-source
arrangement to conduct a rolling programme
of in-depth risk reviews on key principal risks.
An assurance map was also co-developed
todocument the key sources of assurance
across our three lines of defence.
This helpedto establish which principal risks
are currently managed and have adequate
assurance, andthose where enhancements
could be made. In addition, recommendations
from the external maturityassessment of
theRisk Management Framework undertaken
in the prior year, continue to be progressed
as required.
In the year ahead, the Group will focus
onutilising reporting capabilities within
theupgraded risk management IT system
alongside a variety of focused training
workshops to further strengthen risk culture
across the business.
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64
UK Corporate Governance Code
In January 2024, the Financial Reporting
Council issued a revised UK Corporate
Governance Code which, under Section IV
Provision 29, makes it a requirement for
businesses to include an assertion in their
annual reports onthe effectiveness of both
financial and non-financial material controls
asat the balance sheet date. The Group’s
existing RiskManagement Framework
provides a strong foundation for implementing
these changes, and a comprehensive
Corporate Governance Reform programme
has been progressed in recent years to ensure
compliance with the new requirements.
Provision 29 reporting will not apply until
theGroup’s 2026/27 financial year, however,
the Risk and Internal Audit team have tested
the new Provision 29 framework during the
year to validate that it provides sufficient
assurance and regular updates have been
provided to the Audit Committee.
Managing major disruptions
anduncertainties
Wider external events, including global
conflicts, the cost-of-living crisis, geopolitical
uncertainties, animal activist activity and
regulatory changes continue to present
challenges and uncertainties for the Group,
particularly across our supply chain,
operations and workforce.
The Group closely monitors these
developments to maintain strong operational
resilience and has implemented robust
processes to identify, assess and manage
potentially disruptive events. Our ability to
respond to such events demonstrates the
importance and value of our embedded
RiskManagement Framework.
In common with other businesses, the Group
is exposed to the risk of cyber security
incidents. While no significant cyber security
breaches were experienced during the year,
a number of incidents across the wider food
industry serve as a reminder of the increasing
sophistication and evolving nature of these
threats, and the Board remains alert to the
ongoing risks in this area. In addition, the
rapid development of Artificial Intelligence
presents significant opportunities but also
material risks to the Group if not
embraced appropriately.
Business continuity arrangements remain
akeymitigation for the Group, supporting
operational resilience in the event of
unexpected disruption. The Group continues
to strengthen our business continuity
arrangements, alongside updates to the
Group Crisis Manual, and intends to
undertake a detailed review of these
arrangements in the year ahead.
Infection within Livestock
African Swine Fever (‘ASF’) is a notifiable
disease affecting pigs and, if detected in the
UK, could have a significant and prolonged
impact on the Group’s operations and
ourability to export to overseas markets.
Case numbers continue to increase
internationally with the risk of ASF entering
the UK remaining high, despite existing
border controls, due to non-commercial
andillegal imports. During the year, the
Group maintained robust farm biosecurity
measures and contingency plans, and
continued toengage with industry bodies
and the government to advocate for timely
legislation and operational guidance, the
absence of which presents a material risk to
both the Group and wider livestock industry.
Avian Influenza (‘AI’) is a notifiable disease
affecting poultry, with cases continuing
tospread across the UK during the year.
The Group has closely monitored
developments, supported by regular
industry updates and communications.
Our poultry operations have maintained
strong biosecurity controls to help prevent
the spread of disease, including restricting
non-essential visitors, limiting movement
between sites and ensuring vehicles are
disinfected prior to site access.
In addition, the Group is also monitoring
thedevelopment of other diseases that
haveemerged in Europe in recent months,
suchasFoot and Mouth Disease (‘FMD’) in
pigs and Newcastle Disease (‘ND’) in poultry.
Climate-related risks
The Group’s ‘Sustainability and climate
change’ principal risk encompasses both
thephysical risks arising from climate change,
thetransitional risks associated with
theshifttowards achieving Net Zero and
environmental compliance risks. Climate-
related mitigation strategies and associated
assurances are regularly reviewed
and monitored.
The Risk and Internal Audit team work
closelywith the Sustainability team to ensure
that climate-related risks are consistently
monitored at the GroupRisk Committee.
During the year, theGroup further
integrated climate risks identified within
theClimate Scenario Analysis into existing
risk registers and enhanced the reporting
ofenvironmental compliance risks.
Our TCFD report outlines our key
disclosures on the four areas recommended
by TCFD: governance, strategy, risk
management, and metrics and targets,
whichcan be found on pages 36 to 39.
Principal risk trends
During the year, the Group has continued
tomonitor and assess risks in detail, while
identifying areas where further mitigations
could be implemented. Regular review
ofprincipal risks, completed over the
courseofthe year, resulted in the
followingchanges:
• increases to ‘Infection within livestock’
(due to the increased threat of ASF
andFMD), ‘Labour availability and cost’
(duetochanges to visa eligibility and the
new Employment Rights Act), ‘IT systems
andcyber security’ (following recent high
profile cyber incidents in the food
industry) and ‘Availability and cost of
supplies’ (replaced ‘Pig meat availability
and price’ to better reflect the widening
portfolio of key supplies);
• addition of ‘Animal welfare’ (escalated
fromsite risk registers); and
• refinement of ‘Recruitment and retention
of key personnel’ to ‘Leadership
succession’ (to better align the title
withtherisk identified).
Key priorities for next year
The Group continually reviews and
strengthens the Risk Management
Framework to uncover new opportunities
and support effective, informed decision
making. In theyear ahead, we plan to:
• utilise the assurance map developed
during the year to enhance assurance,
further align risk appetite to mitigation
strategies and raise awareness of balanced
risk management across theGroup;
• hold site and department-specific
workshops to provide further training
torisk owners on the Risk Management
Framework, the upgraded risk
management IT system and Provision 29
testing requirements; and
• build upon the co-source arrangement
toexpand the rolling programme of
risk-based reviews to provide additional
third line assurance coverage over the
Group’s principal risks.
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Cranswick plc Annual Report & Accounts 2026
65
Principal risks Risk owner Context Risk appetite Trend
1
Infection within
livestock
Director of
Agricultural
Strategy
Diseases such as ASF, AI and FMD remain a significant risk to the
business. The Group has limited influence over these risks as,
despite robust biosecurity measures on our farms, our export
activity could be impeded if ASF or FMD is detected in the UK.
2
Labour availability
andcost
Group HR Director The Group is reliant on high volumes of specialist labour.
Theavailability and cost of this remains a challenge due to political,
social and economic pressures such as changes to the use of skilled
worker visas and introduction of the Employment Rights Act.
3
Animal welfare Director of
Agricultural
Strategy
The Group has a strong commitment to embed and maintain
highstandards of animal welfare across our operations and supply
chains. Actions from the independent veterinary review are
progressing as expected.
NEW
4
Sustainability and
climate change
Head of
Sustainability,
Strategy and ESG
Outputs from the Climate Scenario Analysis continue to be
progressed during the year. Further focus has been placed
oncompliance with environmental regulations.
5
Reliance on key
customers
Group Marketing
Director
The Group continues to maintain strong relationships with
keycustomers and has secured long-term extensions to several
existing contracts duringthe year.
6
IT systems and
cybersecurity
Group IT Director Although there have been no significant cyber security breaches
during the year, the Group remains vigilant to the threat of a cyber
attack. The business continues to embrace initiatives that enhance
our ability to detect, protect, respond and recover from a cyber
security incident.
7
Consumer demand Group Marketing
Director
The Group’s product portfolio continues to perform well during
thecost-of-living crisis and the increase in weight loss medications
could reshape consumer behaviour, creating both challenges
andopportunities for the Group.
8
Availability and
cost ofsupplies
Group Purchasing
Director
The Group’s integrated supply chain model provides security
inthisarea and the Group continues to ensure that contingency
arrangements are in place for all key supplies.
9
Leadership succession Group HR Director Succession plans continue to be in place for all key management
roles and areregularly reviewed.
10
Health and safety Head of Health
andSafety
Robust processes are in place to manage health and safety risks,
the Group continues to invest in projects across the business that
will further enhance health and safety culture and behaviours.
11
Interest rate,
currency, liquidity
and credit risk
Director of Group
Reporting and
Control
Borrowing facilities are managed centrally and remain
appropriate.Duringthe year, the Group completed a successful
refinancingexercise.
12
Food scares and
product contamination
Group Technical
Director
The Group continues to invest in technological advancements to
maintain an industry-leading position for food safety and quality.
13
Disruption to Group
operations
Chief Operating
Officer
Enhancements have been made to the Group Crisis Manual to
ensure resilience during an incident. In the coming year, the Group
will review existing business continuity arrangements.
Our principal risks have been arranged in order of highest to lowest risk score, based on an assessment of their potential impact and likelihood
after mitigating controls, as shown below.
Risk trend key Risk appetite key
Risk increased Averse
Risk unchanged Moderately averse
Risk decreased Neutral
NEW New risk Moderately aggressive
Aggressive
Strategic enabler key
Supply
chain
Iconic and
relevant products
Lean
processing
Customer
relationships
Risk assessment
PRINCIPAL RISKS AND UNCERTAINTIES
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66
1
Infection within livestock
Risk description and impact
The Group is exposed to specific risks arising
from disease outbreaks such as ASF, FMD
and AI. Such events could disrupt the
supply of pig or poultry meat, restrict the
movement oflivestock or impede
exportactivity, whichmay adversely
impact theGroup’s operations and
financialperformance.
Oversight
Group Risk
Committee
Strategic
enabler
Mitigation strategy
The Group’s pig farming operations,
together with farms supplying
pigmeat from third parties,
aregeographically diversified
toreduce reliance on any single
production region. The Group’s
poultry flock ishoused indoors,
which helps tomitigate disease risk.
In addition, robust vaccination
programmes and biosecurity
controls are in place to minimise
therisk of infection across the
Group’s pig and poultryoperations.
Actions in 2025/26
• Vertical integration continued to
reduce our biosecurity risk due to
standardisation of controls across
farm sites.
• Continued to lobby the government to
introduce ASF legislation in the UK.
Future actions
• Develop contingency plans with
specific customers in preparation
forapotential disease outbreak.
• Research potential technologies
toassist with disease identification
and management.
2
Labour availability and cost
Risk description and impact
The Group is exposed to external
politicaland economic factors that may
affect theavailability and cost of labour
and specialist skills. Failure to attract,
retain and develop required talent could
adversely impact the Group’s operations
and financial performance.
Oversight
Remuneration
Committee
Group Risk
Committee
Strategic
enabler
Mitigation strategy
The Group continuously reviews
and enhances our recruitment
process and relationships with
third-party agency providers
toremain aligned with changing
market conditions and wage
demands. Inaddition, theGroup is
exploring opportunities to transition
a number of existing agency workers
into permanent roles and is assessing
alternative production methods
thatleverage emerging
technological advancements.
Actions in 2025/26
• Enhanced local recruitment efforts to
employ individuals via apprenticeships
following the closure of the skilled
worker visas for butchers.
• Identified potential risks of the
upcoming Employment Rights Act.
Future actions
• Maximise in-house recruitment across
the business to reduce the use of
recruitment agencies.
• Refresh HR policies in line with the
Employment Rights Act and the
abolishment of zero hour contracts.
3
Animal welfare
NEW
Risk description and impact
Physical, behavioural and psychological
needs of animals must be met to ensure the
highest standard of welfare is maintained.
Poor animal welfare practices could have
ethical, financial, legal and reputational
implications on the Group.
Oversight
ESG
Committee
Group Risk
Committee
Strategic
enabler
Mitigation strategy
Our integrated pig and poultry
farming system is designed to
minimise animal stress and maintain
high welfare standards.
Following an independent vet
review, the Group has committed
tosignificantly invest over the next
three years toenhance existing
animal welfarepractices.
Actions in 2025/26
• Expanded our Welfare team who
carry out farm welfare audits and
work closely with independent vets.
• Trialled and started to install an
Artificial Intelligence CCTV software
that flags potential welfare concerns.
Future actions
• Continue to roll out CCTV software
across our sites.
• Continue to implement
recommendations from the
independentvet review.
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67
4
Sustainability and climate change
Risk description and impact
The Group is exposed to physical risks
arising from climate change, transition
risks associated with the move towards
Net Zero, and environmental compliance
risks. Failure to effectively manage these
risks could have adverse implications for
regulatory compliance, financial resilience
and operational performance.
Oversight
ESG
Committee
Group Risk
Committee
Strategic
enabler
Mitigation strategy
The Group continues to advance
ourSecond Nature programme,
primarily through the Sustainability
team who create strategies to
reducecarbon emissions.
The Group also has a dedicated
Environmental team who closely
monitor and audit regulatory
compliance across the Group.
Actions in 2025/26
• Reviewed outputs from the Climate
Scenario Analysis (‘CSA’) work.
• Incorporated environmental
compliance into existing risk registers.
Future actions
• Conduct a detailed assessment of
environmental compliance risks.
• Embed the Taskforce for Nature-
related Financial Disclosures (‘TNFD’).
5
Reliance on key customers
Risk description and impact
A significant proportion of the Group’s
revenue is generated from a small number
of key customers. The loss of all, or part of,
the business with one or more of these
customers for a prolonged period could
adversely impact the Group’s
financialperformance.
Oversight
Group Risk
Committee
Strategic
enabler
Mitigation strategy
The Group consistently seeks
opportunities to grow its customer
base across all product categories
and collaborates closely with
customers to retain its reputation for
the highest standards in service,
product quality and new
productdevelopment.
Actions in 2025/26
• Secured additional long-term
contracts with existing customers
across our portfolio.
• Commissioned a new houmous site to
expand category offering.
Future actions
• Continue to strengthen customer
relationships through differentiated
offerings and service.
• Pursue further strategic partnerships
with new and existing customers.
6
IT systems and cyber security
Risk description and impact
In common with other businesses, the
Group is exposed to the risk of IT system
failures and cyber attacks, which could
disrupt operations, impact financial
performance, and compromise the
confidentiality and availability of data.
While no significant cyber security
breaches occurred during the year,
theBoard remains vigilant in light of
recentincidents within the food industry
and the increasing sophistication of
cyberthreats.
Oversight
Cyber Security
Steering
Committee
Group Risk
Committee
Strategic
enabler
Mitigation strategy
The Group maintains a robust IT
control framework aligned with
National Institute of Standards and
Technology (‘NIST 2.0’) guidelines,
which is regularly reviewed and
tested by both internal teams and
external specialists.
In addition, cyber insurance is in
place across the Group, providing
financial protection as well as access
to expert technical and legal support
in the event of a major cyber incident.
Actions in 2025/26
• Implemented a 24/7 managed
extended detection and response
service to deliver continuous
securitymonitoring.
• Strengthened cyber incident
response capabilities through
aretainer with industry-leading
crisismanagementpartners.
Future actions
• Invest in Zero Trust technologies
to strengthen endpoint security.
• Continue to mature our system
failover and recovery capabilities.
7
Consumer demand
Risk description and impact
The Group continues to face external
economic and social challenges, including
the impact of war, inflation in the UK,
pressure on household income and shifts
in food consumption patterns, all of which
could result in reduced demand for the
Group’s products.
Oversight
Group Risk
Committee
Strategic
enabler
Mitigation strategy
Despite ongoing economic
uncertainty, our products continue
to be highly competitive in price and
demand. The Group conducts
consumer research and collaborates
closely with customers to identify
future trends and opportunities,
adapting the product offer to provide
a broad portfolio of products across
premium, standard and value tiers.
Actions in 2025/26
• Adapted strategies to ensure
thebalance of healthy, affordable
products, while satisfying demand
forpremium ranges.
Future actions
• Continue to develop consumer
propositions to support healthy
eating requirements.
• Ongoing investment in Group facilities
to boost available capacity or add new
capabilities to meet evolving demands.
PRINCIPAL RISKS AND UNCERTAINTIES
CONTINUED
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8
Availability and cost of supplies
Risk description and impact
The Group is exposed to issues associated
with the availability and cost of supplies.
Alack of availability of supplies or an
increase in costs could adversely impact
the Group’s operations, finances and
ability to supply key customers.
Oversight
Supply Chain
Resilience
Group
Group Risk
Committee
Strategic
enabler
Mitigation strategy
The Group continues to enhance
supply chain resilience by ensuring
contingencies are in place for
allkeysupplies.
The Group also benefits from a
reliable, long-established farming
supply network for both pork and
poultry, complemented by supply
from the Group’s own farms.
Actions in 2025/26
• Formalised a supplier resilience
forum to provide central oversight
ofsupply challenge exposure,
keysupplier cyber/financial positions
and contingency planning.
• Improved cross function
communication between Purchasing
and Technical teams to ensure supply
concerns are discussed and
actionedcoherently.
Future actions
• Integrate and roll out training
foran automated solution to
proactively identify suppliers
atfinancial risk.
• Establish a project to centralise
supplier data to allow for
betteranalysis.
9
Leadership succession
Risk description and impact
The Group is exposed to succession
riskswithin key management roles,
manyof whom have been with the
business for a significant tenure.
Thepotential loss of their expertise
couldpresent challenges in maintaining
continuity, creating capability gaps and
impacting strategic leadership.
Oversight
Remuneration
Committee
Nomination
Committee
Group Risk
Committee
Strategic
enabler
Mitigation strategy
The Group has established formal
succession plans in place for key
management roles and actively
develops internal talent to ensure a
smooth transition and the continued
delivery of strategic objectives.
Actions in 2025/26
• Continued to deliver Management
upskilling initiatives, which are
designed to recognise and nurture
internal talent.
Future actions
• Introduce succession plan KPIs
acrosssites to ensure they are
reviewed regularly.
• Further review of existing
successionplans to ensure they
remain appropriate.
10
Health and safety
Risk description and impact
The Group is exposed to the risk of injury
or harm to employees and third parties,
which could result in breaches of health
and safety regulations. Such breaches
maylead to reputational damage,
regulatory sanctions, operational
restrictions, financial penalties or
personalinjury claims.
While no significant health and safety
incidents occurred during the year,
theGroup remains mindful of incidents
reported within the wider food industry.
Oversight
Group Risk
Committee
Strategic
enabler
Mitigation strategy
The Group operates a robust
Healthand Safety Framework that
isregularly reviewed by independent
parties, complies with all applicable
regulations and standards, and is
aligned with industry best practice.
All sites are subject to regular
auditsconducted by internal
teams,customers and regulatory
authorities to ensure ongoing
compliance with these standards.
Actions in 2025/26
• Invested in manual handling reduction
equipment and pedestrian vehicle
interface solutions such as vacuum
lifters, dolav tippers, barriers and
vibra-tag systems.
• Utilised a new training system for
delivering on-the-job training with
videos delivered in multiple languages.
Future actions
• Develop a new Health & Safety
strategy with a focus on safety
campaigns and employee
engagement initiatives.
• Continue to focus on mitigation
projects for manual handling and
pedestrian vehicle interface risks.
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69
11
Interest rate, currency, liquidity and credit risk
Risk description and impact
The Group requires continued access
tofunding to support operations,
futuregrowth initiatives and acquisitions,
and is also exposed to financial risks
arising from borrowings and foreign
currency movements in certain areas.
Oversight
Group Risk
Committee
Strategic
enabler
Mitigation strategy
Each site has access to the Group’s
overdraft facility, with bank balances
monitored daily by the Group
Finance team.
All bank debt is managed centrally
to ensure sufficient headroom is
maintained at all times, and the
Group employs currency and
commodity hedging strategies to
mitigate exposure tofluctuations.
Actions in 2025/26
• Successfully refinanced the Group’s
borrowing facilities.
Future actions
• In light of ongoing economic
uncertainties, continue to monitor
customer credit risks to ensure they
are managed appropriately.
• Ensure appropriate hedging
arrangements continue to be
inplacefor currencies and
specificcommodities.
12
Food scares and product contamination
Risk description and impact
The Group is exposed to the risk of both
accidental and deliberate contamination
of products or raw materials, as well
aspotential industry-wide food safety
concerns. Such incidents could lead to
product recall costs, regulatory penalties,
and reputational damage.
Oversight
Group Risk
Committee
Strategic
enabler
Mitigation strategy
The Group ensures full traceability of
all raw materials to their original
source, and consistently monitors
manufacturing sites, suppliers,
storage and distribution systems.
Crisis management procedures
arealso in place to minimise
potential impacts and ensure
effective communication with
keyinternal stakeholders.
Actions in 2025/26
• Trialled improved technology to
detect foreign bodies including
soft plastics.
• Furthered our industry-leading
position by enhancing the approach
to internal technical audits.
Future actions
• Roll out enhanced foreign body
detection technology across
the Group.
• Research best available technology
to enhance detection capabilities.
13
Disruption to Group operations
Risk description and impact
Major incidents, including fires, floods,
loss of essential utilities, or critical
machinery failures, could cause
prolongeddisruptions to site operations
and affectthe Group’s ability to meet
customer demand.
Oversight
Group Risk
Committee
Strategic
enabler
Mitigation strategy
The Group has established crisis
management plans and maintains
comprehensive insurance coverage
to mitigate financial losses.
Operational continuity is further
supported by the potential use of
multiple sites to maintain production
across many of the Group’s core
product lines.
Actions in 2025/26
• Rolled out a new crisis manual and
tested it with sites during a crisis
simulation exercise.
Future actions
• Review business continuity
arrangements to identify any areas
for improvement.
PRINCIPAL RISKS AND UNCERTAINTIES
CONTINUED
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70
VIABILITY STATEMENT
In accordance with the provisions
of the UK Corporate Governance
Code, the Board has assessed
the viability of the Group over an
appropriate time period, taking
into account the current position,
future prospects and the potential
impact of the principal risks to the
Group’s business model and ability
to deliver its strategy.
The Board has determined that a three-year
period to March 2029 is an appropriate
period over which to provide its Viability
Statement. This time frame has been
specifically chosen due to the fast moving
nature of the food industry and the current
financial and operational forecasting cycles
of the Group.
In making this assessment of viability,
theBoard carried out a robust assessment
oftheprincipal risks and uncertainties facing
the Group as well as considering material
macroeconomic conditions and geopolitical
challenges. Detailed assessment of the
principal risks is detailed on pages 67 to 70
of this report.
Principal risks, which were assessed to
havethe highest likelihood of occurrence
orthe severest impact, crystallising both
individually and in combination, were
considered. These risks included: disease
and infection within livestock, in particular
focusing on an outbreak of Avian Influenza
and African Swine Fever in the UK and
Europe; animal welfare; labour availability
and cost; sustainability and climate change;
reliance on key customers; and IT systems
and cyber security.
Having considered the magnitude of the
principal risks, the linkage between them
andpotential mitigation, as well as the level
ofuncertainty surrounding the risk, the
conclusion was reached that extensive
modelling was only required on the labour
availability and the impact of disease and
infection in livestock, in particular focusing
on the risk of both an outbreak of Avian
Influenza impacting our chicken flock and a
widespread outbreak of African Swine Fever
in the UK and Europe impacting our
pig herds.
In establishing relevant severe but plausible
downside scenarios, the Board has considered
the potential impact of a significant shortage
of skilled labour, together with outbreaks of
Avian Influenza (‘AI’) and African Swine Fever
(‘ASF’). For the purposes of the viability
assessment, AI and ASF have been modelled
both individually and on a combined basis to
reflect the potential for concurrent livestock
disease risks, whilst labour availability has
been assessed as a separate scenario due to
the mitigating effect of assumptions applied
within the other scenarios. The assessment
has been performed through sensitivity
analysis of these scenarios against the Group’s
base case.
Availability of appropriately skilled labour
continues as a heightened concern in the
UKlabour market, necessitating various
strategies within our recruitment model.
The key assumption in this scenario included
a flat 20 per cent increase in direct labour
cost across the whole Cranswick Group.
An assumption was made that this would be
inplace for the full viability period.
In respect of African Swine Fever, the most
severe but plausible downside scenario
identified was the inability to sell any pork
products in the UK during the affected
period. This scenario also assumed that the
facilities, which supply solely pork products,
or which are unlikely to have sufficient
demand for alternative proteins, are closed
and most employees at those facilities are
made redundant. Moreover, it was assumed
that the majority of multi-protein sites do
notfully recover pork volumes, resulting
inadditional demand for poultry and
continental products, which in turn led to
increased poultry prices due to reduced
protein availability. Mitigating actions in
thescenario analysis included management
ofdiscretionary and capital expenditure.
The Avian Influenza severe but plausible
scenario has been modelled based on
thelatest UK Government’s guidance,
observations from current UK AI cases and
the experience of the Group over the past
12 months. This scenario assumed that all
UKpoultry farms, including both broilers
andbreeders, are infected and, as a result,
the Group is unable to sell any fresh poultry
products during the impacted period.
Given the UK’s experience with Avian
Influenza, however, it is expected that the
disease could be actively managed with
chicken flocks replenished within a short
period of time. Assumption was also made
that other Cranswick Group entities,
currently buying poultry produce from
Cranswick’s poultry businesses, would be
able to source materials from alternative
sources. Given the relatively brief impact
period, no workforce redundancies were
assumed, and central costs
remained unadjusted.
The sensitivity analysis utilised the Group’s
robust three-year budget and forecasting
process to quantify the financial impact on
the strategic plan and on the Group’s viability
against specific measures including liquidity,
credit rating and bank covenants.
Given the strong liquidity of the Group,
thecommitted banking facilities and the
diversity of operations, the results of the
sensitivity analysis highlighted that the
Group would, over the three-year period,
beable to withstand the impact of the most
severe combination of the risks modelled by
making adjustments to its strategic plan
anddiscretionary expenditure, with a strong
headroom against current available facilities
and full covenant compliance in all
modelled scenarios.
Based on the results of this analysis, the
Board has a reasonable expectation that the
Group will be able to continue in operation
and meet its liabilities as they fall due over
the period to 31 March 2029.
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71
NON-FINANCIAL AND SUSTAINABILITY
INFORMATION STATEMENT
Human Rights
Respect for Human Rights is fundamental
tothe sustainability of our business. We have
a responsibility to ensure that our colleagues,
our customers, the communities we operate
in and the people who work throughout our
supply chain are treated with dignity and
respect. We are committed to creating a safe,
equal and diverse workplace with fair terms
and conditions for all our employees.
We provide our employees with information,
guidance, training and equipment to carry
out their duties safely, and the mental
wellbeing of our people is just as important
as their physical safety. We are also a
member of Sedex, which helps us manage
supplier performance on business ethics.
This assists us in making informed business
decisions and drive continuous improvement
across the supply chain.
Anti-slavery and human trafficking
We are committed to ensuring that there
isno modern slavery or human trafficking
inour supply chains or in any part of our
business. Our Anti-slavery and Human
Trafficking Policy reflects our commitment
toacting ethically and with integrity in all
ofour business relationships. We have
implemented, and enforced, effective
systems and controls to ensure slavery and
human trafficking is not taking place
anywhere in our supply chains. We monitor
ethical standards across the business on a
regular basis both internally and via external
third-party audits.
Robust technical and traceability systems
ensure that our products are responsibly
sourced from suppliers whose values are
aligned with our own. We provide training to
our staff and all our HR teams and our Group
Technical team have attended workshops
and awareness sessions.
Anti-bribery
It is Cranswick’s policy to conduct business
inan open and honest way, without the use
ofcorrupt practices or acts of bribery.
Cranswick has a zero-tolerance attitude
towards acts of bribery. We expect all
customers, suppliers and business associates
to support us in this policy. The policy is
mandatory to all individuals working for,
oronbehalf of, the Group, regardless of
where they are based and whether they
aredirectly employed by the Group.
During the year, the Group’s policies were also
updated to reflect the new failure to prevent
fraud offence as a part of the Economic Crime
and Corporate Transparency Act 2023.
Whistleblowing Policy
The Group uses an independent third-party
whistleblowing hotline system, which enables
employees and third parties to report,
anonymously if required, any concerns.
The whistleblowing line is available 24 hours
per day, 7 days per week and 365 days a year.
It is also available for translation into most
languages. Steps are also taken during the year
to publicise the availability of the hotline to the
Group’s employees.
During the year, the Group continued to
promote the whistleblowing lineto its
workforce including, in particular, atits farms
in relation to animal welfare.
The operation of the Group’s whistleblowing
arrangements is subject to annual review by
the Board and periodic audit by the Group’s
Internal Audit function.
Whistleblowing reports are reviewed
quarterly by the Audit Committee and are
subject to an annual review by the Board.
During the 52 weeks ended 28 March 2026,
44 whistleblowing reports were received and
investigated, which related predominantly to
human resource-related matters. All of the
reports received were investigated of which
23 were found to be partly or wholly justified
resulting inappropriate corrective action
being taken toaddress the issue reported.
Our Strategic Report for the 52 weeks
ended 28 March 2026, from the inside front
cover to page 72, has been reviewed and
approved by the Board and is signed by
order of the Board.
Steven Glover
Company Secretary
19 May 2026
The table below is intended to set out where stakeholders can find information on key areas in accordance with the Non-Financial
andSustainability Reporting requirements contained in sections 414CA and 414CB of the Companies Act 2006.
Reporting requirement Policies (can be found on: www.cranswick.plc.uk) References
Environmental matters Group Environmental & Energy Policy
Group Water Policy
Group Deforestation Policy
Group Sustainability Procurement Policy
Animal Welfare Policy
ISO140001 accreditation
See pages 27 to 35 for a description of the Second
Nature activities and the Group’s work
onprocurement and animal welfare are discussed
on pages 52 to 54.
Employees Health and Safety Policy
Group Equal Opportunities, Harassment and Dignity at Work
A description of the Group’s activities in relation
toemployees can be found on pages 45 to 49.
Human rights Group Human Rights Policy
Anti-slavery and Human Trafficking Policy
Group Equal Opportunities, Harassment and Dignity at Work
We remain vigilant when it comes to excluding
modern slavery and human trafficking from
oursupply chains. For further information,
pleasesee below.
Social matters Group Ethical Trading Policy
Group Corporate Responsibility Policy
Group Sustainable Procurement Policy
Group Healthy Eating Policy
Cranswick is committed to doing business
inanethical way and our policies apply to all
operations. For more details, see pages 45 to61.
Anti-corruption
andanti-bribery
Anti-Bribery Policy
Group Ethical Trading Policy
The Group’s policies set out the high standards
expected when it comes to doing business fairly.
See below for further information.
Description of principal risks and impact of business activity See pages 64 to 70.
Description of the business model See pages 4 to 6.
Non-financial KPIs See page 21.
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72
CORPORATE
GOVERNANCE
74 Chairman’s Overview
76 Board of Directors
78 Board Leadership and Purpose
80 Board Activities
86 Governance Framework
88 Board Effectiveness
89 Division of Responsibilities
90 Compliance Statement
91 The ESG Committee
93 The Audit Committee
98 The Nomination Committee
101 The Remuneration Committee
105 Remuneration at a Glance
107 Annual Report on Directors’ Remuneration
119 Remuneration Policy
126 Directors’ Report
131 Statement of Directors’ Responsibilities
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Cranswick plc Annual Report & Accounts 2026
73
CHAIRMAN’S OVERVIEW
“Against a backdrop of unexpected
economic and geopolitical uncertainty,
Cranswick continues to concentrate
onthedisciplined delivery of its
strategyand on its purpose of feeding
thenation with authentically made,
sustainably producedfood.”
Tim J Smith CBE
Chairman
Throughout the year, my fellow
Directors and I remained focused
on resilience, sound governance
and the long-term creation of
value for Shareholders and other
stakeholders alike.
The operating environment for the UK food
sector continues to be shaped by changing
consumer preferences, inflationary pressures
and ongoing supply chain complexity.
During the year, the Group also faced a
number of sector specific operational and
reputational challenges, including animal
welfare issues at certain farms and planning
constraints that affected the pace of
expansion. These developments served to
reinforce the importance of clear strategic
focus,robust governance and effective
risk management.
Against this backdrop, the Group continued
to perform well operationally, while balancing
commercial delivery with its wider
responsibilities. For the Board, the priority
has been to ensure that Cranswick continues
to provide high-quality, safe and affordable
food, while having proper regard to
environmental impact, stakeholder
expectations and the long-term sustainability
of the business.
As Chairman, I am mindful that the Board
isresponsible for the Group’s governance
framework and for ensuring that
decisionmaking remains aligned with
theCompany’sstrategy, risk appetite
andstakeholder considerations.
This report explains how the Board applied
the principles of the 2024 UK Corporate
Governance Code during the year and
howitexercised oversight of the Group’s
most significant strategic, operational
andgovernance matters. Our detailed
compliance statement is set out on page 90,
including any areas of non-compliance and
the actions taken in response.
Animal welfare
In May 2025, activists covertly filmed at
theGroup’s North Moor Farm. The footage
included unacceptable treatment of pigs
bysome farm staff. It was shared with the
Company, customers and the media,
andreceived significant press coverage.
The issues identified were unacceptable
andfell materially short of the standards
expected across the Group. The incidents
prompted enhanced Board scrutiny of
theGroup’s governance, assurance
andoperational controls in this area.
The matter was considered at all subsequent
Board meetings and remains subject to
ongoing oversight through established
governance processes, supported by regular
management reporting and stakeholder
engagement. Directors also engaged
directly with shareholders, customers and
regulators on both the issue and the Group’s
response. Given the seriousness of the
matter and its implications for reputation,
customer confidence and licence to operate,
the Board commissioned an independent
veterinary review of animal welfare standards
in the pig business.
Following that review, the Board approved
aformal action plan together with the
investment required to implement its
recommendations. Further details of the
actions taken are set out in the Second
Nature report on pages 28 to 29.
Governance reform
In January 2024, the Financial Reporting
Council published the revised 2024 UK
Corporate Governance Code. Of particular
significance is Provision 29 in Section 4,
‘Audit, Risk, and Internal Control’, which
requires the Board to undertake an annual
review of the effectiveness of the Company’s
risk management and internal control
framework. These requirements will apply
toCranswick, with the first reporting in next
year’s Annual Report.
As noted last year, we undertook a significant
programme of work, supported by external
advisers, to review and strengthen the
Group’s control environment ahead of
thenew requirements. I am pleased to
reportthat this programme has now been
embedded, thereby strengthening the
Board’s oversight and supporting readiness
for compliance within the required timeframe.
The Board has agreed that the Audit
Committee will continue to provide detailed
scrutiny and challenge in relation to the
effectiveness of the Group’s risk
management and internal control framework,
including review of the declaration to be
included in the Annual Report. The Board
willreceive updates twice yearly, or more
frequently where appropriate, covering
keyfindings,areas of judgement and
emerging risks.
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This approach is intended to ensure rigorous
committee-level review, while preserving
clear Board ownership of the conclusions
reached under Provision 29 and the related
disclosures. Further detail is set out in the
Audit Committee Report.
Sustainability
During the autumn, the Board reviewed
thestructure and effectiveness of the ESG
Committee, with the support of external
advisers. The review drew on input from
Committee members and relevant
stakeholders engaged with the business,
aswell as evolving expectations in relation
toESG governance. The recommendations
arising from that review were subsequently
adopted by the ESG Committee and
approved by the Board.
The principal recommendation was to
streamline the ESG Committee in order to
sharpen its focus, improve its effectiveness
and enhance the independence of its
oversight. Membership was reduced to
threeNon-Executive Directors (Liz Barber,
AlanWilliams and Rachel Howarth), with
Executive Directors attending by invitation
where appropriate. I also stepped down
asChair of the Committee during the year
andwas pleased to hand over to our Senior
Independent Director, Liz Barber.
The Board also agreed that responsibility
forreviewing environmental disclosures
andreporting requirements, including
environmental performance data, should
transfer to the Audit Committee, as described
further in the Audit CommitteeReport.
This clearer allocation ofresponsibilities allows
the ESG Committee to focus on strategic ESG
priorities, emerging risks and the governance
implications of sustainability-related matters.
The review also identified opportunities
tostrengthen the Committee’s supporting
governance arrangements, including the role
of sub-committees and the more systematic
use of external expertise. Implementation of
these measures is under way.
Further details of the ESG Committee and its
activities are set out in the ESG Committee
Report on pages 91 and 92.
Operation of the Board
The Board met regularly during the year,
asdetailed on page 78. We reviewed the
Group’s long-term strategy and related
plans, with particular focus on sustaining
growth over the next five years, including
inpoultry. The strategic direction of the
Company remains a constant in the Board’s
deliberations. In addition, the Chair of the
Remuneration Committee and I continued
toengage with institutional Shareholders
following the remuneration report receiving
less than 80 per cent support at last year’s
AGM, and we reported the outcome of those
discussions to the Board. This engagement
isdescribed further in the Remuneration
Report on page 103.
Individual Directors undertook a number
ofsite visits to facilities and farms across
theGroup.
The Board also engaged with government
departments, ministers and industry bodies
on planning issues relevant to the delivery of
the Group’s strategic objectives. We believe
this engagement has improved understanding
of the constraints affecting the business and
of the actions required to support future
growth. The Board also reviewed a range of
strategic investments, both in existing facilities
and through acquisitions, as outlined in the
Strategic Report. I do not doubt that the
Government has the best of intentions to
remove barriers to economic growth and
improve the UK’s food security and we stand
ready to bring those plans to life.
Yetunde Hofmann also visited a number of
sites in her role as designated Non-Executive
Director responsible for workforce
engagement; further details are set out
onpage 80.
This year, Board effectiveness was reviewed
through an independent external evaluation
led by Ffion Hague of Independent Board
Evaluation. I am pleased to report that the
review concluded that the Board operates
collaboratively with a focus on performance
and growth, provides constructive challenge
and remains grounded in the Group’s values.
Further details of the evaluation, and of the
actions proposed in response, are set out on
page 88 of the Governance Report.
Governance
The Board continued to take account of
stakeholder interests as an integral part
ofitsdecision-making framework.
Further explanation of our principal
stakeholders, how their interests have
beenconsidered, and our Section 172(1)
Statement is set out on pages 44 to 61 ofthe
Strategic Report.
As Chairman, I remain committed to
maintaining high standards of governance
and to ensuring that the Board continues to
evolve its practices in line with regulatory
expectations, stakeholder priorities and the
long-term needs of the business. This report
sets out how governance supported the
delivery of strategy during the year and
howthe Board sought to align oversight,
accountability and the sustainable creation
ofshareholder value.
Tim J Smith CBE
Chairman
19 May 2026
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BOARD OF DIRECTORS
Term of office: Tim was appointed as an
independent Non-Executive Director in 2018
and was appointed as Chairman in 2021.
His tenure as at 28 March 2026 is eight years.
Independent: Yes.
Skills and experience: Tim has experience
inthe UK food sector having worked in food
manufacturing, government regulation
andsupermarket retail. Tim was the Group
Quality Director at Tesco plc between 2012
and 2017. Prior to joining Tesco plc, Tim was
the Chief Executive of the Food Standards
Agency (‘FSA’). Before joining the FSA,
Timled a number of food businesses
including Arla and Sarah Lee as CEO.
For government, Tim has also chaired the
Trade and Agriculture Commission and now
the Food and Drink Sector Council. Tim was
appointed a CBE in 2022 for services to the
food and agriculture sector.
External appointments andcommitments:
• Non-Executive Director of Pret a Manger
(Europe) Limited.
• Non-Executive Chairman of Sheffield
Hallam University.
TIM
SMITH CBE
Non-Executive
Chairman
N*
R
Term of office: Adam was appointed to
theBoard in 2003 as Managing Director
ofFresh Pork and became Chief Executive
in 2012.
Independent: Not applicable.
Skills and experience: Adam joined
Cranswick’s Fresh Pork business in 1991
andwas appointed to the Board in 2003
asManaging Director of Fresh Pork.
He wasappointed as Chief Operating
Officer in 2011 and then Chief Executive
in2012. Under his leadership, Cranswick
hascontinued to expand and become a
majorplayer in the food processing industry.
Adam was a committee member of the British
Pig Executive between 2005 and 2013.
External appointments andcommitments:
• None.
Term of office: Mark was appointed to
theBoard in 2009 as Finance Director.
Independent: Not applicable.
Skills and experience: Mark joined
Cranswick in 2008 as Group Financial
Controller and was appointed to the Board
as Finance Director in 2009. Before joining
the Company, Mark held a number of senior
finance roles in the food sector. Mark is
responsible for overseeing the financial
operation of the Group and setting financial
strategy. Mark is a Chartered Accountant.
External appointments andcommitments:
• Non-Executive Director of Vp plc.
Term of office: Jim was appointed to the
Board in 2010 as Sales and Marketing
Director and became Commercial Director
in 2014.
Independent: Not applicable.
Skills and experience: Jim joined Cranswick
in 1995. He was appointed Sales and
Marketing Director in 2010 and Commercial
Director in 2014, and has been a key member
of the team responsible for the growth
oftheGroup and the development of its
commercial strategy.
External appointments andcommitments:
• Pork Sector Council Member at Agriculture
and Horticulture Development
Board(‘AHDB’).
JIM
BRISBY
Chief Commercial Officer
Term of office: Chris was appointed to the
Board as Chief Operating Officer in 2022.
Independent: Not applicable.
Skills and experience: Chris joined
Cranswick in 1998 and since then has
undertaken a variety of senior management
roles, becoming the Group’s Chief Operating
Officer in 2015. Chris has responsibility
formanufacturing operations at the Group’s
primary processing and added-value
facilities, and also for its agricultural
operations, which support the Group’s
vertically integrated supply chain.
External appointments andcommitments:
• None.
CHRIS
ALDERSLEY
Chief Operating Officer
ADAM
COUCH
Chief Executive
MARK
BOTTOMLEY
Chief Financial Officer
Committee membership
A
Audit Committee
R
Remuneration Committee
N
Nomination Committee
E
ESG Committee
*
Chair
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Board by gender
Male (6)
A
Female (3)
B
B
A
Board by tenure (years)
0–3 (2)
A
3–6 (3)
B
Over 9 (3)
D
6–9 (1)
C
B
D
C
A
51–55 (3)
A
56–60 (3)
B
66–70 (1)
D
61– 65 (2)
C
B
Board by age (years)
D
C
A
Term of office: Liz was appointed as an
independent Non-Executive Director in
2021 and is Chair of the ESG Committee and
a Senior Independent Director. Her tenure as
at 28 March 2026 is five years.
Independent: Yes.
Skills and experience: Liz has a broad
experience of a range of sectors and
companies. She was with Ernst & Young for
23 years where she was a partner from 2001
and had a wide range of clients, including
Cranswick, where she was audit partner
between 2003 and 2007. In 2010, she joined
Kelda Group as Group CFO, becoming CEO
in 2019 and retiring in 2022. She is a Fellow
of the Institute of Chartered Accountants
inEngland and Wales (‘ICAEW’).
External appointments andcommitments:
• Non-Executive Director of Renew
Holdings plc, HICL Infrastructure plc,
Encyclis Limited and Sizewell C Limited.
Term of office: Yetunde was appointed
asanindependent Non-Executive Director
in2022 and is the Non-Executive Director
responsible for workforce engagement.
Her tenure as at 28 March 2026 is four years.
Independent: Yes.
Skills and experience:
Yetunde has
experiencegained in mergers and acquisitions,
business operating model transformation and
development. She is the Managing Director
ofSynchrony Development Consulting,
aninternational leadership and change
consultancy, and the founder of Solaris Global
Executive Leadership Development Academy.
She is also a visiting fellow at the University
ofReading’s Henley Business School.
External appointments andcommitments:
• Managing Director of Synchrony
Development Consulting and The Enjoyable
Life Series CIC.
• Founder of Solaris Global Executive
Leadership Development Academy.
• Non-Executive Director of Treatt plc
between 2019 and 2023.
YETUNDE
HOFMANN
Non-Executive Director
A
N
R
Term of office: Rachel was appointed as an
Independent Non-Executive Director in 2024,
and is Chair of the Remuneration Committee.
Her tenure as at 28 March 2026 is two years.
Independent: Yes.
Skills and experience: Rachel is the Group
People Officer at Whitbread plc, which is
theowner of Premier Inn, the UK’s biggest
hotel brand employing over 38,000 people
in over850 Premier Inn hotels and
restaurants across the UK. Rachel was
previously the Group HR Director with SSP
Group plc, before which she spent 16 years
with Tesco plc, in operational and human
resource capacities, and has also served as
anofficer inthe Royal Air Force, specialising
in logistics and supply chain.
External appointments andcommitments:
• Council Member, King’s College London.
RACHEL
HOWARTH
Non-Executive Director
E
N
R*
LIZ
BARBER
Senior Independent
Non-Executive Director
A
E*
N
R
Term of office: Alan was appointed as an
independent Non-Executive Director in 2023
and is Chair of the Audit Committee. His tenure
as at 28 March 2026 is three years.
Independent: Yes.
Skills and experience:
Alan was the Chief
Financial Officer of Travis Perkins plc, the UK’s
largest distributor of construction materials.
Prior to this, Alan held a number of senior
management roles in the food sector having
served as CFO at Greencore Group plc for six
years and previously working at Cadbury plc in
a variety of financial roles in the UK, France and
the US. In addition to his finance background,
Alan has extensive experience in leading
strategic initiatives, mergers and acquisitions,
integrations and business transformation.
Alan is a member of the Chartered Institute
ofManagement Accountants.
External appointments andcommitments:
• Non-Executive Director of Nichols plc.
• Executive Director of Travis Perkins plc
between 2017 and 2024.
ALAN
WILLIAMS
Non-Executive Director
A*
E
N
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BOARD LEADERSHIP AND PURPOSE
HOW WE ARE GOVERNED
Attendance
There were eight scheduled Board meetings
held during the year and a number of other
meetings and conference calls were
convened for specific business matters.
All Directors are expected to attend the
scheduled Board meetings and relevant
Committee meetings, in addition to the
Annual General Meeting (‘AGM’), unless they
are prevented from doing so by prior work
orextenuating personal commitments.
Where a Director is unable toattend a
meeting, they have the opportunity to review
relevant papers and discuss any issues with
the Chairman in advance of the meeting.
Following the meeting, the Chairman, or
Committee Chair as appropriate, also briefs
any Director not present to update them on
key matters discussed and decisions taken.
Details of Board membership and attendance
at scheduled Board meetings are set out in
the table below.
Operation
Conflicts of interest
The Board has completed its annual review
ofthe register relating to potential conflicts
of interest with its Directors and reviewed
Tim Smith’s potential conflict of interest
arising asa result of his directorship of
PretaManger (Europe) Limited, in relation
towhich, controls previously agreed remain
inplace. The Board also reviewed Rachel
Howarth’s potential conflict of interest
arising as a result of her employment as
executive of Whitbread plc (which is a
customer of the Group), in relation to which,
appropriate controls have been agreed to
address any conflict. No other potential
conflicts exist.
In cases where any conflict arises, it has been
agreed that the relevant Director does not
receive any confidential information relating
to the relevant matter or participate in the
relevant deliberations of the Board.
Appropriate consideration would also be
given to any further measures required
depending on the materiality and duration
ofany conflict situation. The Board confirms
that no actual conflicts occurred during
thecourse of the year.
Risk management and internal control
The Board has established a system of
internal control, which safeguards the
Shareholders’ investment and the Group’s
assets. Such a system provides reasonable,
but not absolute, assurance against material
misstatement or loss, as it is designed to
manage rather than eliminate the risk of
failure to achieve business objectives.
The Board is responsible for reviewing the
effectiveness of internal controls supported
by the Audit Committee, which reviews
theGroup’s principal risks, further outlined
inthereport on pages 93 to 97.
The Board confirms that the key ongoing
processes and features of the Group’s
internal, risk-based, control system have been
fully operative throughout the year and up
tothe date of approval of the Annual Report.
Board membership and attendance
Board
Audit
Committee
Nomination
Committee
Remuneration
Committee
ESG
Committee
Meetings held during the year 8 4273
Meetings
attended
Meetings
attended
Meetings
attended
Meetings
attended
Meetings
attended
Executive Directors
Chris Aldersley 8 N/A N/A N/A 2*
Mark Bottomley 8 N/A N/A N/A 2*
Jim Brisby 8 N/A N/A N/A 2*
Adam Couch 8 N/A N/A N/A 2*
Non-Executive Directors
Liz Barber 8 4 2 7 3*
Yetunde Hofmann 8 4 2 7 2*
Rachel Howarth 8 N/A 2 7 3*
Tim Smith 8 4 2 7 2*
Alan Williams 8 4 2 N/A 3
*
* The Executive Directors, Tim Smith and Yetunde Hofmann attended all of the meetings of the ESG Committee held prior to its restructuring when they
stepped down as members of the Committee (as further described in the ESG Committee Report on page 92).
N/A: not applicable (where a Director is not a member of the Committee). Executive Directors attend the various Committee meetings by invitation as required.
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Financial reporting
The culture of the business extends
totheprovision of financial information.
Operational management provide
weeklyreviews, monthly trading reports,
andannualbudgets, and these are
forwardedtoGroupmanagement and
arediscussed atmonthly site operating
board meetings. Group Executive Directors
attend most ofthese meetings and the
information isconsolidated and reported
atBoard meetings. The Group prepares an
annual budget and half-year re-forecast
thatareagreed by the Board, with the
budget including a three-year forecast
forconsideration to support the
Viability Statement.
The use of standard reporting software
byallGroup entities ensures that
informationis presented in a consistent
manner, whichfacilitates the preparation
oftheConsolidated Financial Statements.
Site directors and finance heads are required
to sign a monthly confirmation that their
business has complied with the Group’s
accounting policies and procedures, with
amore detailed confirmation provided
forhalf-year and year-end reporting.
Remuneration
The Remuneration Committee monitors
theexecutive remuneration packages
andincentive schemes, and believes
theincentives provide a strong alignment
between Shareholders, the Executive
Directors and the wider Senior Executive
Management team.
Stakeholders
The Board engages with the Company’s
stakeholders to enable it to understand their
interests and to facilitate effective decision
making and discharge its duties under
section 172(1) of the Companies Act 2006.
Further details of how the Board engages
areset out on page 80 and in our Section
172(1) Statement on pages 44 to 61.
Relations with Shareholders
Regular engagement with investors provides
the Group with the opportunity to discuss
certain areas of interest and to ascertain any
areas of concern they may have. Further details
of steps taken by the Group to engage with
its Shareholders are set out on page 60.
Details of the Company’s major Shareholders
are set out on page 193.
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BOARD ACTIVITIES
STAKEHOLDER ENGAGEMENT
The Board engages with
the Group’s stakeholders to
ensure that it understands their
interests and can balance these
appropriately when discharging
its duty under Section 172(1)
of the Companies Act 2006.
We value interaction with our
stakeholders and regularly review
how to make our decision-making
process more inclusive in relation
to our stakeholders.
Stakeholder engagement is conducted
through a number of channels, which include
established engagement processes with
ouremployees and investors, and individual
engagement by the Chairman and Executive
Directors directly with the Group’s
customers and suppliers. The Chairman
andExecutive Directors also participate
invarious UK Government advisory bodies
such as the UK Government’s Food and
DrinkSector Council, of which Tim Smith
isChairman, and regularly engage directly
withgovernment departments and agencies
such as the Department for Environment,
Food and Rural Affairs (‘DEFRA’) and
theAnimal and Plant Health Agency.
Directors also engage with industry bodies
such as the National Pig Association, Red
Tractor Pig Board, and Agriculture and
Horticulture Development Board, of which
Jim Brisby is a Council Member. The views
ofthe Group’s wider stakeholders are then
reported to the Board by regular updates
toensure that stakeholder interests can
beappropriately taken into account
and balanced.
Given the scope of the Group’s activities,
broader stakeholder engagement is
alsoundertaken by the Group’s senior
management, who have long-established
business-led relationships with both national
and local stakeholders, and regularly engage
directly with retailer sponsored producer
groups, our local communities, councils
andinterest groups. Any concerns or
emerging stakeholder issues identified
bymanagement are reported at regular
monthly management meetings attended
bythe Executive Directors, who, where
appropriate, engage directly and share
theirinsights at scheduled Board meetings.
Details of Board engagement with our
workforce and investors is described
as follows.
Workforce engagement
We have 12,902 permanent full-time
employees, who are employed on full-time
contracts. We do not have any zero-hours
contracts within this cohort of staff. We also
employ 423 permanent part-time employees,
and 3,188 agency employees who will
eitherhave a contract for services with an
employment agency or be employed on a
permanent contract with the relevant agency.
Our colleagues are key to the delivery of
ourstrategy and we believe they are one of
the key differentiators between Cranswick
and its competitors. Workforce engagement
is, therefore, a particular focus of the Board
and is undertaken through a number of
channels. We prioritise representation
chosen by our workforce, typically through
Works Committees established at each site.
Additionally, where preferred by employees,
we facilitate representation through trade
unions. Currently, four of our sites operate
under collective bargaining agreements.
These mechanisms provide avenues for
employees to voice their opinions, share
suggestions, address concerns, and engage
in wage negotiations.
Non-Executive Directors also undertake
individual site visits where they are
encouraged to engage directly with
colleagues at all levels, following which they
report back to the Board. The individual visits
and related agendas are determined
bytheNon-Executive Directors who
areencouraged to visit any of our sites,
whicharethen facilitated by the Group.
During the year, the Board also received
presentations from members of Cranswick’s
Next Generation Committee, which was
formed to ensure that the opinions and
attitudes of the younger generation of
colleagues are assessed to aid the Board’s
decision making, looking towards the future
of the business. The Board reviewed
presentations on educational engagement,
which helped to inform the Group’s
recruitment strategy and on employee
benefits, which has been reflected in the
Remuneration Committee’s review of
workforce pay and conditions.
The Group has appointed Yetunde Hofmann
as designated Non-Executive Director
responsible for workforce engagement
(‘ENED’). Yetunde engages with a wide and
diverse cross-section of the workforce that
goes beyond, without excluding, established
Works Councils that our engagement has
previously focused on.
The purpose of employee engagement is
toenable the Board to understand what it is
really like to work at Cranswick and to assess
the extent to which our culture is conducive
to the successful execution of our strategy
and contributing to the purpose, vision and
long-term success of the Group. The key aims
of our engagement process are to:
• develop the understanding of the culture
of the Group in the context of
the employee;
• enable greater insight into issues and
differences experienced by our workforce
at all levels; and
• enhance the ability of the Board to make
effective decisions that impact the
long-term success of the Group.
Yetunde’s responsibilities underpin putting
the purpose of our employee engagement
into effect and include the following:
• managing the process on behalf of the
Board, including setting standards in
relation to the format of meetings and
keyengagement topics to be raised;
• liaising with colleagues in HR and
management (in particular the Chief
Operating Officer) to facilitate meetings;
• coordinating and attending site visits
andengaging with local employees;
• coordinating online cross-company
engagement forums and meetings with
the Group’s Diversity, Equality and
Inclusion Committee; and
• issuing regular reports to the Board
raisingin confidence any issues that
require addressing and leading the annual
Board review of employee engagement.
During the year, seven ENED visits were
undertaken to a range of facilities covering
theGroup’s activities and geographic regions
that we operate in. These included meeting
with local management, one-to-one meetings
witha cross section of site workforces and
town hall meetings. The businesses visited
included manufacturing facilities as well
asfarming and agricultural businesses,
together with separately meeting the
Group’s apprentices and Cranswick’s
Diversity andInclusion Steering Group.
Yetunde’s scheduled programme also
included revisiting the Group’s Bacon facility
to review developments over the last
12 months. Other Non-Executive Directors
also participate in employee engagement
and joinin with a number of the ENED visits.
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The visits and meetings undertaken
weregenerally very positive with a strong
senseoflocal pride by colleagues in their
workplace being evident, along with a clear
understanding of the importance of health
andsafety and ensuring colleagues have a
safeworking environment. However, a number
ofconcerns were raised and discussed,
resulting in the following outcomes:
Management communication: Across a
number of sites, it was apparent that there
isscope for communication between
management and the wider workforce to be
improved, in particular, in relation to actions
taken (or not taken) relating to staff feedback
through employee forums and surveys.
Colleagues also indicated an appetite for
greater transparency relating to KPIs and
other indicators so that they could understand
their performance as part of the Group.
While the Board recognised the need
toimprove communication, the actions
required varied by site, reflecting
differencesin workforce composition and
whether employees were based at large
manufacturing facilities or more remote
agricultural locations. As a result, initiatives
ranged from increased use of town hall
meetings and greater management visibility
on site to enhanced support for Group
communication apps.
The Boarddid not, therefore, consider that
afundamental change was required to the
Group’s approach to communications but
endorsed recommendations to site
management to address issues identified.
The Group will continue to hold strategy
daysat which Executive Directors articulate
the Group’s strategy to wider management
teams, alongside online presentations by
senior management that are open to all
employees and provide opportunities for
Q&A sessions with Executive Directors.
Employee welfare: A wide range of employee
welfare issues were raised, which were largely
site-specific rather than indicating broader
Group-wide concerns. These included
enhancements to welfare facilities, such as
additional space or improved catering
arrangements, as well as upgrades to personal
protective equipment to better manage cold
working environments. Several sites also
highlighted concerns around workplace
stress, reflecting the challenging and often
time-pressured nature of the Group’s
operations, alongside wider pressures arising
from the cost-of-living challenges experienced
by many colleagues.
The Board considered issues raised, and
where these related to individual sites,
requested that these were addressed
bytheChief Operating Officer and Group
HR Director with site management teams.
In relation to stress and mental health,
theBoard continued to support the training
oflocal ‘mental health champions’ at each
ofthe Group’s sites to raise awareness about
mental health in the workplace and to create
a more open environment for discussing
mental health and wellbeing, along with
online GP facilities available to all employees,
which include mental health-related
counselling. The Board has also supported
increased collaboration between the Group
and GroceryAid, which provides confidential
financial, personal and emotional support
toemployees in the Food Sector who are
experiencing difficulties. Further details of
steps being taken to support our colleagues
are set out on pages 45 to 49 of the
Strategic Report.
Investors
Engaging with Shareholders on a
regularbasisis important to the Board.
Throughout the year, the Board engaged with
both its institutional investors and individual
Shareholders through a range ofmeetings
and scheduled presentations, such as the
Capital Markets Day presentation. The Group
also regularly updates investors through
announcements and a wide range of
information relating tothe Group is available
on our website: www.cranswick.plc.uk.
Further details of how we have engaged with
our stakeholders and key themes that have
been raised, and how these have influenced
the Board in its decision making are set out
on pages 60 and 61.
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BOARD ACTIVITIES
ACTIVITIES DURING THE YEAR
The Board met regularly
throughout the year to discharge
its duties. There were eight
scheduled meetings that
were held at the Group’s head
office and operational sites,
which were combined with
site tours and meetings with
operational management.
Details of attendance at meetings
can befound on page 78.
During the year, additional ad-hoc Board calls,
and a number of Committee meetings, were
held to manage matters that arose outside the
scheduled meetings. Directors also attended
a number of meetings of the Group’s Risk
andSecond Nature Committees.
The Chairman sets the agenda for meetings
with assistance from the Company Secretary.
A collaborative approach is taken by the
Board in relation to determining any
non-standard agenda items appropriate for
consideration by the Board. The Chairman
isresponsible for ensuring the efficient
running of the Board and that appropriate
priority and sufficient time is given in relation
to matters being considered to enable
effective decision making.
The Company Secretary supports the
Chairman in annual agenda planning
toensure that matters are scheduled for
consideration at appropriate meetings
throughout the year reflecting the
Group’sannual business cycle.
Meetings are also attended on an ad-hoc
basis by the Group’s advisers and members
of senior management to assist the Board
inthe consideration of relevant matters,
andto provide the opportunity to engage
with the Group’s broader management team.
Details of the Board’s activities are set
out in the table on page 83.
The Board considers our purpose,
cultureand strategy to ensure all decisions
haveaclear and consistent rationale.
This involvesbalancing the interests
ofallofour stakeholders, including
anycompeting stakeholder interests.
Details ofour key stakeholders,
howweengage with them, howwe foster
relationships and factors considered when
the Board discharges itsduties as set out in
Section 172(1) of the Companies Act 2006
can be found on pages 44 to 61 of the
Strategic Report. In addition to these factors,
the Board also considers the interests and
views of other stakeholders, including
regulators and government bodies.
Further details of some of the more
significant matters considered by the
Boardduring the year are as follows.
During 2025/26, the Board considered
arange of investments to advance the
Group’s growth strategy and further
secureits supply chains. These included
theacquisition of Blakemans to expand
ourrange of iconic products and the
Fridaythorpe feed mill to increase our pig
feed self-sufficiency to over 40 per cent.
Each acquisition required careful
consideration of a range of stakeholder
interests. While the Board balances
theneeds of a broad stakeholder base,
shareholders remain a key priority,
anditisessential that acquisitions deliver
attractive returns on capital. The Board
therefore focused on the efficient allocation
of capital and the expected long-term return
on investment. Detailed financial analysis
andbusiness plans were reviewed for both
acquisitions, and the Board concluded that
they were aligned with the Group’s strategy
while supporting expected investor returns.
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Area Actions taken
Strategy
Undertaking a review of the updated Group’s Strategic Plan.
Ongoing review of strategy implementation at Board meetings throughouttheyear.
Receiving presentations from operational management on future strategicopportunities.
Considering potential acquisition opportunities and other strategic initiatives.
Reviewing the Group’s investment programme to enhance its facilities andstrengthen its supply chains.
Performance
monitoring
Considering monthly reports from the Group’s Executive Directors.
Receiving reports from Board Committee Chairs.
Approving the Group’s budget.
Reviewing and approving the Group’s Annual Report and Accounts, interimresults and trading updates.
Approving capital expenditure proposals and leases in excess of £5 million andcertain key commercial contracts.
Approving the Company’s dividend strategy and recommending the 2024/25 final dividend and 2025/26 interim
dividend.
Governance
and risk
Reviewing three-year forecasts and other factors in support of the ViabilityStatement (viability is considered in detail
on page 91).
Considering the Group’s Risk Appetite Statement and principal non-financial risks to which the Group is exposed
(supported by the Audit Committee).
Reviewing the Board Committees’ effectiveness and Directors’conflictofinterest.
Reviewing quarterly health and safety, risk, cyber, ESG and technical updates.
Overseeing the Group’s whistleblowing arrangements and reports.
Sustainability
Considering the Group’s sustainability strategy, Second Nature.
Reviewing the performance against the Group’s Science-Based Targets andNet Zero 2050 commitment.
Reviewing the Group’s TCFD and SASB disclosures.
Reviewing and approving ESG investments.
People and
succession
Approving the appointment of Senior Executives.
Reviewing the Group’s labour strategy.
Reviewing proposals on senior executive succession planning.
Reviewing the structure, size, composition and diversity of the Board anditsCommittees (supported by the
Nomination Committee).
Reviewing behaviours to ensure these are consistent with the Group’s culture.
The Board also considered the impact
onlocalcommunities. As both transactions
involved the acquisition of existing
businesses, the immediate impact is
expected to beminimal. Over the longer
term, the investments are expected
tostrengthen thesustainability ofthese
businesses and support additional
investment, creating further employment
opportunities and delivering positive
outcomes for local communities.
Where additional development is undertaken,
the Board oversees appropriate stakeholder
engagement to explain proposals and
addresslocal considerations, including
potential disruption from construction
andincreased traffic, through meetings
andonline presentations.
The impact on the Group’s workforce was
also assessed. Overall, the acquisitions are
expected to have a positive effect, with
employees benefiting from increased job
security and enhanced career opportunities.
Neither acquisition was considered to have
amaterial impact on employees elsewhere
inthe Group.
The acquisition of the Fridaythorpe feed
millalso represents an important step in
strengthening the Group’s integrated supply
chain, enhancing resilience and supporting
improved productivity.
In assessing the transaction, the Board
recognised the importance of security
ofsupply to retail customers and consumers,
and the extent towhich an integrated supply
chain differentiates the Group from many
UKcompetitors, providing a clear
competitive advantage. Increased supply
chain visibility also enhances pricing
predictability and transparency, reinforcing
the Group’s long-term relationships with
retail customers under its model-based
supply arrangements.
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BOARD ACTIVITIES
EMBEDDING OUR CULTURE
Promoting our culture
The Group’s culture is based on our four
guiding principles of dedication to delivering
the highest-quality products, an unwavering
commitment to driving value, adapting to
theneeds of consumers through innovation
andbeing proud of our passionate and
committed colleagues. These four guiding
principles are bound together by our
SecondNature sustainability strategy.
Workforce: The Directors have actively
engaged with the Group’s workforce through
regular interaction at site visits and through
the Group’s ENED programme to promote
our culture. In addition, the Board has
received presentations from the Group’s
Next Generation Committee on certain
employee-related matters, which have
helped inform the Board’s views. During the
year, the Board also commissioned an
independent report whose remit included
the prevailing culture at farms, which resulted
in an increased training and development
programme focused on animal welfare for
our farm workers.
Health and safety: The Board actively
monitors health and safety performance
tofoster a strong safety culture in the
workplace, taking prompt action to address
any concerns and ensure colleague
wellbeing. During the year, the Board
received a number of presentations from
theGroup Head of Health and Safety and
senior management focused on ‘what keeps
you awake at night’, which helped to inform
the Board’s health and safety priorities,
whichwere communicated to the Group
through site management and the Group’s
intranet. The Board also received a
presentation fromexternal advisers on its
responsibilities relating to health and safety
and recent developments, which provided
additional focus for the Board relating to its
risk appetite, which underpins the Group’s
approach to health and safety.
Details of health and safety performance are
set out on page 49 of the Strategic Report.
High-quality products and innovation:
TheBoard receives monthly reports from
senior management on food safety standards
at each of our sites, which are reviewed
regularly by our own technical teams and
externally by the British Retail Consortium.
The Board also receives six-monthly
presentations from the Group Technical
Director on matters relating to food standards,
which inform the Board’s decisions inrelation
to various capital expenditure projects
andfood safety priorities across theGroup,
whichwere then communicated through
updates via our site technical teams.
The Directors also received several
presentations from the Group’s new
productdevelopment team on new
USdietary guidelines and their influence
onUKguidelines, as well as evolving
consumertrends, particularly in relation
toultra-processed food. These informed the
Board’s approach to strategy and investment
in product development, enabling the Group
to adapt to changing consumer needs. This is
communicated more widely to all colleagues
via features on the Group’s intranet ‘Flavour’.
Each of our guiding principles and Second
Nature Strategy is referenced to a range of
measures that are monitored and regularly
reviewed by the Board, details of which are
set out on the following page.
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How the Board monitored culture in 2025/26
Action taken Link to culture
Directors undertook site visits. Visits enable the Board to gain a direct understanding of the
workingenvironment of colleagues and the challenges that they face,
togetherwith the practical impact of the Group’s policies and initiatives
andunderstanding of the Group’s purpose. Where individual visits
areundertaken by Directors, feedback is provided to the Board
toassistthe understanding of the Group’s culture and ways in which
thisisunderstood and driven at a local level.
Reviewed reports from the Designated Non-Executive Director
responsible for Workforce Engagement (‘ENED’).
During the year, the Board considered a number of reports and related
recommendations from the ENED (Yetunde Hofmann) following visits
to various Group facilities, further details of which are set out on pages
80 and 81 of the Governance Report.
Sponsored Group-wide colleague surveys and considered
responses provided.
These facilitate the Board in obtaining feedback from colleagues on
howthe business is operated and led, and enable a critical review of
theGroup’s culture. TheBoard reviews and monitors response rates,
which supports its understanding of colleague engagement and their
awareness of our culture and guiding principles.
Reviewed health and safety performance trends and statistics. Active monitoring of performance at our sites enables the Board
tomonitor the effectiveness of safety practices and behaviours,
andtoidentify issues that require addressing to promote a health
andsafety culture to ensure colleague safety.
Reviewed data on food safety and reports on related
technicalmatters.
Provides the Board with insight into how the delivery of high-quality
food is undertaken at a site level and, where issues were identified,
improvement plans required and the implementation of learnings
across the Group.
Attended Second Nature Group meetings, visited various
SecondNature projects and reviewed regular progress reports
oninitiatives being undertaken.
Allowed the Board to develop further insight into the Group’s
sustainability strategy and ways this is embraced throughout
the Group by colleagues and individual sites.
Participated in product development reviews, tastings,
andmonitored the development of new productcategories,
andtheir commercial introduction intothe market.
Enabled the Board to understand new recipes and culinary ideas
developed to ensure our products remain relevant and are adapted
tothe needs of the modern consumer and, more broadly, the extent
towhich our workforce take an interest andpride in the products
theyhelp to produce.
Reviewed details of internal audits where performance was
considered to fall short of Group standards (through Audit
Committee reviews reported to the Board).
Reports highlighted to the Board matters where behaviours and
practices were notconsistent with the promotion of the Group’s
cultureand provided details oflearnings applicable to the Group
moregenerally and actions being taken torectify matters.
Reviewed a broad range of matters related to business integrity
across the Group, including the operation ofanindependent
whistleblowing line and the implementation of policies relating to
modern slavery, equal opportunities and diversity, and anti-bribery
andcorruption.
This provided the Board with an understanding and the opportunity
toreview practices and behaviours across the Group and the extent
towhich these promote the Group’s purpose and culture.
Reviewed and approved major capital expenditure proposals
acrossthe Group.
Facilitated the Board’s understanding of how the Group is supporting
its purpose and culture through investment by reference to a number
oflinked criteria including its impact on our efficiency, environmental
performance and ability tooffer value tocustomers.
Underpinning our culture
We have developed various means of
engagement to underpin our culture and
toensure that our colleagues understand
and contribute to this at a practical level.
All employees participate in online
trainingtoensure that they understand
theexpectations and standards that define
theGroup across a wide range of areas,
including food safety, diversity and inclusion,
anti-bribery and corruption, and health
andsafety, which are refreshed and
supplemented at regular intervals.
The Board is kept informed of engagement
across the workforce through regular site
visits, engagement with works councils
andfrom feedback on presentations to
ourcolleagues on the Group’s performance
and strategy.
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GOVERNANCE FRAMEWORK
The Board is responsible for the long-term success and stewardship of the Company, overseeing its conduct and affairs to create sustainable value for
the benefit of its Shareholders and other stakeholders, including customers, suppliers, employees and the communities in which the business operates.
The Board is ultimately responsible for thebusiness strategy and the financial robustness of the Group, for monitoring performance
andforestablishing a governance structure and practice that facilitates effective decision making and good governance.
The Board consists of Executive Directors alongside a strong team of experienced Non-Executive Directors. All Non-Executive Directors
areindependent. The Executive Directors have responsibility for particular functions, which are set out on page 76, and further delegate
management to the wider senior management team throughout the Group based on their experience and seniority.
To enable the members of the Board to discharge these responsibilities, they have full and timely access to all relevant information.
Board meetings are periodically held at the Group’s sites and Non-Executive Directors regularly visit the Group’s sites on an individual basis
allowing the Directors to review the operations and meet the management teams of those particular sites.
• Establishes the Company’s strategy, purpose and values.
• Promotes the long-term success ofthe Company.
• Engages with stakeholders to ensure their interests
areappropriately balanced.
• Reviews the principal risks faced by the Company
andestablishesitsrisk appetite.
• Maintains a framework of effective and prudent controls.
• Reviews and promotes the Group’s culture.
• Approves the Company’s budgets, financial reports and dividends.
• Oversees matters delegated toBoard Committees.
The Board delegates certain roles and responsibilities to its various
Committees and to Senior Executives. The Committees ensure
thatthere isindependent oversight of internal controls and risk
management and assist the Board by fulfilling their obligations
andreporting back to the Board on the outcomes from their
respective activities.
The Terms of Reference for each Board Committee are available
onthe Company’s website at: www.cranswick.plc.uk.
The key responsibilities of the Environment, Social and Corporate
Governance (‘ESG’) Committee, Audit Committee, Nomination
Committee and Remuneration Committee are set out on pages 91
to 118.
NOMINATION
COMMITTEE
REMUNERATION
COMMITTEE
ESG COMMITTEE
AUDIT & RISK
COMMITTEE
Executive Committees are constituted on an ad-hoc basis
toaddressparticular strategic, operational and commercial
mattersaffecting the business.
These consist of Executive Directors and relevant Senior Executives
from the business. The feedback from any such Committees is shared
withthe Board.
Operating boards (or sub-boards) consisting of Senior Executives
from each of the relevant businesses meet regularly to discuss
operational andcommercial matters affecting such businesses.
Operating boards are also attended by the Executive Directors
andrelevant members of the Group’s Food Central Division,
whichprovides technical and administrative support across
theGroup. The feedback from the operating boards is shared
withthe Board.
FRESH PORK CONVENIENCE
GOURMET
PRODUCTS
POULTRY
PET
PRODUCTS
BOARD OF DIRECTORS
BOARD COMMITTEES
EXECUTIVE COMMITTEES
OPERATING BOARDS
EXECUTIVE MANAGEMENT
3–6 (4)
A
6–9 (2)
B
Over 9 (3)
C
B
Executive management by tenure
(years)
C
A
41–50 (3)
A
51–60 (6)
B
B
Executive management by age (years)
A
Male (7)
A
Female (2)
B
B
Executive management by gender
A
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Succession planning
During the year, the Nomination
Committeereviewed the Board and Senior
Management succession plans, which
incorporated contingency planning relating
to sudden andunforeseen departures,
together with longer-term planning.
While appointments continue to be made
onthe basis of merit, without the adoption
ofspecific diversity targets, the Board
recognises the importance of ensuring that
itis not composed exclusively of like-minded
individuals with similar backgrounds,
andhasa policy of increasing diversity
atall levels.
For a detailed discussion of diversity,
refertothe Nomination Committee Report
on page 99.
Director reappointment
All Non-Executive Directors undertake
afixed term of three years subject to annual
re-election by Shareholders at the AGM.
The fixed term can be extended, and
consistent with Corporate Governance best
practice, would not exceed nine years except
in the case of exceptional circumstances.
The current length of tenure for the
Chairman and each of the Non-Executive
Directors as at 28 March 2026 is set out on
page 86.
Professional development and support
All Directors are provided with the
opportunity for ongoing training to keep
upto date with relevant legislative changes,
including covering their duties and
responsibilities as Directors and the general
business environment. Directors can obtain
independent advice at the expense
ofthe Company.
Training is provided at training sessions
delivered at Board meetings, which all
Directors attend and also by way of focused
meetings and site visits undertaken
byindividual Non-Executive Directors.
Training is delivered by Senior Executives
and, where appropriate, by external advisers
and other professional bodies.
In the past year, the Board received updates
and training on a number of topics including
various technical presentations along with
other market perspectives from
management. The Company Secretary and
Group Finance also provide briefings during
the year on material developments in legal,
governance and compliance matters.
During the year, Non-Executive Directors
also attended a number of Group Risk
Committee and Second Nature Committee
meetings to further enhance their
understanding of the Group’s operations.
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BOARD EFFECTIVENESS
During late 2025/early 2026,
theBoard conducted its triennial
external evaluation of its own
performance and that of its
Committees and individual
Directors in accordance with
the requirements of the 2024
Corporate Governance Code
andrecommendations of the
Financial Reporting Council’s
Guidance onBoard Effectiveness.
The Company conducted a tender process
led by the Chairman and Company Secretary
to appoint consultants to facilitate the
Boardevaluation, with the support of the
Non-Executive Directors. The Company
appointed Ffion Hague of Independent
Board Evaluation who has a long-established
reputation in the field. Ffion Hague is
independent of the Company and has not
previously provided it with any services or
otherwise has any connection to the Group.
External evaluation
Following appointment, Ffion Hague met
with the Chairman, Chief Executive and
Company Secretary to gain a greater
understanding of the strategy of the business
and context within which the evaluation was
being undertaken, and to agree the scope
ofthe evaluation process.
In person meetings were then held by Ffion
Hague with each Director and Company
Secretary during which a range of agreed
topics were discussed, including:
• Board composition;
• leadership and succession planning;
• Board dynamics and decision making;
• strategy, purpose, values and culture;
• operation of Board Committees; and
• Board logistics and secretariat support.
In addition, Ffion Hague reviewed the
Committee Terms of Reference and a range
of Board papers, and also interviewed a
number of senior executives who interact
regularly with the Board and the external
auditors in relation to the operation of the
Audit Committee. Additional insight was also
provided by observing the January Board
and Committee meetings. In relation to
theESG Committee, the review was limited
to the structure and constitution of the
Committee following its recent restructuring
described in more detail in the ESG
Committee Report on page 91.
Ffion Hague then discussed her initial
conclusions with the Chairman, and a report
was prepared, which was circulated to
allmembers of the Board, which included
findings and a number of recommendations.
The report was then presented to the
BoardbyFfionHague and discussed at
itsMarch meeting.
Findings
Ffion Hague’s evaluation report was robust
and informative and provided a valuable
independent external perspective on the
Group’s governance. In particular, the
evaluation found that:
• overall, the Board operates in a
collaborative manner with a focus on
performance and growth and is values-led;
• the Board provides a good balance of
challenge and support to management
with a strong sense of accountability; and
• the Board is well supported by its
Committees, although there is scope
forfurther development of the
Nomination Committee.
In connection with the presentation of the
evaluation report, Ffion identified a number
of areas where there was scope for further
development which the Board considered,
including the following:
• Rebalancing the Board’s focus from
operational matters to allow more focus
onstrategy and risk;
• Strengthening succession planning
bydeveloping more formal processes
incorporating development plans for
internal candidates; and
• Greater clarity in relation to expectations
of Non-Executive Directors in balancing
support with robust challenge.
The report made a number of
recommendations, including the following:
• reviewing the Board’s agenda to focus on
asmaller number of strategic long-term
priorities, with a greater use of
non-executive only briefings and meetings;
• formalising Board objectives to inform
its priorities;
• enhancing the role of the Nomination
Committee in relation to succession
andappointment processes; and
• increasing the exposure of Non-Executive
Directors to employees and facilitating
greater interaction with senior executives.
The report also made a number of more
detailed recommendations relating to
enhancing the preparation and format
ofBoardpapers and agendas, which will
be adopted.
Actions
The Board considered the recommendations
and approved an action plan at its May
meeting to address these. The principal
actions covered by the plan include:
• formalising Board priorities to inform the
broaderapproach to its activities over
the year;
• reviewing the structure of Board agendas
to rebalance these to allow greater focus
on strategy and risk;
• facilitating more frequent non-executive
only meetings to allow for greater
consideration and interaction between
Non-Executive Directors;
• incorporating greater use of Board
presentations and meetings outside formal
meetings to facilitate greater interface
between Non-Executive Directors and
employees (including other senior
executives); and
• adoption of more formal Nomination
Committee processes and a wider remit,
beyond Executive Director succession,
toidentify long-term skill requirements for
the wider Board and senior management
more broadly.
The summary of the Board Performance
Evaluation set out above has been reviewed
and approved by Ffion Hague of
Independent Board Evaluation.
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DIVISION OF RESPONSIBILITIES
The division of roles and responsibilities between our Chairman, Executive Directors and Non-Executive Directors is explained below,
togetherwith the support they receive from the Company Secretary to enable them to meet their responsibilities under the UK Corporate
Governance Code.
Non-Executive Chairman
Tim Smith
• Primarily responsible for the leadership of the Board,
ensuringthatitis effective and promoting critical discussion.
• Chairs the Nomination Committee and the AGM.
• Sets the Board meeting agendas in consultation with the Chief
Executive and Company Secretary, ensuring they are aligned
tothebusiness strategy.
• Leads the performance evaluation of the Board and ensures
itseffectiveness in all aspects of its role.
• Sponsors and promotes the highest corporate governance
andethical standards.
• Facilitates contributions from all Directors to the discussions
ofthe Board.
• Provides a sounding board for the Chief Executive on key business
decisions and challenges proposals where appropriate.
• Ensures effective communication with our Shareholders
andother stakeholders.
Chief Executive Officer
Adam Couch
• Develops and implements the Group’s strategy with input from
therest of the Board and its advisers.
• Responsible for the overall operational activity of the Group.
• Manages the day-to-day business of the Group, leads its direction
and promotes its culture and values.
• Brings matters of particular significance or risk to the Chairman
fordiscussion and consideration by the Board where appropriate.
• Responsible for overseeing the delivery of the sustainability agenda
within the Group.
Executive Directors
Mark Bottomley, Jim Brisby and Chris Aldersley
• Provide specialist knowledge and experience to the Board.
• Support the Chief Executive Officer in the implementation
oftheGroup’s strategic policies.
• Responsible for the budgeting process and reporting
ofthefinancial performance of the Group.
• Responsible for the commercial affairs of the Group.
• Responsible for the operational performance of the Group.
• Responsible for the leadership and management of commercial,
risk, treasury, tax and finance functions across the Group.
Senior Independent Director (‘SID’)
Liz Barber
• Provides a sounding board for the Chairman and supports
himinhisleadership of the Board.
• Chairs the ESG Committee.
• Is available if Shareholders want to raise concerns that normal
channels have failed to resolve.
• Heads up the Non-Executive Directors on the Board.
• Reviews the Chairman’s annual performance appraisal along
withthe other Non-Executive Directors.
Non-Executive Directors
Yetunde Hofmann, Alan Williams and Rachel Howarth
• Bring complementary skills and experience to the Board.
• Constructively challenge the Executive Directors on matters
affecting the Group.
• Chair the Audit Committee (Alan Williams).
• Chair the Remuneration Committee (Rachel Howarth).
• Satisfy themselves as to the accuracy of the financial performance
of the Group and the robustness and effectiveness of financial
controls and risk management processes.
• Help develop strategy with an independent outlook.
• Together with the SID, review management’s performance.
• Engage directly with employees.
Company Secretary
Steven Glover
• Responsible to the Board.
• Acts as secretary to the Board and each of its Committees
ensuringcompliance with procedures.
• Responsible, under the direction of the Chair, for ensuring
theBoard receives timely and accurate information.
• Provides support to the Non-Executive Directors.
• Responsible for advising the Board on all governance matters.
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COMPLIANCE STATEMENT
This report, together with the
ESG Report on pages 91 and 92,
the Audit Committee Report on
pages 93 to 97, theNomination
Committee Report on pages 98
to 100, and the Remuneration
Committee Report on pages
101 to 118, describes how the
Board applies the principles
of good governance and best
practice as set out in the 2024 UK
Corporate Governance Code (the
‘Code’), which can be found on
the Financial Reporting Council’s
website: www.frc.org.uk.
The Board is pleased to report that it has
complied with the requirements of the Code
during the 52 weeks ended 28 March 2026,
with the following exceptions:
Workforce engagement relating
toalignment of executive
remuneration with wider Company
paypolicy (CodeProvision 40 and 41)
The Remuneration Committee does not
directly consult with employees regarding
the remuneration of the Executive Directors.
However, when considering remuneration
levels to apply, the Committee takes into
account base pay increases, bonus payments
and share awards made to the Company’s
employees generally. Details of how
Executive Director pay is considered
inthecontext of the broader workforce is
setout on page 113 of the Remuneration
Committee Report.
The Board has reviewed the Financial
Statements and, taken as a whole,
considers them to be fair, balanced and
understandable, providing sufficient and
appropriate information for Shareholders
to assess theCompany’s position and
performance, business model and strategy.
The Audit Committee provided guidance
to the Board toassist it in reaching
this conclusion.
By order of the Board
Steven Glover
Company Secretary
19 May 2026
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THE ESG COMMITTEE
The ESG Committee oversees thegovernance
of the Group’s sustainabilityplans, focusing
onenvironmental and social sustainability,
as well as stakeholder engagement with our
customers, colleagues, suppliers, shareholders
and communities.
Principal responsibilities
oftheESGCommittee
• Overseeing our sustainability strategy,
Second Nature, and ensuring it aligns
withthe overall purpose and values of
the Group.
• Monitoring the Group’s Second
Naturestrategy progress, including
theperformance against key targets,
transition planning and assessment
ofrisksand opportunities.
• Providing support and guidance on
sustainability-related issues and matters
as appropriate.
• Reviewing Cranswick’s engagement
withkey stakeholders, including
suppliers,customers, colleagues,
communities andshareholders on
sustainability-related matters.
• Continuous monitoring of external
developments in the ESG landscape.
• Approving sustainability-related content
within the Annual Report and Accounts, as
well as standalone sustainability reporting.
The Committee’s Terms of Reference,
whichare reviewed and approved annually
bythe Board, are available in the Corporate
Governance section of the Group’s website
at: www.cranswick.plc.uk.
Membership and attendance
atscheduled meetings
The Committee met formally three times
thisyear. Details of the ESG Committee’s
composition and attendance at meetings
areset out on page 78.
The Group HR Director and the Head
ofSustainability Strategy and ESG,
andothersenior executives attend by
invitation asrequired. The Company
Secretary alsoattends meetings as secretary
tothe Committee.
Statement by the Chair
oftheESGCommittee
On behalf of the ESG Committee, I am
pleased to present the ESG Committee
Report for the 52 weeks ended 28 March
2026. The report outlines the Committee’s
key areas of focus during the year, as well
asthe priorities that will shape our work
going forward.
This is my first report as Chair of the ESG
Committee, following my appointment in
April 2026, when I succeeded Tim Smith
inthe role. I would like to thank Tim for his
leadership and contributions, and I look
forward to continuing to progress the work
of the Committee.
The Committee provides oversight of the
Group’s ESG-related activities and the
Group’s Second Nature strategy, which
establishes a clear framework for delivering
both near-term actions and longer-
term objectives.
The strategy continues to evolve in response
to regulatory developments, stakeholder
expectations and emerging best practice,
andprovides a strong foundation for driving
meaningful and measurable progress across
the Group. I am supported by both Executive
and Non-Executive Directors, with the
Non-Executive members contributing abroad
and complementary range of independent
experience aligned to the delivery of the
Second Nature strategy.
During the year, the Committee reviewed
and challenged updates from Executive
Board members and senior management on
progress against the Group’s ESG objectives
and related initiatives. The Committee also
received updates on the activities and key
discussion points arising from the Second
Nature Steering Committee, together with
regular insights from external ESG rating
agencies. These discussions informed areas
requiring further focus and will continue
toshape priorities in the year ahead.
The Committee works closely with the
Remuneration Committee and the Audit
Committee to support the Board’s oversight
of progress against ESG priorities and
responsible business practices, and to
enhance Board insight into how these are
embedded across the Group.
As ESG regulation and disclosure expectations
continue to evolve, theCommittee remains
focused on the effective development,
execution and reporting oftheGroup’s
ESGpriorities, ensuring these are addressed
in aconsistent and high-quality manner.
Liz Barber
Chair of the ESG Committee
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Key activities in 2025/26
Science-Based Targets
The Committee approved updates to the
Group’s science-based targets in line with
theScience Based Targets initiative’s (‘SBTi’)
Forestry, Land and Agriculture (‘FLAG’)
guidance. This approach increases
transparency and strengthens our focus
onFLAG emissions arising from land-based
activities, which are material to our value
chain. The updated targets provide a clear
and consistent basis for monitoring progress
and supporting the Group’s climate objectives
over both the near and longer-term.
Climate Transition Plan
The Committee also reviewed the significant
progress made on climate transition
planning, including the formal approval of
theSecond Nature Climate Transition Plan,
which is aligned to the UK Transition Plan
Taskforce (‘TPT’) framework. Adoption
of theTPT framework has strengthened
Board-level oversight and management
understanding ofthe Group’s transition
pathway, whileproviding greater confidence
in the credibility and deliverability of the
Group’s ambition to become Net Zero by
2050. Importantly, the framework has helped
further operationalise decarbonisation
across the Group by translating strategic
objectives into a structured plan with clear
accountabilities, enabling more effective
engagement with management teams
and stakeholders.
Climate-related risk monitoring
During the year, the Committee
continuedtomonitor climate-related risks
andtheGroup’s alignment with the
recommendations of the Task Force on
Climate-related Financial Disclosures
(‘TCFD’), using this analysis to inform
oversight, challenge and decision making.
The Committee also considered the
allocation of capital and resources to support
effective risk mitigation and the delivery
ofthe Group’s sustainability objectives.
ESG data platform
The Committee approved investment in
anew ESG data platform. This system is
expected to enhance the quality, consistency
and traceability of ESG data, streamline
assurance processes and provide more
timely and accessible insights to support
decision making. This investment forms
partof the Group’s broader programme
tostrengthen ESG reporting and external
communications, including planned updates
tothe Group’s website andother
disclosure channels.
Social pillar developments
During the year, the Committee reviewed
and approved a formal HR strategy,
whichsets out Cranswick’s people priorities
for2026 and strengthens the alignment
between the Group’s people agenda and its
ESG-related KPIs. The strategy establishes
clear priority areas supported by measurable
performance indicators and focuses on
enhancing the positive impact on employees,
strengthening engagement with local
communities and promoting health
andwellbeing across the workforce.
The Committee considers this approach
willstrengthen the Group’s people strategy,
enhance employee engagement and
supportthe delivery of wider long-term
sustainability initiatives.
In approving the strategy, the Committee
reviewed the proposed objectives to ensure
appropriate alignment with the ESG-linked
FY26 Executive Director bonus targets
previously approved by the Remuneration
Committee. The Committee also considered
and agreed the proposed governance
arrangements for monitoring delivery of
thestrategy, including reporting cadence,
accountability structures and mechanisms for
tracking performance against defined KPIs.
The Committee approved the roll out of the
Group’s new Equity, Diversity and Inclusion
(‘ED&I’) Charter and reviewed the framework
for measuring progress against its objectives.
The Committee also endorsed management’s
proposals to strengthen theGroup’s positive
contribution tothecommunities in which
itoperates. This objective will be delivered
through twoprincipal focus areas: increasing
engagement with local communities and
strengthening recruitment from those
communities. These initiatives are intended
tosupport local employment opportunities,
while helping address skills shortages
withinthe business.
The reduction of surplus food waste
remained a key area of focus for the
Committee during the year. Building on
previous initiatives, management introduced
a programme designed to increase the
volume of edible food surplus redistributed
to employees, local charities and community
organisations. This initiative supports the
Group’s sustainability commitments, while
delivering tangible social value within the
communities in which the Group operates.
Together, these initiatives provide a structured
and measurable framework tosupport the
delivery of the social pillar of the Group’s ESG
objectives and deliver measurable outcomes
for colleagues, communities and shareholders.
The Committee will continue to oversee
execution of the new initiatives with a
furtherupdatetobeprovided in next
year’sAnnual Report.
Governance
Established in 2021, the ESG Committee
forms a key part of the Group’s Second
Nature governance framework, supporting
the Board in overseeing sustainability-related
matters and ensuring that environmental
andsocial considerations inform strategy,
riskmanagement and decision making.
During the year, the Committee undertook
areview of its role and remit in response tothe
evolving sustainability reporting landscape,
developments in UK governance practice
andincreasing regulatory and stakeholder
expectations. The review focused on ensuring
that governance arrangements remain
effective, proportionate and supported
byclear accountability and oversight.
As part of this review, the Board considered
the allocation of ESG-related responsibilities
across its Committees. Recognising the
increasing technical complexity of
sustainability disclosures and the importance
of assurance, oversight of ESG reporting,
including sustainability disclosures and
environmental data reporting, will transfer
tothe Audit Committee from the financial
year commencing 29 March 2026.
The Committee also reviewed its structure
and governance cadence, including the
roleof ESG sub-committees, to reinforce
sustainability-related expertise and sharpen
oversight of key ESG risks and performance
indicators. Revised governance arrangements
are expected to be implemented in the next
financial year. The Group’s current Second
Nature governance structure is set out on
page 36.
On behalf of the Committee,
Liz Barber
Chair of the ESG Committee
19 May 2026
THE ESG COMMITTEE
CONTINUED
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THE AUDIT COMMITTEE
Principal responsibilities
oftheAuditCommittee
The Committee’s principal responsibilities
include reviewing and monitoring:
• the integrity of the Group’s Financial
Statements and related
narrative reporting;
• the Group’s accounting policies
andtheimpact of new and amended
accounting standards;
• the effectiveness of the Group’s financial
reporting, internal control and risk
management systems in support of
the Board;
• the effectiveness of the Internal Audit
function in the context of the Company’s
overall risk management framework;
• the effectiveness, scope, cost and
independence of the Group’s
external auditors;
• the Company’s whistleblowing and
anti-bribery policies; and
• the Group’s viability, and its disclosure
within the Annual Report.
The Committee makes recommendations
tothe Board on the removal, appointment
orreappointment of the Group’s
external auditors.
The Audit Committee’s Terms of Reference,
which are reviewed and approved by the
Board annually, are available within the
Corporate Governance section on the
Group’s website at: www.cranswick.plc.uk.
Membership and attendance
atscheduled meetings
The Committee met formally four times
thisyear, with meetings in advance of
half-year and year-end financial reporting
inNovember and May respectively,
andadditional meetings in September
and March in preparation for the half-year
and year-end processes.
In addition to the scheduled meetings,
Committee members, together with
representatives of management, met on
several occasions in connection with the
audit tender process, including a firm
selection meeting.
Details of the Audit Committee’s
composition and attendance at meetings
areset out on page 78.
The Chairman, Chief Financial Officer,
Headof Risk and Internal Audit, Rachel
Howarth (Non-Executive Director), the
Director of Group Reporting and Control,
the External Audit Partner and the External
Audit Director attend meetings by invitation,
as appropriate. The Group Company
Secretary attends as secretary to
the Committee.
The external auditors and the Head of
Riskand Internal Audit have direct and
unrestricted access to the Committee,
including the opportunity to meet without
Executive Directors present. The Committee
also holds separate private sessions with
each of them at least annually.
Committee skills and experience
All members of the Committee are
independent Non-Executive Directors
withcompetence in large, complex
organisations and have a wide range
offinancial, commercial and operational
expertise. Biographies of all members of
theCommittee can be found on page 77.
It is a requirement of the UK Corporate
Governance Code that at least one
Committee member has recent and relevant
financial experience. Both Alan Williams
andLiz Barber meet this requirement.
Performance evaluation
oftheAuditCommittee
An independent external evaluation of
theeffectiveness of the Committee is
conducted every three years. During the
year, an independent review was carried out
by Ffion Hague, a founder of Independent
Board Evaluation, which concluded that the
Committee was operating effectively.
The Audit Committee’s primary role
is to assist the Board in providing effective
governance over the Group’s financial
reporting, risk management and internal
control systems. This includes oversight
oftheGroup’s Internal Audit Function,
theRisk Committee and the External Audit.
Alan Williams
Chair of the Audit Committee
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THE AUDIT COMMITTEE
CONTINUED
Statement by the Chair
oftheAuditCommittee
On behalf of the Audit Committee,
Iampleased to report on the Committee’s
activities during the 52 weeks ended
28 March 2026. This report sets out how
theCommittee has fulfilled its primary
responsibilities of supporting the Board and
protecting the interests of Shareholders.
Key activities in 2025/26
Financial reporting
During the year, the Audit Committee
reviewed and challenged the key financial
reporting judgements and estimates, as well
as various accounting papers prepared by
management and concluded, with input from
external auditors, on the appropriateness of
the main accounting policies, estimates and
judgements made in preparing the Financial
Statements. The key matters considered
bythe Committee in review of the Financial
Statements for the 52 weeks ended
28 March 2026 are set out below.
Risk management and internal control
The Audit Committee is responsible for
overseeing the Group’s risk management
and internal control framework, ensuring
thatrisks are effectively mitigated.
Throughout the year, the Committee
conducted a review of the framework’s
effectiveness through the work of Internal
Audit, the external auditor’s control
recommendations and through review
andchallenge of management’s reports.
This enabled the Audit Committee to confirm
that the existing risk management and
internal control systems remain robust.
Preparation for Provision29compliance
Throughout the year, the Committee
received regular updates on progress in
implementing the changes to Provision 29 of
Section IV of the UK Corporate Governance
Code, which will apply from the financial year
commencing 29 March 2026.
As part of this process, the Committee
reviewed and challenged management’s
methodology, the proposed assurance
framework andperiodic reporting structure.
The Committee is satisfied that the approach
adopted comprehensively demonstrates
howrisks are managed, particularly in areas
ofhigh sensitivity to investors and other
stakeholders, while also providing more
granular insights to the Audit Committee.
The Committee reviewed theresults of
atrialrun, which operated throughout the
year. The Group’s governance, risk and
compliance tool enabled the Internal Audit
team toestablish an efficient mechanism
forassessing site and Group-level control
compliance, which combined with a periodic
self-attestation process, supported the
AuditCommittee in monitoring the
Group’s readiness.
Initial Internal Audit reviews provided
theCommittee with assurance over the
robustness of the Group’s internal control
environment and the effectiveness of
controls designed to address the Group’s
principal risks.
The Audit Committee is comfortable that
theGroup is on track to comply with
Provision 29 requirements, with formal
disclosure scheduled for inclusion in next
year’s Annual Report.
Financial reporting
judgements Key issues Committee review and conclusion
Biological assets In accordance with IAS 41, biological assets are valued
atfairvalue in the Group Balance Sheet, with the net
valuation movement disclosed separately on the face
oftheincome statement. The valuation is sensitive to
keyassumptions, including the fair value of livestock
atvarious stages of development.
The Audit Committee reviewed the assumptions
usedwithin the models and management’s proposed
accounting treatment, and was satisfied that the
standard had been fairly and consistently applied,
andthe required disclosures made in the Financial
Statements (See Note 15 and Note 22).
Goodwill In accordance with IAS 36, the carrying value of
goodwillisreviewed annually for impairment. For each
cash-generating unit (‘CGU’) the recoverable amount
isdetermined as the higher of either the fair value less
costofdisposal or the value in use. Judgement is required
indetermining the recoverable amount, particularly
inestimating future cashflows and selecting an appropriate
discount rate, bothofwhich involve significant assumptions
and forward-lookingassessments.
The Audit Committee reviewed the judgements
applied and assessed the reasonableness of the
assumptions usedin determining CGUs and the
recoverable amounts including discount rates and
market data. The Committee was satisfied that the
assumptions used, and the recoverable amounts
determined, were appropriate. (SeeNote 10).
Investment
carryingvalue
(Company only)
The key judgement is in assessing whether an impairment
trigger exists for the investment. Where an impairment
indicator exists, the carrying value ofthe investment
iscompared to their recoverable amount to determine
whether an impairment should be recognised.
Therecoverable amount is the higher of the investment’s
fairvalue less costs of disposal and its value-in-use (‘VIU’).
The Committee reviewed management’s assessment
that no impairment triggers were identified, along
withthe assumptions applied in determining the
value-in-use of investments in subsidiaries in the Parent
Company. These were considered reasonable.
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The Committee has also considered the following disclosure matters.
Disclosure matters Key issues Committee review and conclusion
Going concern
andviability
The UK Corporate Governance Code 2024 requires
theDirectors toassess and report on the prospects
oftheGroup and whether the Group is a going concern.
A statement of viability must also be provided.
The Committee considered both the appropriateness
ofadopting the going concern basis of accounting and
thecontent of the Group’s Viability Statement. In doing so,
it took into account the appropriateness of the three-year
assessment period, reviewed the Group’s budget and
extended three-year forecast and the reasonableness
ofthe assumptions therein, considered the availability
ofdebt funding and downside sensitivities for stress
testing based on the Group’s principal risks, the work of
the RiskCommittee and climate-related matters affecting
theGroup’s performance. The Committee concluded that
it has a reasonable expectation that the Group will be able
to continue in operation and meet its liabilities as they fall
due over a three-year time horizon (see page 71).
Fair, balanced and
understandable
The UK Corporate Governance Code 2024 requires
theBoard to assesses whether the external reporting
isfair, balanced and understandable and provide
thenecessary information for Shareholders to assess
theCompany’s position and performance, business
model and strategy.
This assessment is inherently judgemental, as it requires
the Board to form a holistic view of whether the overall
reporting is complete, neutral and clearly presented,
withappropriate prominence given to both positive
andadverse information.
The Committee considered key judgement areas and
discussed key points with the Chief Financial Officer.
It confirmed the completeness of report sections
withmanagement, evaluated disclosures in light of
itsknowledge of the business, reviewed Alternative
Performance Measures (‘APMs’), including considering
their appropriateness for monitoring the Group’s
underlying performance, and discussed findings with
external auditors. The Committee also obtained
confirmation from the preparers of the Annual Report
thatthey had reviewed the fairness and completeness
ofthe document, and established through reports from
management that there were no indications of fraud
relating to financial reporting matters. The Committee
reported to the Board that the Financial Statements,
takenas a whole, are fair, balanced, and understandable.
The Group Risk Committee
The Group Risk Committee, chaired by
theChief Financial Officer and including
representatives from all areas of the
business, met regularly and reported its
outputs directly to the Audit Committee
andupdated the Board accordingly.
During the year, the Committee approved
changes to the Group’s principal risks,
following extensive work to prepare for
compliance with Provision 29. Further details
on changes to the principal risks are set out
on page 65.
The Committee also monitored the
development of a comprehensive assurance
map covering the Group’s principal risks.
The mapping exercise identified and
documented key sources of assurance
addressing the principal risks across the three
lines of defence. The Committee challenged
the completeness and clarity ofthe mapping,
with particular focus on identifying any gaps,
overlaps or opportunities to enhance
coordination across the lines of defence,
thereby supporting a more integrated
andtransparent assurance framework.
Following its review of the key outputs
fromthe Group Risk Committee, the Audit
Committee was satisfied that all principal
risks, including emerging risks, had been
appropriately identified (see pages 56 to 70),
and that the Risk Management Framework,
including processes for assessing and
reporting emerging risks, continues to
operate effectively.
Whistleblowing and anti-bribery
The Committee reviewed and approved
theGroup’s whistleblowing and anti-bribery
policies to ensure they remain robust and
fitfor purpose. On behalf of the Board,
theCommittee also reviewed whistleblowing
reports and monitored their resolution,
providing oversight of the effectiveness
ofreporting and follow-up procedures.
Further details on whistleblowing matters
are set out on page 72.
Cyber security
Cyber security continues to remain at
theforefront of the Committee’s agenda,
reflecting the evolving threat landscape
andthe critical importance of safeguarding
the Group’s operations and data. During the
year, the Committee received targeted
training to enhance its oversight capability,
together with regular updates from the
Group IT function on the effectiveness and
development of the cyber control framework.
As part of this work, the Committee
reviewedthe findings from the National
Institute ofStandards and Technology
(‘NIST’) assessment completed by an
independent third party and reviewed
management’s plans to address identified
opportunities tostrengthen the existing
cyber security strategy. In addition, the
Committee reviewed and challenged the
Group’s CyberIncident Response Plan,
including management’s proposed actions
toaddress lessons learned from the testing
of site disaster recovery plans.
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THE AUDIT COMMITTEE
CONTINUED
Internal Audit
The Audit Committee is responsible
formonitoring the performance and
effectiveness of Internal Audit.
The Committee reviewed and approved
theannual Internal Audit plan, ensuring that
itwas aligned to the principal risks of the
business and received regular updates on
thedelivery of the plan objectives at each of
its meetings during the year. The Committee
also reviewed and approved the Group’s
Internal Audit Charter, which sets out the
role and mandate of the Internal Audit
function, the Head of Risk and Internal
Audit’s annual independence declaration
andthe budget for the coming year.
At each Committee meeting, the Head of
Internal Audit presents a report to the Audit
Committee outlining the audits conducted
across the Group, including operational and
risk-based reviews. The report also includes
key metrics tracking progress against the
audit plan, updates on the overall Group Risk
Management Framework and risks specific
toindividual operations.
During the year, the Committee oversaw
Internal Audit’s co-sourced partnership with
a third-party specialist provider, enhancing
the quality and depth of assurance over more
complex risk areas through improved risk
coverage and access to specialist expertise.
Throughout the year, the Committee also
reviewed and monitored the integration of
technology within the Internal Audit function.
A key focus was the implementation of an
AI-enabled dynamic risk assessment to inform
future Internal Audit planning and broader risk
assurance activity. The Committee challenged
management toimplement a data-driven
approach to strengthen the alignment
between principal risks and audit coverage,
and provides a more forward-looking basis
for assurance planning, thereby enhancing
the quality and responsiveness of
risk identification.
The Audit Committee recognises that,
giventhe Group’s decentralised structure,
effective identification and remediation
ofsite-level control weaknesses is critical.
Internal Audit focused oncore financial
controls across the majority of Group sites,
aswell as specific non-financial risk areas.
No control failures or weaknesses were
identified that would have a material impact
on the Group; however, site-specific
recommendations were made to enhance
processes and controls. Follow-up audits
confirmed that management implemented
corrective actions effectively.
Considering the work undertaken by Internal
Audit, Group Finance and SiteManagement
teams, the Committee concluded that it is
unlikely that aweakness at any individual site
would have asignificant impact on the Group.
The Committee remains satisfied with the
quality, experience and expertise of the
internal audit function.
External audit
PricewaterhouseCoopers LLP (‘PwC’)
hasbeen the Group’s auditor since 2017.
The Audit Committee assesses annually
thequalifications, expertise, resources
andindependence of the auditor as well
asthequality and effectiveness of the audit
process. This exercise was performed
through a questionnaire completed by
AuditCommittee members and the
Group’ssenior finance team.
In assessing audit quality, the Committee
evaluated four key areas: the mindset and
culture of the auditor; the auditor’s approach
to quality control; the skills, character and
knowledge of audit staff; and the judgements
they make during the audit process.
The Committee also considered the
following factors in assessing the
effectiveness of the external audit process:
• the experience and expertise of the audit
partner and the audit team;
• the level of professional scepticism
displayed throughout the audit process;
• the extent to which the audit plan was met
and the quality of its delivery and execution;
• the robustness and perceptiveness of work
performed on key accounting and audit
judgements and estimates; and
• the content of the reports on audit findings
and other communications.
The output from the process for the 2025
audit was reviewed and discussed by the
Audit Committee and with the external
auditors. Having considered these factors
and having noted the observations made
inthe auditor’s reporting, the Committee
wassatisfied with the effectiveness of the
external audit process.
For the 52 weeks ending 28 March 2026,
theBoard elected to provide a parental
guarantee in respect of certain of its
subsidiary companies and, therefore,
notrequireanaudit of those subsidiary
financial statements.
By virtue of this, the work of PwC has
focused on the consolidated Group and the
Parent Company, Cranswick plc, and did
notextend to the other subsidiary statutory
financial statements. The Audit Committee
considered the appropriateness of this
election and concluded that the work
performed by PwC provided sufficient
assurance to the Audit Committee and the
Group’s Shareholders that the election of the
Board was appropriate in balancing the cost
and benefit of third-party assurance.
Auditor independence
The Audit Committee approves the terms
ofengagement and remuneration of external
auditors and monitors their independence.
The Committee confirms that it has complied
with the requirements of the CMA Order
2014 as regards audit tendering, auditor
appointment, negotiation and agreement of
audit fees and approval of non-audit services.
The Group meets its obligations for
maintaining an appropriate relationship
withexternal auditors through the Audit
Committee, whose Terms of Reference
include a requirement to oversee the
commissioning and monitoring of the level
ofnon-audit work performed by external
auditors, to ensure objectivity and
independence is safeguarded. There is an
established policy to avoid compromising
theexternal auditor’s independence that the
auditor shall be excluded from all non-audit
work specified as such in the Ethical Standard
2024. The Audit Committee Chair’s approval
is required prior to awarding to the external
auditors any permissible non-audit services
in excess of £50,000, and in practice, all
non-audit services are reviewed and agreed
by the Audit Committee. Any such work
willbe on an exceptional basis only, and
additionally, subject to PwC’s own rules
onethical standards.
In the current year, non-audit services
provided by PwC included both the review
ofInterim Financial Statements and the
provision of a Limited Assurance Report over
selected environmental metrics disclosed
onpage 33 of this report. Although the
Committee does not encourage external
auditors to carry out non-audit work,
withtheexception of their review of the
Interim Financial Statements, this assurance
engagement is specifically permitted by
theFRC’s ethical standards, given its
coverage ofmaterial included within this
Annual Report. The Audit Committee did
notconsider the provision of these services
tobea threat to PwC’s independence.
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During the year, the Audit Committee reviewed
and considered the following factors to assess
the objectivity and independence of PwC:
• the auditor’s procedures for maintaining
and monitoring independence, including
those to ensure that the partners and staff
have no personal or business relationships
with the Group, other than those in the
normal course of business permitted by
UK ethical guidance;
• the degree of challenge to management
and the level of professional scepticism
shown by the audit partner and the audit
team throughout the process;
• the auditor’s policies for rotation of the
audit partner every five years and regular
rotation of key audit personnel;
• the nature of non-audit work undertaken
during the year and its approval in
accordance with the Audit Committee’s
guidelines for ensuring independence;
• adherence to the Group’s internal policy
that, other than in exceptional
circumstances, the fees paid to external
auditors for non-audit work in any one year
should not exceed the lower of £500,000
and 50 per cent of the external audit fee
on average over the last three years; and
• a report from PwC confirming that they
have adequate policies and safeguards
inplace to ensure that auditor objectivity
andindependence is maintained.
Details of the fees paid for non-audit services
are set out below:
Non-audit fees £’000
Interim review 53
Other services 49
Total non-audit fees 102
Audit fee for year ended
28March2026 1,104
Total audit fees 1,104
Ratio of non-audit fees to audit fees 0.09:1
The ratio of non-audit fees to audit fees on
average over the last three years was 8 per
cent, well below the 50 per cent limit setout
in the Group’s policy.
Following consideration of the performance
and independence of the external auditors
atits meeting in May 2026, the Audit
Committee recommended to the Board
thatthe reappointment of PwC as the
Company’s external auditors should be
proposed to Shareholders at the 2026
Annual General Meeting.
External audit tender
The requirement to tender and rotate
theexternal audit is governed by the UK
Corporate Governance Code, the Competition
and Markets Authority Order and the EU Audit
Regulation. PwC has acted as external auditor
since the financial year ended 31 March 2018
and, in accordance with these regulations, the
Group is required to complete a tender for the
31 March 2028 audit. A tender process was,
therefore, undertaken during the year to
ensure sufficient time for a thorough and
independent evaluation and, potentially,
thetransition to a new external auditor
aheadof the 2028 financial year.
Throughout the process, the Committee
considered the requirements of the FRC’s
Minimum Standard for Audit Committees
inrelation to audit tendering and auditor
appointment. The Audit Committee Chair led
a robust and transparent selection process,
supported by a selection panel comprising
allAudit Committee members together
withsenior members of management,
whoparticipated in an advisory capacity.
Each panel member completed an individual
scorecard based onpre-determined,
transparent and non-discriminatory criteria.
A broad range of potential audit firms was
considered as part of the process, including
firms both within and outside of the Big Four.
Following an initial screening process, three
firms were invited to present to the selection
panel. Firms were evaluated against
acomprehensive range of factors, including
therobustness and effectiveness of the
proposed audit approach, independence
andcommitment to audit quality, technical
capability and sector expertise, listed company
experience and cultural alignment, including
the ability to build constructive working
relationships. The Committee alsoassessed
each firm’s approach toprofessional
challenge, quality ofcommunication, insight
on governance andregulatory developments
andability tocollaborate effectively with
other advisers and assurance providers.
Individual evaluations were consolidated
intoan overall assessment for each firm.
The combined results enabled the Committee
to undertake an objective reviewof the
statutory audit, having regard to the Group’s
strategic priorities and the practical demands
of the audit process. Based on this
assessment, the Committee recommended
tothe Board that PwC be retained as the
Group’s external auditor beyond April 2027,
subject to the usual annual reappointment by
Shareholders attheAnnual General Meeting.
Other matters
During the year, the Financial Reporting
Council (‘FRC’) conducted a review of the
Group’s Annual Report and Accounts for
theyear ended 29 March 2025 as part
ofitsroutine assessment of corporate
reporting quality. I am pleased to confirm
that no immediate actions were required
asaresult of this review. Certain minor
observations were raised for consideration
inpreparing the Group’s 2026 Annual Report
and futureinterim reports and have since
beenreflected in the relevant disclosures.
The Committee values the FRC’s engagement
and constructive feedback, which support
ourcontinued commitment tomaintaining and
enhancing the quality ofour financial reporting.
Animal welfare was a significant focus for
theCommittee during the year, following
theidentification of practices at North
MoorFarm. The Committee considered
theimplications for the Group’s principal
risks, including reputation and customer
relationships, and monitored management’s
actions to strengthen the internal
control framework.
Towards the end of the year, the Committee
reviewed its responsibilities in light of the
expanding sustainability reporting landscape
and increasing stakeholder expectations
fornon-financial information. To strengthen
governance over environmental, social
andgovernance (‘ESG’) disclosures,
responsibility for ESG reporting, including
sustainability-related disclosures and
environmental data reporting, will transfer
tothe Audit Committee from the financial
year commencing 29 March 2026. This aligns
oversight of sustainability disclosures with
the Committee’s existing responsibilities
forfinancial reporting, internal control and
external assurance.
The change supports a more integrated
approach to current and forthcoming
disclosure requirements, including those
under the Taskforce on Nature-related
Financial Disclosures (‘TNFD’), the Transition
Plan Taskforce (‘TPT’) and emerging
standards issued by the International
Sustainability Standards Board (‘ISSB’).
Looking forward to 2027, the Committee
willcontinue to focus on key areas of financial
judgement and reporting, while also working
to enhance the Group’s internal control
environment. It will monitor evolving
regulatory developments, and ensure that
the risk, controls and assurance framework
remains robust and supports transparent
andreliable reporting for stakeholders.
Alan Williams
Chair of the Audit Committee
19 May 2026
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THE NOMINATION COMMITTEE
The Nomination Committee reviews
thestructure, size and composition
oftheBoard and is responsible for
considering and making recommendations
tothe Board on new appointments of
Executive and Non-Executive Directors.
Membership and attendance
at scheduled meetings
The Committee met formally two times this
year. Details of the Nomination Committee’s
composition and attendance at meetings are
set out on page 78.
The Chief Executive and Chief Financial
Officer attend by invitation as required.
The Company Secretary also attends
meetings as secretary to the Committee.
Key activities in 2025/26
Board composition
• Recommended the re-appointment
of Yetunde Hofmann as a
Non-Executive Director.
Succession planning
• Reviewed and updated the succession plans
for the Board and Senior Management.
• Reviewed the Group talent
management programme.
Non-Executive Directors
• Reviewed the continued independence
ofthe Non-Executive Directors.
• Reviewed Non-Executive Director time
commitments and overboarding.
Diversity
• Reviewed the Group’s diversity policy.
• Reviewed progress relating to ethnicity
pay gap reporting.
• Reviewed compliance with the 2024
UKCorporate Governance Code
for the Group.
Governance and evaluation
• Reviewed the Governance Section of the
2025 Annual Report and recommended
itto the Board for approval.
• Reviewed the Committee’s Terms
of Reference.
Board appointments
During the year, Yetunde Hofmann came
tothe end of her current three-year term
ofappointment as a Non-Executive Director
ofthe Company, which the Board decided
torenew for a further three-year term.
In deciding to reappoint Yetunde, the Board
was satisfied that she remained independent
andcontinues to provide challenge within
theBoard and possess the skill, experience
and knowledge to continue to add value to
the Board’s decision making. Yetunde will
also continue as the Company’s designated
Non-Executive Director responsible for
workforce engagement.
All Directors will be standing for re-election
at the AGM. The Board has set out in the
Notice of the Meeting its reasons for
supporting the re-election of the Directors
and their biographical details on pages
76and 77 demonstrate the range
ofexperience and skills,thateach brings
tothebenefit of the Company.
Succession
The Committee reviewed the Group’s
succession plan, which relates to Executive
members of the Board and key management
throughout the Group. The Committee also
considered succession relating to the role
ofChairman, which I did not participate in.
The Committee’s review included
arrangements relating to contingency
planning for sudden and unforeseen
departures, together with longer-term
planning focused on identifying and reviewing
the progression of potential candidates within
the Group and areas where further training
and/or external recruitment may be required.
The reviews undertaken relating to the Board
focused on plans relating to more senior
Directors in relation to which the Committee
was supported by independent consultants.
During the year, the Committee has also
overseen the promotion of a number of
candidates from within the Group to Senior
Executive positions as part of ensuring
anorderly succession.
In relation to the appointment of any new
Non-Executive Directors or Chair, the
Group’s policy is to engage independent
external search consultants to assist with
appointments, who are required to have
adopted the Voluntary Code of Conduct
forExecutive Search Firms on gender
diversity and best practice. The Group does
not advertise Non-Executive positions,
butkeeps developments in market practice
in relation to this under review.
Independence of
Non-Executive Directors
Consideration was given by the Committee
to the continued independence of the
Non-Executive Directors, including their
term in office, the time commitment required
from each of them taking into account
thenumber of meetings and preparation,
andattendance at those meetings. It was
concluded that all Non-Executive Directors
remained independent and devoted
anappropriate amount of time to fulfil
their responsibilities.
Tim J Smith CBE
Chairman
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Overboarding
The Committee has considered Director
overboarding and it is pleased to note that
there are no issues. It believes that the
Non-Executive Directors have sufficient time
and energy to be effective representatives
ofShareholders’ interests.
While the number of scheduled Board
meetings during the year has reduced
fromten to eight meetings, Directors’ time
commitments now include greater reliance
on written reports in relation to operational
matters, separate Non-Executive Director
meetings and ad hoc conference calls,
meaning that Directors overall time
commitments to the Company have
notmaterially changed.
The Committee’s review included
Non-Executive Director’s commitments
toprivate companies and charities to
ensurethey have sufficient time available
todischarge their responsibilities effectively.
During the year, Rachel Howarth was
appointed a Council member of Kings
College, London. The Committee reviewed
the time required in relation to Rachel’s
newappointment andother commitments
(which do not include other listed company
directorships) and wassatisfied that she
willcontinue to have sufficient time to fully
discharge her responsibilities to the Company.
Mark Bottomley is a Non-Executive
Directorof Vp plc. The Company adheres
toshareholder guidance in relation to
itsExecutive Directors holding no more
thanone non-executive position in
anotherlistedcompany. None of the other
Executive Directors are directors of other
listed companies.
Board structure
Consideration was given to the Board
andCommittee structure and operation,
andweconcluded that the current operating
Board structure explained on page 86 ofthe
Corporate Governance Review remains
effective and appropriate.
Diversity
The Group recognises the benefits
ofadiverse Board and workforce and
iscommitted to building a culture that
reflectsabroad range of backgrounds and
perspectives. Our Group Diversity Policy
requires that all appointments, including
recruitments and internal promotions, are
based on merit, qualification and abilities,
andare not influenced or affected by race,
colour, nationality, religion or belief, gender,
marital status or civil partnership, family
status, pregnancy or maternity, sexual
orientation, gender reassignment, disability
orage. The policy applies at all levels across
the Group.
Male (62%)
A
Female (38%)
B
B
A
Total employees
Male (78%)
A
Female (22%)
B
B
A
Senior Managers
*
Male (67%)
A
Female (33%)
B
B
A
Board
Male (72%)
A
Female (28%)
B
B
A
Graduates/Apprentices
* Senior Managers comprise executive
management reporting directly to the Chief
Executive as set out in the table on the
following page, and are the directors of the
Company’s subsidiaries.
Gender breakdown
The Committee acknowledges that the
current senior management team, its direct
reports and immediate succession pipeline
lack ethnic diversity and, as a result,
meaningful targets cannot yet be set.
Over the longer term, this is being addressed
through recruitment, graduate programmes
and targeted external hiring. The Group
promotes inclusion through its Equality,
Diversity and Inclusion (‘ED&I’) Committee
andisasignatorytotheRaceatWork Charter.
Following the introduction of a new HR
system, ethnicity data has now been captured
during the year for over 75 per cent of the
workforce, enabling voluntary ethnicity pay
gap reporting during the 2026/27 financial
year and future compliance with mandatory
requirements. Work is also underway to
prepare for future disability pay gap reporting.
The gender profile of the workforce
ispresented in the charts on the right.
While overall representation has remained
broadly stable, the Group continues to focus
on improving gender balance through flexible
working, enhanced maternity benefits and
targeted development and mentoring
initiatives. We have also explained in the
Strategic Report various further measures
weare undertaking to encourage diversity,
which apply across the Group at all levels.
Details of Board and executive management
diversity are set out at the end of this report
in accordance with Listing Rule
requirements. The Listing Rules also require
that companies explain where they do not
meet the following targets:
• at least 40 per cent of the Board are women;
• at least one senior Board position
(Chair,Chief Executive, Senior
Independent Director, Chief Financial
Officer) is a woman; and
• at least one Board member is from an
ethnic minority background.
Cranswick does not meet the target relating
to women on the Board (33 per cent of
theBoard are women). The Nomination
Committee considers thatdiversity can
strengthen the Board andthat itis important
that the Board is notmade upexclusively
oflike-minded individuals withsimilar
backgrounds andrecognises thereismore
todo. While management appointments
willcontinue to be made onthe basis of merit,
without the adoption ofspecific diversity
targets, the Group recognises the potential
benefits of a more diverse management
andhas a policy ofincreasing diversity at
all levels.
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The Board remains mindful of the need
topromote wider forms of diversity when
considering future appointments to the
Board and Senior Management.
Successful delivery of the Group’s strategy
and planned growth depends on the
recruitment and retention of a motivated and
skilled workforce in a competitive and mobile
labour market. The Board recognises that
broadening diversity to ensure that our
workforce is more reflective of society
maximises our available talent pool and the
attractiveness of a career with the Group
both at a senior level and more generally.
Board performance evaluation
During early 2026, the Board conducted
itstriennial external evaluation of its own
performance and that of its Committees
andindividual Directors in accordance with
the requirements of the 2024 Corporate
Governance Code and recommendations
ofthe Financial Reporting Council Guidance
onBoard Effectiveness. Further details of
the Board Evaluation are set out on page 88
ofthe Corporate Governance Review.
Board and executive management diversity
Gender, identity or sex
Number
ofBoard
members
Percentage
ofBoard
Number of
seniorpositions
on theBoard
(CEO,CFO,
SIDandChair)
Number in
executive
management
Percentage
ofexecutive
management
Male 6 67 3 7 78
Female 3 33 1 2 22
Not specified/prefer not to say – – – – –
Ethnic background
Number
ofBoard
members
Percentage
ofBoard
Number of
senior positions
on the Board
(CEO, CFO,
SIDand Chair)
Number in
executive
management
Percentage
ofexecutive
management
White British or other White (including minority-White groups) 8 88.9 4 9 100
Mixed/Multiple ethnic groups – – – – –
Asian/Asian British – – – – –
Black/African/Caribbean/Black British 1 11.1 – – –
Other ethnic group, including Arab – – – – –
Not specified/prefer not to say – – – – –
Notes:
1. The tables above reflect relevant data at a reference date of 28 March 2026.
2. Senior Managers comprise executive management reporting directly to the Chief Executive.
3. Diversity data was collated by the Company Secretary to meet the disclosure requirements of LR 14.3.33(1) and LR 14.3.33(2) by the individuals concerned
self-reporting in response to a written questionnaire requiring self-identification by reference to the ethnic groups, categories of gender identity andsexadopted
by the UK Office for National Statistics for the 2021 Census of England and Wales (and included an option not to specify in response). The Company’s
approach to data collection was consistent for the purposes of making disclosures under LR 14.3.33 and across all individuals in relation towho data is reported.
The Company conducted a tender
processled by the Chairman and Company
Secretary to appoint consultants to conduct
the Board Performance Evaluation, with
support fromthe Non-Executive Directors.
The Company appointed Ffion Hague
ofIndependent Board Evaluation who
isahighly experienced and independent
provider of board evaluations and who has
not previously provided any services to the
Company or otherwise has any connection
tothe Group.
Following the external Board evaluation,
theBoard will review its procedures,
effectiveness and development in the year
ahead, as explained further on page 88
ofthe Corporate Governance Review.
The Chairman also evaluated the performance
of individual Directors and theChairs of each
Board Committee. The performance of the
Chairman was alsoreviewed by the Senior
Independent Director.
The Board considered the performance of
each Director to be effective and concluded
that both the Board and its Committees
continue to provide effective leadership
andexert the required levels ofgovernance
and control.
Governance
The Committee’s Terms of Reference were
reviewed by the Committee and updated
during the year. A copy of the Committee’s
Terms of Reference is available on the
Company’s website at: www.cranswick.plc.uk.
On behalf of the Committee,
Tim J Smith CBE
Chairman
19 May 2026
THE NOMINATION COMMITTEE
CONTINUED
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THE REMUNERATION COMMITTEE
The Remuneration Committee establishes the
Remuneration Policy for Executive Directors’
remuneration and determines the appropriate
performance conditions for theannual cash
bonus and long-term incentive awards.
TheRemuneration Committee also sets
remuneration for the Chair, Executive Directors
and Senior Executives. TheRemuneration
Committee is mindful of consistency and fairness
in Executive Directors’ remuneration, taking
into account theperformanceofthe Company
andexperienceofShareholders and other
stakeholders, includingthe widerworkforce.
This report contains the following
separatesections.
• Part 1 – The Remuneration Committee
Chair’s annual statement on pages 101
to104.
• Part 2 – Remuneration at a glance on
pages 105 and 106.
• Part 3 – The Annual Report on Directors’
Remuneration on pages 107 to 118, which
discloses how the Remuneration
Policy has been applied during the year.
Those elements of Part 3 subject to
external audit are clearly identified.
• Part 4 – A summary of our
Remuneration Policy.
The Remuneration Committee
The Remuneration Committee
(the‘Committee’) is a formal Committee
ofthe Board. Its remit is set out in the
Termsof Reference adopted by the Board.
The Committee’s Terms of Reference
werereviewed by the Committee during
theyear. A copy of the Terms of Reference
isavailableon the Group’s website at:
www.cranswick.plc.uk within the Corporate
Governance section. The Committee’s
performance against these Terms of
Reference is reviewed on an annual basis
andthe Committee is satisfied that it has
acted in accordance with its Terms of
Reference during the year.
The primary purpose for the Committee,
asset out in its Terms of Reference, is to
setthe Remuneration Policy for the Chair,
Executive Directors and Senior Executives
(including the Company Secretary).
Committee meetings during the year
The Committee met formally seven times
thisyear. Details of the Remuneration
Committee’s composition and attendance
atmeetings are set out on page 78.
Alan Williams, Chief Executive Officer,
ChiefFinancial Officer and Group HR
Director attend by invitation as required
(noindividual is involved in decisions relating
to their own remuneration). The Company
Secretary alsoattends meetings as secretary
to the Committee.
All members of the Committee
are independent.
Key activities in 2025/26
Executive Director and
SeniorExecutiveremuneration
• Reviewed Executive Directors’ and other
Senior Executives’ base salaries.
• Reviewed the Senior Executives’ annual
bonus structure.
Approval of bonuses
• Set objectives for the annual bonus
arrangements for 2026 for Executive
Directors and Senior Executives.
• Reviewed the achievement of the
Executive Directors’ bonus arrangements
against the 2025 targets, taking into
account the recommendation and
actionplan on animal welfare from the
independent veterinarian-led review
commissioned in 2025.
LTIP awards
• Approved LTIP awards granted in 2025.
• Reviewed the outcome of performance
conditions for the LTIP awards, which
weregranted in 2023, taking into account
progress against our material
ESG priorities.
Shareholder engagement
• Following the 2025 AGM where the
Company’s Remuneration Report received
less than 80 per cent of the votes cast
infavour, engaged further with major
Shareholders as discussed on page 61.
Other activities
• Reviewed the Annual Remuneration
Report for 2025/26.
• Reviewed employee benefit structures
andapproved the issue of the SAYE share
scheme for 2025/26.
• Reviewed Committee effectiveness.
• Approved the Committee’s Terms
of Reference.
Rachel Howarth
Chair of the Remuneration Committee
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THE REMUNERATION COMMITTEE
CONTINUED
Statement by the Chair of the
Remuneration Committee
On behalf of the Remuneration Committee
and the Board, I am pleased to present the
Remuneration Committee Report for the
52weeks ended 28 March 2026.
As in prior years, Shareholders will
beaskedto pass an advisory vote on the
Annual Report on Directors’ Remuneration
(excluding the Remuneration Policy)
attheforthcoming AGM.
Company performance
The Company delivered a strong financial
performance in the year and grew
like-for-like revenue by 6.8 per cent and
increased adjusted profit before tax by
11.2per cent.
Over the course of 2025/26, the Group has
again delivered a very strong performance
across its core product categories and has
continued to integrate itssupply chains
through the expansion ofitspig herds and
poultry production, and acquisition of
Fridaythorpe Mill, and has also expanded
itsGourmet Products division through the
acquisition of James T Blakeman.
It has also continued to invest in its capacity
and capability to improve efficiency and
deliver premium products to its key retailer
customers, with adjusted profit before tax
increasing by 11.2 per cent and adjusted
earnings per share increasing by 10.4
per cent.
Furthermore, as discussed in the Chairman’s
Statement on page 7, the Company
isalsoproposing an increased dividend
payment toShareholders. The Remuneration
Committee believes itisimportant that
theExecutive Directors’ interests are aligned
with the Company’s strategic vision, the
interests ofShareholders and that the
incentive outcomes reported areappropriate
given theperformance ofthe Group.
Wider workforce context
We recognise that our people are
criticaltomaking Cranswick successful.
Every individual within Cranswick plays
acrucial role, and we are committed to
creating a rewarding work environment
where everyone can thrive. We demonstrate
this commitment through a range of
initiatives designed to reward and recognise
our employees’ contributions.
In 2025/26, the average salary increase
awarded to employees was 3.8 per cent.
The rate of employer pension contributions
available to the wider workforce is 10 per
centofsalarythrough the Group’s
matching scheme.
A Buy As You Earn (‘BAYE’) share incentive
plan and Save As You Earn (‘SAYE’) scheme
are available to all of our employees,
whichsupports and broadens engagement
ofourcolleagues in the future success of
thebusiness. We also operate a Group bonus
plan, which is deployed for site management
teams and central teams to recognise their
valuable contributions to the business.
Celebrating our colleagues’ achievements
isvital for a positive workplace. Our ‘Going
the Extra Mile’ (‘GEM’) awards recognise
those who have gone beyond their normal
role andresponsibilities. Since its inception,
theGEMprogramme has recognised over
130 employees, boosting morale and
encouraging a culture of excellence.
The Company also recognises the continuing
difficulties faced by many of our employees
in current uncertain times. The Group
continues to promote benefits such as
discount voucher schemes to help mitigate
daily living expenses, along with continuing
to provide other benefits such as subsidised
canteens, transport and discounted
staff sales.
The Group also provide access to support
services, including counselling for mental
health and financial education and support.
To support the development of our
workforce, we offer a suite of over 200
training courses to every colleague, with
over84,000 course competed across the
group in the last year, equating to 10 hours
oftraining per employee.
The Committee recognises that an
understanding of broader workforce pay
andconditions can be helpful in relation to
considering executive pay along with other
relevant factors. The Committee receives
information on the annual salary review
across the Group, gender pay and CEO
payratios, together with the principles that
are applied in relation to broader incentive
schemes operated in the Group.
The Committee also considers outcomes
inrelation to the wider senior management
team when considering outcomes for the
Executive Directors. The Group also
operates works committees and employee
surveys to obtain employee feedback
onallareas of the Group’s business and
hasappointed Yetunde Hofmann as its
designated Non-Executive Director to
enhance existing engagement methods.
2026 bonuses
2026 bonuses were based on adjusted
Group profit before tax (with an 85 per cent
weighting), personal/strategic targets (with
a10 per cent weighting) and ESG measures
(with a 5 per cent weighting).
The ESG metrics adopted in relation to this
year’s bonus awards related to the reduction
of our carbon footprint, promoting our social
strategy, and enhancing governance to
protect the interests of stakeholders.
Carbon footprint reduction: Carbon
remains the most material environmental
issue for Cranswick, which includes both the
impact the Group has on the environment
and the impact wider climate change will
have on the Group’s business.
The Committee believes that organisations
who address the reduction of their own
Scope 1 and 2 emissions and demonstrate
progress in relation to Scope 3 will ultimately
be better placed compared to those who fail
to make progress. However, the Committee
was mindful when setting targets that the
trajectory towards carbon emission
reduction is not linear, is complex and
evolving and that setting defined linear
carbon metric targets does not reflect the
reality of achieving carbon reduction.
The Committee has, therefore, set bonus
targets which focus on tangible activities
thatwill support quantifiable metric
reductions insubsequent years.
Social strategy: The scope of the Group’s
social strategy is broad and includes ethics,
health and wellbeing, community activities,
diversity, equality and inclusion, employee
engagement, supply chain and human rights.
The Committee decided to focus on targets
that support the development of our
workforce and their families as a priority,
which cover the rolling out of an Equality,
Diversity and Inclusion (‘ED&I’) Charter
bothinternally and externally and measuring
progress against this and increasing the
volume of surplus food supplied to staff,
theirfamilies and local communities.
Governance: Governance covers a broad
range of areas, but ultimately focuses on the
stakeholder requirements. In view of animal
welfare concerns that were raised in May
2025, which are discussed in more detail on
page 74, the Committee agreed that it was
appropriate that the Governance target
should relate to enhancing controls in
respect of animal welfare to ensure that the
risk of future issues occurring is minimised.
Objectives set for 2027 will continue
toinclude a focus on the delivery of
enhanced controls.
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Bonus awards for 2026 reflect the strong
financial, ESG and personal performance
delivered in the year, as outlined above.
A bonus of 100 per cent of maximum (i.e.
200 per cent of base salary for the CEO
and180 per cent of base salary for the
otherExecutive Directors) has been
earnedby each of the Executive Directors.
Further details are shown on page 108.
Stretching targets were set, which required
performance significantly above market
expectations at the start of the year.
The Committee considers the level of
pay-out is reflective of the overall strong
performance of the Group against its
financial and ESG targets and performance
by each of the Executive Directors against
theirpersonal objectives in the year, and is
appropriate in the context of the experience
of Shareholders and wider stakeholders.
LTIP awards vesting in respect of
theperiod ended 28 March 2026
The LTIP Awards granted in 2023 were
based on the three-year performance
periodfrom April 2023 to March 2026.
Following the decision last year to reweight
the performance measures for these awards
(recognising that the original ESG targets
nolonger reflect how ESG links into our
five-year Group strategic plans), the Awards
were subject to adjusted earnings per share
(‘EPS’) and total Shareholder return (‘TSR’)
performance measures (each accounting
for50 per cent of the award).
Performance over the three-year period
asmeasured against adjusted EPS has been
strong with adjusted EPS of 301.7 pence
pershare having been achieved against a
targetfor maximum vesting of 249.8 pence
per share representing average annual
EPSgrowth of 10.4 per cent and vesting
at100per cent of the maximum.
Performance inrelation to TSR assessed
applying a three-month averaging period,
which the Committee considered an
appropriate measure to apply, has also
beenstrong with the Company being
rankedinthe77th percentile of the FTSE
250 Index (excluding investment trusts) and,
consequently, 75.6 per cent of the TSR
element of the award has vested this year.
Overall, 87.8 per cent of the maximum award
will vest in July 2026 (i.e. 175.6 per cent of
salary) for each Executive Director, versus
81.3 per cent of the maximum award, which
vested in June 2025 (i.e. 162.5 per cent
ofsalary). This is reflected in the table on
p a g e 111.
In line with the commitment in last year’s
Directors’ Remuneration Report, in reviewing
the LTIP outturn, the Committee assessed
the progress made on environmental and
sustainability priorities and the key ESG
achievements delivered to date and over
thethree-year performance period.
The keyhighlights are set out on page 33.
Further details are also included in
ourSustainability Report.
Overall, the Committee concluded that
substantial progress has continued to be
made againstour key ESG priorities and
wehave deliveredmeaningful improvements
across our environmental, Second Nature,
and broader social and governance metrics
overthe period.
The Committee, therefore, determined
thatthe LTIP outturn is alignedwith the
responsible generation ofShareholder value,
the underlying performance of the business
and the experience of our stakeholders.
No downward adjustments were made
tothe2023 LTIP outturn.
LTIP awards granted during the
periodended 28 March 2026
The Committee awarded nil-cost share
options under the Core LTIP scheme to
Senior Executives, including the Executive
Directors, during the year. The number of
shares awarded to each Executive Director
was equivalent to 200 per cent of base salary
based on the market value of the Company’s
shares at the date of award (1 June 2025).
The Committee also awarded nil-cost share
options under the Exceptional Performance
LTIP scheme to the Executive Directors,
during the year.
The number of shares awarded to each
Executive Director was equivalent to
100percent of base salary for the CEO
and50per cent of salary for the other
Executive Directors based on the market
value of the Company’s shares at the date
ofaward (1 June 2025). Vesting will be after
a three-year performance period, over which
performance will be measured on relative
TSR against companies in the FTSE 250
(excluding investment trusts).
The awards to Executive Directors under
theCore LTIP and Exceptional Performance
LTIP schemes will be subject to a two-year
holding period. These awards and details
ofthe performance conditions are set out
onpages 111 and 112.
Shareholder engagement
At its 2025 AGM, the majority of Shareholders
were supportive of the resolution proposed
toapprove the Committee’s Report
with69.21per cent of votes cast in favour.
The Board of Directors consulted extensively
before the 2025 AGM with our largest
28Shareholders representing over 64 per
cent of the issued share capital, and with
Shareholders’ proxy advisers.
During these consultations, we discussed our
approach to Executive Director remuneration
including the base salary increase for our very
experienced, exceptional CEO, Adam Couch
effective 1 April 2025, and changes to the
ESG metrics included in LTIP awards.
There was very strong support for thebase
salary increase for Adam Couch.
This positioned Adam’s base salary and
totalpackage around upper decile for
delivery ofupper decile performance and
appropriately and fairly reflects Adam’s
extensive experience and his exceptional
contribution tothe impressive performance
of the business.
In response to the feedback received,
wereconfirmed this upper decile pay
positioning for Adam will not be an automatic
benchmark for a successor. There were
divergent views from Shareholders with
regard to our approach toESG targets in
theLTIP awards granted in2022, 2023
and2024. The majority of Shareholders
consulted were supportive of usreverting
tousing financial and Shareholder return
metrics for these LTIP awards.
This remains subject to the Committee’s
careful consideration of, and the disclosure
of,clear evidence of the progress on
ourenvironmental and sustainability
priorities andthe key ESGachievements
delivered aspart of our assessment of the
appropriateness of the LTIP outturns, as set
out on page 110 as regard the2023 LTIP
Awards. Following further engagement
withShareholders over the course of the
2025/26 financial year, we finalised our
review of ESGmetrics included inthe annual
bonus framework.
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THE REMUNERATION COMMITTEE
CONTINUED
Following the AGM, the Chairman and
theChair of the Committee held further
meetings with a number of institutional
investors to explain the Committee’s
approach. The Committee is grateful
toShareholders fortheir engagement
andforthe support of the majority.
Having considered the feedback received
from all stakeholders, the Board remained
satisfied with its decisions. The Board has
continued its constructive dialogue with
Shareholders during the year, considering
their feedback when setting remuneration
going forward.
Salary review
The Committee has awarded the Executive
Directors an increase of 3.8 per cent, which
isin line with the average salary increase
(inpercentage of salary terms) awarded
toother employees of the Group of 3.8 per
cent. Following the increase in pay, which
willbe applicable from 1 April 2026, the
Executive Directors’ base salaries will be:
Director New salary
Chris Aldersley £604,750
Mark Bottomley £604,750
Jim Brisby £604,750
Adam Couch £1,011,650
Remuneration for the year ended
27 March 2027
Details of the implementation of the
Policyfor the year ended 27 March 2027
aredisclosed on pages 119 to 124.
CEO pay ratios
The Company aims to provide a competitive
remuneration package, which is appropriate
to promote the long-term success of the
Company and applies this policy fairly and
consistently to attract and motivate staff.
The Company considers the CEO median
pay ratio is consistent with the Company’s
wider policies on employee pay, reward and
progression and is reflective of the sector
that the Company operates in.
Further information is given on page 114.
On behalf of the Board, I would like to thank
Shareholders for their continued support.
Should you have any questions on, or would
like to discuss any further aspect of, our
remuneration strategy I can be contacted
atrachel.howarth@cranswick.co.uk.
Rachel Howarth
Chair of the Remuneration Committee
19 May 2026
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Remuneration at a glance
Our performance during the year Adjusted profit before tax
+6.8%
Like-for-like revenue increaseto£2,908.1m
£220.0m
+3.6%
Share price increase to 5,130pat28 March 2026
Adjusted earnings per share
301.7p
Targets for 2025/26
Bonus (Adjusted PBT, personal/strategic targets, ESG
measures)
Core LTIP
85%/10%/5% 50%
ROCE
50%
EPS
Personal targets Exceptional Performance LTIP
>69%
of total votes cast in favour of the Remuneration Committee’s
Report at last year’s AGM
Read more on page 114 for more details.
100%
Relative TSR
Remuneration in 2026
The Committee ensures that executive remuneration targets are stretching, aligned with business strategy to drive long-term Shareholder value
and reflect the performance of the business during the period under review. Executive Directors’ rewards (excluding base salary and benefits)
are two-fold: short-term by way of a cash bonus; and longer-term by way of share awards under the Company’s Long-Term Incentive Plan (‘LTIP’).
£’000 Adam Couch Mark Bottomley Jim Brisby Chris Aldersley
Salary 975 583 583 583
Benefits 34 33 33 31
Pension 97 58 58 58
Bonus 1,949 1,049 1,049 1,049
LTIP 2,263 1,496 1,496 1,496
SAYE 8 10 14 14
Total 5,326 3,229 3,233 3,231
Outcomes
2023 LTIP
2023 LTIP vesting by reference to performance to the end of 2025/26:
Measure* Threshold Maximum Actual Vesting
Adjusted EPS (pence per share) 215.6 249.8 301.7 100%
TSR 50
th
percentile 90
th
percentile 77
th
percentile 75.6%
* In line with the commitment in last year’s Directors’ Remuneration Report, in reviewing the LTIP outturn, the Committee assessed the progress made
onenvironmental and sustainability priorities and the key ESG achievements delivered to date and over the three-year performance period. The key
highlights are set out on page 33. Overall, the Committee concluded that substantial progress has been made against our key ESG priorities and wehave
delivered meaningful improvements across our environmental, Second Nature and broader social and governance metrics over the period.
The Committee, therefore, determined that the LTIP outturn is aligned with the responsible generation of Shareholder value, the underlying performance
of the business and the experience of our stakeholders. No downward adjustments were made to the 2023 LTIP outturn.
REMUNERATION AT A GLANCE
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REMUNERATION AT A GLANCE
CONTINUED
2026 bonuses*
2026 bonuses were based on adjusted Group profit before tax (with an 85 per cent weighting), personal/strategic targets (with a 10 per cent
weighting) and ESG measures (with a 5 per cent weighting).
Financial measure** Threshold Maximum Actual
Adjusted Group profit before tax*** £195.0m £221.0m £223.8m
Bonus payable (per cent of maximum subject to financial measure) 20% 100% 100%
* Maximum bonus represents 200 per cent of CEO’s base salary and 180 per cent of salary for other Executive Directors.
** Financial measure represents 170 per cent of the CEO’s base salary and 153 per cent of the base salary for the other Executive Directors.
*** Adjusted Group profit before tax targets are stated before deduction of bonuses paid to Executive Directors, associated employers NI and
non-trading items.
Personal strategic and ESG targets
Further details of personal and ESG targets are set out on pages 108 to 110 of the Remuneration Report. The Remuneration Committee
assessed the targets as being met in full by each Executive Director.
Remuneration for 2027
Salary 3.8 per cent increase to other Executive Directors’ salaries, which is in line with the average salary increase (in percentage
of salary terms) awarded to other employees of the Group of 3.8 per cent.
Bonus Opportunity of 200 per cent of salary for CEO and 180 per cent of salary for other Executive Directors, withperformance
measures weighted as follows:
CEO Other Executive Directors
Group profit before tax 85% of maximum 85% of maximum
Personal/strategic objectives 10% of maximum 10% of maximum
ESG 5% of maximum 5% of maximum
All Executive Directors have met their shareholding guideline, therefore, mandatory bonus deferral does not apply.
Core LTIP awards Opportunity at 200 per cent of salary for 2026/27.
Targets: 50 per cent EPS and 50 per cent ROCE.
Exceptional
Performance
LTIP award
Opportunity at 100 per cent of salary for 2026/27 for Chief Executive Officer and 50 per cent of salary for other
Executive Directors.
Stretching relative TSR target against the companies in the FTSE 250 Index (excluding investment trusts),
overathree-year period.
Recovery provisions
The annual bonus, Core LTIP and Exceptional LTIP are subject to recovery provisions set out on page 123. The Committee considers the time
horizons for recovery provisions to be appropriate as they align with our annual bonus deferral period and the combined performance and
holding period under the LTIP and, therefore, provide sufficient time for any potential circumstances to arise.
In line with the new UK Corporate Governance Code requirements, the Committee also confirms that there was no application of recovery
provisions in the reporting period.
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Directors’ remuneration (audited)
The Remuneration Policy operated as intended in 2025/26. The table below sets out the single figure remuneration details of the Directors
forthe reporting year:
Salary
and fees Benefits Bonus LTIP
1
Pension
2
SAYE Total Total fixed Total variable
£’000 2026 2025 2026 2025 2026 2025 2026 2025 2026 2025 2026 2025 2026 2025 2026 2025 2026 2025
Executive Directors
Chris Aldersley
583 560 31 35 1,049 1,008 1,496 1,352 58 56 14 – 3,231 3,011 672 651 2,559 2,360
Mark Bottomley
583 560 33 32 1,049 1,008 1,496 1,352 58 56 10 – 3,229 3,008 674 648 2,555 2,360
Jim Brisby
583 560 33 34 1,049 1,008 1,496 1,352 58 56 14 – 3,233 3,010 674 650 2,559 2,360
Adam Couch
975 847 34 36 1,949 1,695 2,263 2,046 97 85 8 14 5,326 4,723 1,106 968 4,220 3,755
2,724 2,527 131 137 5,096 4,719 6,751 6,102 271 253 46 14 15,019 13,752 3,126 2,917 11,893 10,835
Salary
and fees Benefits Bonus LTIP
1
Pension
2
SAYE Total Total fixed Total variable
£’000 2026 2025 2026 2025 2026 2025 2026 2025 2026 2025 2026 2025 2026 2025 2026 2025 2026 2025
Non-Executive Directors
Tim Smith
300 279 ––––––––––300279300279 – –
Liz Barber
78 83 ––––––––––78837883
––
Yetunde Hofmann
75 72 ––––––––––75727572
––
Alan Williams
78 73 ––––––––––78737873
––
Rachel Howarth
3
78 68 –– –– –– –– ––78687868 – –
609 575
–– –– –– –– ––609 575 609 575 ––
3,333 3,102 131 137 5,096 4,719 6,751 6,102 271 253 46 14 15,628 14,327 3,735 3,492 11,893 10,835
1. The values of the LTIP awards, which vested in July 2025, have been updated for the actual share price on the date of vesting. In line with the regulations,
the values for 2026 are based on the average share price over the three-month period to 28 March 2026 as these awards will not vest until June 2026
(seetables on page 111).
2. Includes a contribution of £10,000 for both Jim Brisby and Chris Aldersley into a personal pension scheme, all other amounts relate to cash payments in lieu
of pension contributions.
3. Appointed to the Board on 30 April 2024.
As reported last year, the Executive Directors had pay awards in the year effective from 1 April 2025. The CEO’s salary was subject to rebasing
as described in more detail on page 117 of last year’s Directors’ Remuneration Report. The increase in the other Executive Directors salaries
were consistent with the average increase awarded to Senior Executives and below average increases applied to the wider workforce of 4.05per
cent as set out below:
From 1 April 2025
Chris Aldersley £582,700
Mark Bottomley £582,700
Jim Brisby £582,700
Adam Couch £974,600
ANNUAL REPORT ON DIRECTORS’ REMUNERATION
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Benefits principally comprise health and life insurance, personal tax advice and company car allowance.
Executive Director pension contributions are set at 10 per cent, which is consistent with the rate of pension contribution available to the
wider workforce.
The number of Directors who were active members of the money purchase pension scheme in the year was two (2025: two).
Non-Executive Directors are paid a basic fee with additional fees paid for chairing Committees and for the roles of Senior Independent Director
and Non-Executive Director designated to undertake workforce engagement. The Chairman is paid a fee of £300,000 and Non-Executive
Directors are paid a basic fee of £64,000. Additional fees of £14,000 are paid for chairing Committees and for the role of Senior Independent
Director. The fee for the Non-Executive Director designated to undertake workforce engagement is £11,000. Where a Non-Executive Director
undertakes more than one additional role, an additional fee is paid in respect of each such role.
Annual bonus arrangement (audited)
The bonus scheme in operation for 2025/26 was based on the achievement of adjusted Group profit before tax targets, which were set with
regard to the Company’s budget, historical performance and market outlook for the year, ESG metrics aligned to our carbon and Net Zero
ambitions, broader sustainability social and governance metrics and the achievement of individual strategic targets for each of the Executive
Directors, which are set by reference to the Company’s strategic plan.
The outturn in relation to the financial and individual strategic measures is set out below. In summary, the performance delivered resulted
inbonuses being earned as follows:
Group profit before tax measure ESG measures Individual strategic measures
Outturn – per
cent of maximum
for profit before
tax measure
Outturn – per
centof salary for
profitbefore
taxmeasure
Outturn – per
centof maximum
for ESG measures
Outturn – per
centof salary for
ESG measures
Outturn – per
cent of maximum
for individual
strategic measure
Outturn – per
cent of salary
forindividual
strategic measure
CEO 100% 170% 100% 20% 100% 10%
Other Executive Directors 100% 153% 100% 18% 100% 9%
Profit before tax target
The achievement of Group profit before tax targets enabled the Chief Executive Officer to earn up to 170 per cent of base salary and the other
Executive Directors to earn up to 153 per cent of base salary. Bonuses were calculated on a straight-line pro-rata basis for profits falling between
specified target levels of performance.
Threshold Stretch Maximum Actual*
Group profit targets £195.0m £210.0m £221.0m £223.8m
Bonus payable (per cent of maximum for profit before tax element) 20% 50% 100% 100%
Bonus payable (per cent of salary for profit before tax element)
– CEO
34% 85% 170% 170%
Bonus payable (per cent of salary for profit before tax element)
–other ExecutiveDirectors
30.6% 76.5% 153% 153%
* Adjusted Group profit before tax targets are stated before deduction of bonuses paid to Executive Directors, associated employers NI and non-trading items.
ESG targets
The achievement of Group ESG targets enabled the Chief Executive Officer to earn up to 10 per cent of base salary and the other Executive
Directors to earn up to 9 per cent of base salary. Targets were set in relation to the three areas described below.
Target met?
Objective No Partially Fully Commentary
Environmental
Reduce our carbon footprint
Launch an externally facing transition plan alignedto
the principles of the TransitionPlanning taskforce
The Cranswick Climate Transition Plan was finalised during the
year and was published on the Cranswick website in May 2026.
Implement a new data platform for ESG reporting
An extensive review and shortlisting process was undertaken,
following which a new data platform was rolled out in March 2026
containing advanced data collection for carbon emissions,
energy,food waste and other ESG data.
ANNUAL REPORT ON DIRECTORS’ REMUNERATION
CONTINUED
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Target met?
Objective No Partially Fully Commentary
Social
Enhance our positive impact on the lives of our
employees by rolling out the ED&I charter
An ED&I charter was developed during the year and has
beencommunicated to the Group’s businesses as part
ofitsHRstrategy.
Promote health and wellbeing by increasing thevolume
of edible food surplus supplied tostaffor local charities
or organisations
The supply of food to staff, charities and other organisations was
delivered through our HR strategy, which resulted in an increase in
volume of food supplied of 23.4 per cent year on year, with monthly
food distributed to staff increasing from 71T to 88T per month.
Governance
Enhance governance to protect the interest
ofstakeholders by elevating controls in respect
ofanimal welfare
During the year, an independent animal welfare report was
commissioned and action plan developed to implement its
44recommendations, which included CCTV being deployed
across the Group’s indoor pig farms, the appointment of animal
welfare officers, staff retraining and introduction of new assurance
processes. Objectives for 2027 will continue to include delivery
ofenhanced animal welfare.
Individual strategic targets
The Directors’ individual targets enabled the Chief Executive Officer to earn up to 20 per cent of base salary and the other Executive Directors
to earn up to 18 per cent of base salary. The targets are based on the development of key aspects of the Company’s long-term growth strategy,
with each Director having five individual targets described in more detail below.
Personal targets for each of the Executive Directors were assessed against the following metrics:
Target met?
Objective Director No Partially Fully Commentary
Strategic development
Poultry strategy Adam Couch
A number of locations have been considered and assessed
byreference to the availability of utilities, proximity of supply
chainsand likelihood of planning being obtained.
Exploring suitable
M&Aopportunities
Adam Couch
Mark Bottomley
During the year, a number of strategic opportunities relating
tosupply chain consolidation, fresh and added-value poultry
andmediterranean foods were identified and assessed.
Organic growth and development
Revenue growth Jim Brisby
During the year, like-for-like revenue grew by 6.8 per cent and
anumber of new long-term supply arrangements were entered
into with retail customers further described on page 19 of the
StrategicReview.
Capital expenditure Chris Aldersley
Jim Brisby
The Group undertook strategic capital investment projects
during the year expanding its owned supply chains and increasing
its asset base to facilitate further expansion of a number of its
existing facilities.
Operational excellence
Delivery of forecast
capitalexpenditure
Chris Aldersley
During the year, the Group delivered £163.4 million of capital
expenditure in line with its forecast of £160 million to
£170 million.
Driving profitable
growth in poultry
Jim Brisby
Chris Aldersley
As described on page 24 of the Operating and Financial Review,
material growth in revenue and profits was achieved during the
year by Cranswick in relation to its poultry business.
Driving profitable growth
from new business
Jim Brisby
The Group enhanced its existing supply arrangements with
anumber of major retailers increasing volumes and extending
itssupply agreements as described in page 19 of the
StrategicReview.
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109
Strategic Report Corporate Governance Financial Statements Shareholder Information
ANNUAL REPORT ON DIRECTORS’ REMUNERATION
CONTINUED
Target met?
Objective Director No Partially Fully Commentary
Operational excellence
Successfully integrating
newly acquired businesses
Chris Aldersley
Mark Bottomley
Jim Brisby
James T Blakeman was integrated during the year with Group
policies and procedures having been successfully adopted
andarange of technical and commercial synergies having been
identified and realised.
Increasing business resilience Chris Aldersley
Mark Bottomley
Adam Couch
Resilience was enhanced by further supply chain consolidation
through acquisition and other strategic investments.
Enhancing Shareholder value
Free cash conversion Mark Bottomley
Adam Couch
Free cash conversion of 120.6 per cent was achieved against
atarget entry point of 90.0 per cent.
Enhancing Investor
relationsactivities
Mark Bottomley
Adam Couch
A targeted approach to investor relations was adopted to
articulate the Group’s growth proposition, which included a review
of Cranswick’s investor communications, increased visibility at
investor conferences and the appointment of a new corporate
broker to target private client fund managers.
This award is reflected in the single-figure remuneration table.
Overall, this resulted in a bonus award representing 200 per cent of salary for the Chief Executive Officer and 180 per cent of salary for the
other Executive Directors. The Committee considers the level of pay-out is reflective of the overall performance of the Group and experience
ofwider stakeholders in the year and is appropriate and, therefore, no discretion was applied.
LTIP award vesting in respect of the 52 weeks ended 28 March 2026 (audited)
The Remuneration Committee makes awards under the LTIP in order to ensure that Executive Directors and Senior Management are involved
inthe longer-term success of the Group. Options awarded can only be exercised if certain performance criteria are achieved by the Group.
The performance criteria for the 2023 LTIP awards that will vest in July 2026 are as follows:
• 50 per cent of each award is subject to an EPS target requiring EPS of 215.6 pence for threshold vesting (25 per cent) and EPS of 249.8 pence
for full vesting, with EPS between these levels rewarded pro-rata; and
• 50 per cent is subject to a TSR target measured against the FTSE 250 Index (excluding investment trusts) over a three-year period.
The TSRtarget allows 25 per cent of the shares subject to the target to vest at the 50
th
percentile and 100 per cent at the 90
th
percentile
withperformance between the 50
th
and 90
th
percentiles rewarded pro-rata.
When deciding last year to assess vesting solely by reference to EPS and TSR, the Remuneration Committee made this subject to there being
careful consideration of, and the disclosure of clear evidence of, the progress made on our environmental and sustainability priorities and the
keyESG achievements delivered, further details of which are included in our Sustainability Report on pages 26 to 42. In reviewing the LTIP
outturn, the Remuneration Committee assessed this progress, and considered that no adjustment was required to the LTIP outturn.
The Remuneration Committee, determined that the LTIP outturn based on the EPS and TSR performance delivered is aligned with the
responsible generation of Shareholder value, the underlying performance of the business and the experience of our stakeholders.
The value of the LTIP for the year ended 28 March 2026 relates to awards made in July 2023 with a performance criteria based on the three
years ended 28 March 2026 that will vest in July 2026 calculated at the average price for the three months ended on 28 March 2026 of 5,193
pence. Over the three-year performance period, the EPS element of the award (March 2026: 301.7 pence), based on the criteria set above,
gavean outperformance of 20.8 per cent over the maximum (referenced above) and, therefore, vesting at 100 per cent of the maximum.
Performance in relation to TSR measured over a three-month averaging period has been strong with the Company being ranked in the 77
th
percentile of its comparator Group and, consequently, 75.6 per cent of the TSR element of the award has vested this year. The total award of
87.8per cent of maximum (175.6 per cent of salary) is reflected in the table on page 107, and below.
The 2023 LTIP awards with a performance period ended 28 March 2026, were granted on 1 July 2023 when the share price was 3,246 pence.
The three-month average share price ended on 28 March 2026 was 5,193 pence. This equated to an increase in value for each Executive
Director of 1,947 pence per share due to vest in July 2026. The proportion of the value attributable to share price growth is, therefore, 60.0 per
cent. The Committee did not exercise discretion in respect of the share price appreciation.
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Strategic Report Corporate Governance Financial Statements Shareholder Information
Date of
grant
Options
granted
Vesting
performance
Shares
awarded
Average
share price,
pence
Value of
shares
Value of theaward
attributable to
theshareprice
appreciation
Chris Aldersley 1 July 2023 32,800 87.8% 28,802 5,193 £1,495,688 £560,775
Mark Bottomley 1 July 2023 32,800 87.8% 28,802 5,193 £1,495,688 £560,775
Jim Brisby 1 July 2023 32,800 87.8% 28,802 5,193 £1,495,688 £560,775
Adam Couch 1 July 2023 49,620 87.8% 43,572 5,193 £2,262,694 £848,347
True-up of awards vested in respect of the 52 weeks ended 29 March 2025 for share price on vesting date (audited)
The value of the LTIP for the 52 weeks ended 29 March 2025 relates to awards, made in 2022, with a performance criteria based on the three
years ended 29 March 2025 that vested in July 2025, updated for the actual vesting share price of 5,218 pence. The EPS element of the award
achieved 100 per cent of its performance target and 62.5 per cent was achieved under the TSR measure giving an overall award of 81.3 per cent
of maximum and this is reflected in the 2025 column of the table on page 107 and in the table below.
The 2022 LTIP awards with performance period ended 29 March 2025, were granted on 1 July 2022 when the share price was 3,034 pence.
Based on the vesting share price, the true-up equated to an increase in value of 303 pence per share.
Date of
grant
Options
vested
Value of award as
at29 March 2025
based on an
average price
of4,915p
Value of award
when vested in
July2025 atthe
market price
of5,218p
Chris Aldersley* 1 July 2022 25,918 £1,273,870 £1,352,298
Mark Bottomley 1 July 2022 25,918 £1,273,870 £1,352,298
Jim Brisby 1 July 2022 25,918 £1,273,870 £1,352,298
Adam Couch 1 July 2022 39,203 £1,926,827 £2,045,554
* Chris Aldersley’s LTIP was made while employed by the Group in a Senior Executive position as Chief Operating Officer prior to being appointed a Director
on 1 August 2022.
LTIP awards granted during the year ended 28 March 2026 (audited)
Details of the nil-cost LTIP options granted in the year under the LTIP are set out below. In line with the Policy approved at the 2024 AGM,
eachExecutive Director was granted a Core LTIP and an Exceptional Performance LTIP, and in line with the LTIP rules approved by Shareholders
at the 2024 AGM, each award will accrue dividend equivalents over the performance period:
Award
Date of
grant
Basis of
award
Number of
shares
Share price
at grant* (p)
Face value
of shares
Vesting at
minimum
performance
End of
performance
period
Chris Aldersley Core LTIP 1 June 2025 200% of
salary
22,030 5,290 £1,165,387 25% 25 March
2028
Exceptional
Performance
LTIP
1 June 2025 50% of
salary
5,510 5,290 £291,479 0% 25 March
2028
Mark Bottomley Core LTIP 1 June 2025 200% of
salary
22,030 5,290 £1,165,387 25% 25 March
2028
Exceptional
Performance
LTIP
1 June 2025 50% of
salary
5,510 5,290 £291,479 0% 25 March
2028
Jim Brisby Core LTIP 1 June 2025 200% of
salary
22,030 5,290 £1,165,387 25% 25 March
2028
Exceptional
Performance
LTIP
1 June 2025 50% of
salary
5,510 5,290 £291,479 0% 25 March
2028
Adam Couch Core LTIP 1 June 2025 200% of
salary
36,845 5,290 £1,949,101 25% 25 March
2028
Exceptional
Performance
LTIP
1 June 2025 100% of
salary
18,425 5,290 £974,683 0% 25 March
2028
* Based on the average of the quoted market price of the Company’s shares on the three dealing days prior to the date of grant.
Details of the performance targets for the LTIP awards granted during the year ended 28 March 2026 are set out on the following page.
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ANNUAL REPORT ON DIRECTORS’ REMUNERATION
CONTINUED
Core LTIP (representing 200 per cent of salary for each of the Executive Directors)
EPS as at 25 March 2028 (50 per cent of award) Vesting percentage
312.9 pence per ordinary share 25 per cent
Growth between 312.9 pence and 362.5 pence per ordinary share Straight-line vesting
362.5 pence per ordinary share 100 per cent
ROCE as at 25 March 2028 (50 per cent of award) Vesting percentage
17.0 per cent 25 per cent
Between 17.0 per cent and 19.0 per cent Straight-line vesting
19.0 per cent 100 per cent
Exceptional Performance LTIP Award (representing 100 per cent of salary for the CEO and 50 per cent of salary
fortheother Executive Directors)
TSR* Vesting percentage
75th percentile 0 per cent
Between 75th percentile and 90th percentile Straight-line vesting
90th percentile 100 per cent
* TSR performance against the companies in the FTSE 250 Index (excluding investment trusts) over the three-year period to 25 March 2028.
Awards are subject to a two-year holding period.
The Committee has discretion to reduce the extent of vesting in the event that it considers that performance against any measure is inconsistent
with the overall financial or non-financial performance of the Group over the performance period.
SAYE (audited)
The value of the SAYE options relates to awards granted three or five years ago that have had their full contribution paid by the Executive
Director and have been exercised in the year. The awards exercised in 2025/26 by Chris Aldersley, Jim Brisby and Adam Couch had an exercise
price of 2,800 pence and the award exercised in 2025/26 by Mark Bottomley had an exercise price of 2,498 pence and, in the case of Chris
Aldersley, Mark Bottomley and Jim Brisby, a market value of 5,340 pence and in the case of Adam Couch, a market value of 5,069 pence.
The notional gains are shown in the 2026 column of the table on page 115.
Payments to past Directors and payments for loss of office (audited)
There have been no payments made to past Directors or payments for loss of office during the year.
Performance graph – Total Shareholder Return (unaudited)
The graph below shows the percentage change (from a base of 100 in March 2016) in the TSR (with dividends reinvested) for each of the
lasttenyears on a holding of the Company’s shares against the corresponding change in a hypothetical holding in the shares of the FTSE 350
FoodProducers and Processors Price Index (‘FTSE FPP’) and the FTSE 350 Index (‘FTSE 350’). The FTSE FPP and the FTSE 350 were chosen
asrepresentative benchmarks of the sector and companies of a comparable size, along with details of the CEO’s remuneration in each
ofthoseyears.
1,300
6,500
3,900
5,200
2,600
Total Shareholder Return
Cranswick TSR
FTSE 350 Food ProducersFTSE 350
20232021 20222020 2019 2018 2017 2016
2024 20262025
TSR (rebased)
0
FTSE 350 Food Producers
FTSE 350
Cranswick TSR
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Strategic Report Corporate Governance Financial Statements Shareholder Information
The table below illustrates the change in the total CEO remuneration over a period of ten years, with the bonus awards in those years and the
LTIP vesting awards set against a percentage of the maximum available.
£’000 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Base salary 599 616 635 651 669 720 751 802 847 975
Benefits 31 32 33 34 32 33 36 41 36 34
Pension 120 123 127 130 134 134 134 85 85 97
Bonus 898 925 240 979 1,004 604 580 1,323 1,695 1,949
LTIP 1,341 1,793 840 1,118 1,200 1,482 741 1,186 2,046 2,263
SAYE –––49– 17 – 2148
CEO total remuneration 2,989 3,489 1,875 2,961 3,039 2,990 2,242 3,439 4,723 5,326
Bonus award against
maximum opportunity
100% 100% 25% 100% 100% 51% 47% 100% 100% 100%
LTIP vesting against
maximum opportunity
100% 100% 81% 99% 77% 100% 61% 73% 81% 88%
Adam Couch was the CEO throughout the ten-year period referenced above.
Annual percentage change in remuneration of Directors and employees (unaudited)
The table below shows the percentage change in each Director’s salary/fees, benefits and bonus between the year ended 26 March 2022,
theyear ended 25 March 2023, the year ended 30 March 2024, the year ended 29 March 2025 and the year ended 28 March 2026, and the
average percentage change in the same remuneration over the same period in respect of the employees of the Cranswick plc on a full-time
equivalent basis.
The average employee change has been calculated by reference to the mean of employee pay.
Average
employee
1
Chris
Aldersley
Mark
Bottomley
Jim
Brisby
Adam
Couch
Tim
Smith
Liz
Barber
Yetunde
Hofmann
Alan
Williams
Rachel
Howarth
2
Salary/fees 2025/26 +7.1% +4.1% +4.1% +4.1% +15.1% +7.5% -6.0% +4.2% +6.8% +14.7%
2024/25 +3.1% +5.7% +5.7% +5.7% +5.6% +11.6% +23.9% +10.8% +58.7% N/A
2023/24 +4.4% +6.9% +6.9% +6.9% +6.8% – +6.3% +75.7% N/A N/A
2022/23 +19.1% N/A +4.2% +4.2% +4.3% +31.6% +28.6% N/A N/A N/A
2021/22 +0.3% N/A +7.7% +7.7% +7.6% +222.0% – N/A N/A N/A
Benefits 2025/26 +6.6% -11.4% +3.1% -2.9% -5.6% N/A N/A N/A N/A N/A
2024/25 -11.3% -5.4% -8.6% – -12.2% N/A N/A N/A N/A N/A
2023/24+4.8%+6.1%+6.1%+6.3%+13.9%N/AN/AN/AN/AN/A
2022/23 +1.7% N/A – – +9.1% N/A N/A N/A N/A N/A
2021/22 -11.6% N/A +6.5% +3.2% +3.1% N/A N/A N/A N/A N/A
Bonus 2025/26 +35.6% +4.1% +4.1% +4.1% +15.0% N/A N/A N/A N/A N/A
2024/25 +34.5% +15.2% +15.2% +15.2% +28.1% N/A N/A N/A N/A N/A
2023/24 +23.4% +128.5% +128.5% +128.5% +128.1% N/A N/A N/A N/A N/A
2022/23 +35.3% N/A -4.0% -4.0% -4.0% N/A N/A N/A N/A N/A
2021/22 -18.1% N/A -39.9% -39.9% -39.9% N/A N/A N/A N/A N/A
1. Includes the impact of pay awards, growth in employee numbers and restructuring of plc support functions.
2. The change in salary/fees for Rachel Howarth in 2025/26 reflects that she was appointed to the Board on 30 April 2024 such that her 2025 remuneration
isfor a part year only.
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ANNUAL REPORT ON DIRECTORS’ REMUNERATION
CONTINUED
Chief Executive pay ratio (unaudited)
The table below shows the pay ratio based on total remuneration and salary of the Chief Executive to the 25
th
, 50
th
and 75
th
percentile of all
permanent UK employees of the business.
Year Method*
25th
percentile
payratio
Median
payratio
75th
percentile
payratio
2020 Op ti on A 120 :1 101:1 79:1
2021 Option A 112:1 95:1 77:1
2022 Option A 119:1 100 :1 80 :1
2023 Option A 79:1 69:1 55 :1
2024 Option A 113 :1 100 :1 82:1
2025 Option A 150:1 131:1 110:1
2026 Option A 169:1 148:1 123:1
2026
Chief
Executive
25th
percentile Median
75th
percentile
Salary 975 28 31 38
Total Remuneration 5,326 31 36 43
* The Company used Option A as defined in The Companies (Miscellaneous Reporting) Regulations 2018, as the calculation methodology for the ratios were
considered to be the most accurate method. The 25
th
, median and 75
th
percentile pay ratios were calculated using the full-time equivalent remuneration for all
UK employees as at the financial year-end and incorporated all components of employee remuneration. Employees’ involvement in the Group’s performance
is encouraged, with all employees employed on the relevant offer date eligible to participate in the SAYE schemes. Certain employees also participate in
discretionary bonus schemes.
The Chief Executive remuneration for the year ended 29 March 2025 is the total single-figure remuneration figure as disclosed on page 107,
which has been adjusted to reflect the actual LTIP vesting (further information on page 111). This adjustment has increased the CEO pay ratios
for the year ended 29 March 2025 as follows: 25
th
percentile 146:1 to 150:1; median 128:1 to 131:1; and 75
th
percentile 107:1 to 110:1.
The workforce comparison is based on the payroll data for the financial year for all employees (including the Chief Executive but excluding
Non-Executive Directors) as at 28 March 2026. The workforce comparison has not excluded any component of total pay and benefits.
A substantial proportion of the Chief Executive’s total remuneration is performance related. The ratios will, therefore, depend significantly
onthe Chief Executive’s annual bonus and LTIP outcome and may fluctuate year to year. In respect of the median employee (50
th
percentile),
total remuneration increased to £36,050. The Company considers the median pay ratio to be consistent with the Group’s wider policies on
employee pay, reward and progression. In 2021, a special bonus was paid to all site-based colleagues, which resulted in a decrease in the median
pay ratio 2021, with no further special bonuses having been paid in subsequent years. The variation in the median pay ratio reflects the greater
proportion of the Chief Executive’s total remuneration being performance based and dependent on the Company’s share price.
Relative importance of the spend on pay (unaudited)
The table below shows the total remuneration paid across the Group, together with the total dividend paid and share buybacks in respect
of2026 and the preceding financial year. There have been no share buybacks during 2026 and 2025.
Pay against distributions £’m 2026 2025
Change
per cent
Remuneration paid to all employees* 484.6 433.2 +11.9 per cent
Total dividends paid 55.1 49.5 +11.3 per cent
* Includes the impact of pay awards, growth in employee numbers and corporate activity.
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Outstanding share awards (audited)
The interests of the Executive Directors in the LTIP, SAYE and BAYE schemes were as follows:
Long-term Incentive Plan (audited)
Year of
award
At 29 March
2025
Number
Granted
in the year
Number
Exercised
in the year
Number
Lapsed
in the year
Number
At 28 March
2026
Number
Exercise
price
p
Market price
at grant
p
Chris
Aldersley
2022* 31,900 – (26,070) (5,830) – nil 3,034
2023** 32,800 – – – 32,800 nil 3,246
2024*** 29,925 – – – 29,925 nil 4,750
2025**** – 27,540 – – 27,540 nil 5,290
Mark Bottomley 2022* 31,900 – (26,070) (5,830) – nil 3,034
2023** 32,800 – – – 32,800 nil 3,246
2024*** 29,925 – – – 29,925 nil 4,750
2025**** – 27,540 – – 27,540 nil 5,290
Jim Brisby 2022* 31,900 – (26,070) (5,830) – nil 3,034
2023** 32,800 – – – 32,800 nil 3,246
2024*** 29,925 – – – 29,925 nil 4,750
2025**** – 27,540 – – 27,540 nil 5,290
Adam Couch 2022* 48,250 – (39,355) (8,895) – nil 3,034
2023** 49,620 – – – 49,620 nil 3,246
2024*** 54,330 – – – 54,330 nil 4,750
2025**** – 55,270 – – 55,270 nil 5,290
* Each of the Executive Directors was also granted a tax qualifying option over 320 ordinary shares at an exercise price of £31.24 per ordinary share,
whichis linked to the LTIP awards such that, at the time of exercise, to the extent that there is a gain in the tax qualifying option, the LTIP was scaled back
by thevalue of that gain.
** Each of the Executive Directors was also granted a tax qualifying option over 615 ordinary shares at an exercise price of £32.50 per ordinary share,
whichis linked to the LTIP awards such that, at the time of exercise, to the extent that there is a gain in the tax qualifying option, the LTIP was scaled back
bythevalue of that gain.
*** The 2024 awards include both the Core LTIP award and the Exceptional Performance LTIP award granted to each Executive Director. Each of the
Executive Directors, was also granted a tax qualifying option over 425 ordinary shares at an exercise price of £46.80 per ordinary share, which is linked
totheCore LTIP award such that, at the time of exercise, to the extent that there is a gain in the tax qualifying option, the Core LTIP award will be scaled
back bythe value of that gain.
**** The 2025 awards include both the Core LTIP award and the Exceptional Performance LTIP award granted to each Executive Director.
The performance periods run for three years from the commencement of each financial year and conclude at the end of the financial year three
years later and are exercisable on the attainment of certain performance criteria detailed on page 110 in respect of 2025 and as detailed in the
Directors’ Remuneration Report for the preceding years on the following pages of the relevant report: 2024 pages 125 and 126, 2023 page
125 and 2022 page 114.
The LTIP, issued in 2023, which vests in July 2026, will achieve 100 per cent of the EPS target and 75.6 per cent of the TSR target giving a share
vesting of 87.8 per cent of the maximum award. The Committee decided to assess vesting solely by reference to the achievement of EPS targets
and TSR targets as explained on page 115 of the 2025 Report, but in reviewing the outturn assessed the progress made on environmental and
sustainability priorities and the key ESG achievements delivered to date and over the three-year performance period, with the key highlights
being set out on page 110.
The following Directors exercised LTIP share options during the year:
Number
Date
exercised
Exercise
price
p
Market
price
p
Gain on
exercise
£
Chris Aldersley* 26,070 8 July 2025 nil 5,218 1,360,332
Mark Bottomley 26,070 8 July 2025 nil 5,218 1,360,332
Jim Brisby 26,070 8 July 2025 nil 5,218 1,360,332
Adam Couch 39,355 8 July 2025 nil 5,218 2,052,500
* Chris Aldersley’s LTIP award was made while employed by the Group in a Senior Executive position as Chief Operating Officer prior to being appointed
aDirector on 1 August 2022.
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ANNUAL REPORT ON DIRECTORS’ REMUNERATION
CONTINUED
Savings-related share option scheme (audited)
Year of
award
At 29 March
2025
Number
Granted
in the year
Number
Exercised
in the year
Number
Lapsed
in the year
Number
At 28 March
2026
Number
Exercise
price
p
Range of
exercise dates
Chris
Aldersley
2020 535 – (535) – – 2,800 1 Mar 2026 – 1 Sept 2026
2022 600 – – – 600 2,498 1 Mar 2028 – 1 Sept 2028
2025 – 374 – – 374 4,110 1 Mar 2031 – 1 Sept 2031
Mark Bottomley 2022 360 – (360) – – 2,498 1 Mar 2026 – 1 Sept 2026
Jim Brisby 2020 535 – (535) – – 2,800 1 Mar 2026 – 1 Sept 2026
2023 505 – – – 505 3,127 1 Mar 2029 – 1 Sept 2029
2025 – 374 – – 374 4,110 1 Mar 2031 – 1 Sept 2031
Adam Couch 2020 347 – (347) – – 2,800 1 Mar 2026 – 1 Sept 2026
2023 177–––1773,1271 Mar 2029 – 1 Sept 2029
2025 – 616 – – 616 4,110 1 Mar 2031 – 1 Sept 2031
The Executive Directors are eligible, as are other employees of the Group, to participate in the SAYE scheme, which by its nature does not have
performance conditions.
The exercise price represents a 20 per cent discount to the average closing middle market price of an ordinary share over the three dealing days
prior to the relevant invitation to participate.
The following Executive Directors exercised savings-related share options during the year:
Number
Date
exercised
Exercise
price
p
Market
price
p
Gain on
exercise
£
Chris Aldersley 535 1 March 2026 2,800 5,340 13,589
Mark Bottomley 360 1 March 2026 2,498 5,340 10,231
Jim Brisby 535 1 March 2026 2,800 5,340 13,589
Adam Couch 347 23 March 2026 2,800 5,069 7,873
Buy As You Earn share incentive plan (audited)
The Executive Directors are eligible, as are other employees of the Group, to participate in the BAYE scheme, which by its nature does not have
performance conditions. Chris Aldersley participates in the BAYE and acquired 37 shares under the scheme during the financial year, which are
included in the ‘shares held’ table.
Minimum shareholding (audited)
The Remuneration Committee has recommended that the Executive Directors hold shares in the Company worth at least 200 per cent of base
salary. The Executive Directors’ current holdings and value are all in excess of the 200 per cent target and are shown as follows.
Directors’ interests (audited)
LTIP (Unvested,
subject to
performance)*
LTIP (Vested
unexercised)**
SAYE
(Non-
performance
related)
Number of
shares
held as at
28 March 2026
Value of shares
held as a
per cent of
base salary
Target
per cent
Chris Aldersley 57,465 28,802 974 57,391 487% 200
Mark Bottomley 57,465 28,802 – 131,206 1,113% 200
Jim Brisby 57,465 28,802 879 93,856 796% 200
Adam Couch 109,600 43,572 793 243,612 1,235% 200
Tim Smith –––5,000––
Liz Barber – – – 1,000 – –
Alan Williams –––2,000––
Rachel Howarth – – – 814 – –
Yetunde Hofmann – – – 190 – –
* Not including tax qualifying options granted to each of the Executive Directors.
** LTIP awards are due to vest in July 2026 with the performance criteria now completed.
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Strategic Report Corporate Governance Financial Statements Shareholder Information
The share price at 28 March 2026 of 5,130 pence was used in calculating the percentage figures shown on the previous page. There have been
no further changes to the above interests in the period from 28 March 2026 to 19 May 2026, other than acquisitions of 3 ‘Partnership Shares’
byChris Aldersley under the BAYE Plan.
Remuneration for the year ending 27 March 2027 (unaudited)
Salaries and pension
Our approach to Executive Directors’ salaries and pension for 2026/27 is described in the Committee Chair’s Statement on pages 101 to 104.
Bonus
In accordance with our 2024 Remuneration Policy, a bonus opportunity of 200 per cent of salary for the Chief Executive and 180 per cent
ofsalary for the other Executive Directors will be awarded, with performance measures weighted as follows:
Weighting
Group profit before tax based on targets, which are set having regard to the Company’s budget, historical performance
andmarket outlook for the year
85% of
maximum
Personal/strategic objectives 10% of
maximum
ESG measures aligned with our carbon/progress to Net Zero ambitions and broader sustainability and/or
social and governance metrics, which are relevant, material and measurable
5% of
maximum
The actual 2027 targets are not disclosed as they are considered to be commercially sensitive. The targets and vesting schedule will be declared
retrospectively in the 2027 Annual Report and Accounts, provided they are not considered commercially sensitive at that time. All Executive
Directors have met their shareholding guideline, therefore, mandatory bonus deferral does not apply.
Core LTIP
Core LTIP awards, equivalent to 200 per cent of basic salary, will be made in June 2026 and vesting will be after a three-year performance
period. 50 per cent of the award will be based on a ROCE performance measure and 50 per cent on an EPS performance measure.
Details of the performance targets for the Core LTIP awards to be granted are as follows:
EPS as at 31 March 2029 Vesting percentage
340.6 pence per ordinary share 25 per cent
Growth between 340.6 pence and 394.6 pence per ordinary share Straight-line vesting
394.6 pence per ordinary share 100 per cent
ROCE as at 31 March 2029 Vesting percentage
17 per cent 25 per cent
Between 17 per cent and 19 per cent Straight-line vesting
19 per cent 100 per cent
Awards are subject to a two-year holding period.
Exceptional Performance Long-term Incentive Plan award
An Exceptional Performance LTIP, equivalent to 100 per cent of basic salary in relation to the Chief Executive Officer and 50 per cent of salary
in relation to the other Executive Directors, will be made in June 2026 and vesting will be after a three-year performance period based on
aTSR measure.
Details of the performance target for the Exceptional Performance LTIP to be granted are as follows:
TSR* Vesting percentage
75
th
percentile 0 per cent
Between 75
th
percentile and 90
th
percentile Straight-line vesting
90
th
percentile 100 per cent
* TSR performance against the companies in the FTSE 250 Index (excluding investment trusts) over the three-year period to 31 March 2029.
Awards are subject to a two-year holding period.
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ANNUAL REPORT ON DIRECTORS’ REMUNERATION
CONTINUED
Advisers to the Committee (unaudited)
The Committee keeps itself fully informed on the developments within the industry and in the field of remuneration, and seeks advice from
external advisers where appropriate. Deloitte LLP was reappointed by the Committee to advise it during 2025/26 and has provided general
remuneration advice and share scheme advice to the Company. Deloitte is a member of the Remuneration Consultants Group and, as such,
voluntarily operated under the Code of Conduct in relation to executive remuneration consulting in the UK. Deloitte’s fees for providing
remuneration advice, as agreed by the Committee, were £48,625 for the year ended 28 March 2026 and were based on hourly rates for time
incurred. Deloitte also provides consultancy services tothe Group but otherwise has no connection to the Company or its Directors.
However,the Committee has reviewed any potential conflicts ofinterest and judged that Deloitte’s advice is both objective and independent.
The Committee has also been provided advice during the year in relationtoitsconsideration of matters relating to Directors’ remuneration
bythe Chief Executive Officer, Chief Financial Officer and Company Secretary.
Statement of Shareholders voting (unaudited)
The resolution to approve the 2025 Remuneration Committee Report was passed on a poll at the Company’s last AGM held on 28 July 2025.
The votes cast in respect of the resolution were:
Remuneration Committee Report Number Per cent
For 31,090,567 69.21
Against 13,828,375 30.79
Withheld 106,161 –
The resolution to approve the Remuneration Policy was passed on a poll at the Company’s 2024 AGM held on 29 July 2024. The votes cast in
respect of the resolution were:
Remuneration Committee Report Number Per cent
For 37,613,085 86.77
Against 5,737,092 13.23
Withheld 11, 215 –
Remuneration disclosure
This report complies with the requirements of the Large and Medium-Sized Companies and Groups (Accounts and Reports) Regulations 2008
as amended, the principles and provisions of the 2018 UK Corporate Governance Code and the Listing Rules of the Financial
Conduct Authority.
Rachel Howarth
Chair of the Remuneration Committee
19 May 2026
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REMUNERATION POLICY
This part of the Directors’ Remuneration Report sets out a summary of the Directors’ Remuneration Policy (the ‘Policy’). The full Policy isavailable
in the 2023/24 Annual Report and Accounts on the Group’s website at: www.cranswick.plc.uk.
Link between Policy, strategy and structure
Our Remuneration Policy is principally designed to align the interests of Executive Directors and Senior Executives with the Company’s strategic
vision and the creation of sustainable long-term value for our stakeholders without encouraging excessive levels of risk-taking. The Policy is
intended to remunerate our Executive Directors competitively and appropriately for effective delivery of this and allows them to share in this
success and the value delivered to Shareholders. The principles and values that underpin the remuneration strategy are applied on a consistent
basis for all Group employees. It is the Group’s policy to reward all employees fairly, responsibly and by reference to local market practices,
byproviding an appropriate balance between fixed and variable remuneration.
The remuneration package is in two parts, to provide competitive total remuneration:
• a non-performance part represented by fixed remuneration (basic salary, pension and benefits); and
• a significant performance-related element in the form of an annual bonus and long-term share-based awards.
The details of individual components of the remuneration package are set out below:
Purpose and link
to strategy Operation Performance metrics Maximum entitlement
Base salary
To provide a market
competitive base
salary to attract and
retain executives.
Base salaries are ordinarily reviewed
annuallytaking into account a number
offactors including (but not limited to):
• the individual’s skills, experience
and responsibilities;
• pay increases within the Group more
generally; and
• performance, Group profitability
andprevailing market conditions.
Any changes will usually take effect from
1 April.
While no formal performance
conditions apply, an
individual’s performance
inrole is taken into account
indetermining any
salary increase.
While there is no maximum salary,
increases will normally be within the
range of salary increases awarded
(inpercentage of salary terms) to
otheremployees in the Group.
However, higher increases may be
awarded in appropriate circumstances,
such as:
• an increase in scope of the role or
theindividual’s responsibilities;
• where an individual has been
appointed to the Board at a lower
thantypical market salary to allow
forgrowth in the role, in which case
larger increases may be awarded to
move salary positioning to a typical
market level as the individual
gains experience;
• change in size and complexity
oftheGroup; and/or
• significant market movement.
Such increases may be implemented
over such time period as the Committee
deems appropriate.
Pension
To provide a
framework to save
for retirement.
Executive Directors are entitled to
non-contributory membership of the Group’s
defined contribution pension scheme.
Alternatively, at their option, Executive
Directors may receive a cash payment
inlieuofpension contribution, subject
tothenormalstatutory deductions
(oracombination thereof).
Pension contributions may also be made
inlieu of salary.
N/A The maximum Company contribution
orcash payment in lieu will not exceed
the percentage rate available to the
majority of the workforce as determined
by the Committee (currently 10 per cent
of salary).
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Purpose and link
to strategy Operation Performance metrics Maximum entitlement
Benefits
To provide market
competitive
benefitsaspart of
the remuneration
package.
Market-competitive benefits principally
comprise health insurance (which may
includecoverage for the Director’s
spouse/partner and dependent children),
life insurance, income protection insurance,
personal tax advice, pension advice and
Company car allowance or the provision
ofaCompany car and running costs.
Additional benefits might be provided from
time to time if the Committee decides
payment of such benefits is appropriate.
Reimbursed expenses may include a gross-up
to reflect any tax or social security due in
respect of the reimbursement.
Benefits are non-pensionable.
N/A While the Committee has not set
anabsolute maximum on the level
ofbenefits Executive Directors may
receive, the value is set at a level,
whichthe Committee considers to be
appropriately positioned, taking into
account relevant market levels based
onthe nature and location of the role
and individual circumstances.
Annual bonus
To incentivise
andreward for
performance in the
year against targets
linked to the delivery
of the Company’s
strategic priorities.
Where deferral
applies, this provides
direct alignment
toShareholders’
interests.
Measures and targets are reviewed
annuallyand any pay-out is determined
bytheCommittee after the year-end,
basedon performance against targets
setforthe financial period.
The Committee has discretion to amend
thepay-out as referred to on page 107
ofthe2024 Annual Report.
If an Executive Director has met,
asdetermined by the Committee,
the In-Service Shareholding Guideline
referred to following this table, the whole
ofanybonus earned may be paid in cash.
If an Executive Director has not met the
In-Service Shareholding Guideline, one-third
of any bonus earned will be deferred into
shares for up to two years and the balance
ofthe bonus earned will be paid in cash.
Deferral of any bonus is subject to a de
minimis limit of £10,000.
A greater proportion of the bonus may
bedeferred with the agreement of the
Executive Director.
Additional shares may be awarded in respect
of shares subject to deferred bonus awards to
reflect the value of dividends that would have
been paid on those shares during the period
from grant to the release date (this payment
may assume that dividends had been
reinvested in shares on a cumulative basis).
Bonuses are non-pensionable.
Recovery provisions apply as referred to on
page 123.
The bonus will be based on
the achievement of targets
with stretching performance
measures and respective
weightings (where more
thanone measure is used)
seteach year dependent
onthe Group’s strategic
priorities. The majority
ofthebonus willbe based
onfinancial measures.
The maximum opportunity is up to
200 per cent of base salary for the CEO
and up to 180 per cent of base salary
forany other Executive Director.
Subject to the Committee’s discretion
tooverride formulaic outcomes in
respect offinancial measures, the bonus
for achieving threshold performance
is 20 per cent of maximum opportunity,
rising up to 50percent of the
maximumfor on-targetperformance.
Subject to the Committee’s discretion to
override formulaic outcomes, vesting
ofthe bonus in respect of non-financial
measures or individual objectives will
bebetween 0 per cent and 100 per cent
based on the Committee’s assessment
ofthe extent to which the relevant metric
or objective has been met.
REMUNERATION POLICY
CONTINUED
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Purpose and link
to strategy Operation Performance metrics Maximum entitlement
Share-based awards
A Save As You Earn
(‘SAYE’) share
scheme is available to
all eligible employees.
Subject to approval by the Board, SAYE
options are made available to eligible staff,
including Executive Directors, in accordance
with the scheme rules that reflect the
applicable legislation with an option exercise
price, which may be set at a discount to the
share price when the option is offered.
N/A The limit on monthly savings and
maximum discount that may be applied
in setting the exercise price will be
determined in accordance with
theapplicable tax legislation from
time to time and will be the same
fortheExecutive Directors as for other
eligible employees. At the date of
approval of this Policy, the maximum
saving is £500 per month and the
maximum discount is20 per cent.
A Buy As You Earn
(‘BAYE’) share
incentive plan is
available to all
eligible employees.
Under the BAYE, eligible staff, including
Executive Directors, may acquire ‘Partnership
Shares’ from their remuneration, be awarded
‘Matching Shares’ in respect of Partnership
Shares they acquire and be awarded
‘Free Shares’.
N/A The maximum value of Partnership
Shares that may be acquired, the
maximum Matching Shares ratio and the
maximum value of Free Shares that
maybe awarded will be determined
inline with the applicable tax legislation
from time to time and will be the same
fortheExecutive Directors as for all
other eligible employees. At the date
ofapproval of this Policy, the maximum
value of Partnership Shares that may
beacquired is £1,800 per year, the
maximum Matching Share to Partnership
Share ratio is 2:1 and the maximum
valueof Free Shares that may be
awarded is£3,600 per year.
Fees and benefits payable to Non-Executive Directors
To pay fees at a level
that reflects market
conditions and are
sufficient to attract
and retain individuals
of the appropriate
calibre.
The fees of the Non-Executive Directors
are determined by the Board and
reviewed periodically.
The fees of the Non-Executive Chair
aredetermined by the Committee
andreviewed periodically.
Non-Executive Directors are paid a basic
feewith additional fees paid for other
Boardresponsibilities or roles or time
commitment, such as chairing Committees,
for holding therole of Senior Independent
Director orDesignated Non-Executive
Director withresponsibility for engaging
withthe workforce.
Non-Executive Directors are not eligible
toparticipate in any of the Group’s share
schemes, incentive schemes or
pension schemes.
Non-Executive Directors may be eligible
toreceive benefits such as travel
costsandother reasonable expenses.
Reimbursed expenses may include a gross-up
to reflect any tax orsocial security due
inrespect of the reimbursement.
N/A Fees are set taking into account the
responsibilities of the role and the
expected time commitment.
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Purpose and link
to strategy Operation Performance metrics Maximum entitlement
Core LTIP and Exceptional Performance LTIP
Core Long-Term
Incentive Plan
(‘LTIP’)awards
andExceptional
Performance LTIP
awards provide a
clear link between
the remuneration
ofExecutive
Directors and the
creation ofvalue
forShareholders
byrewarding the
achievement of
longer-term
strategicpriorities
aligned to
Shareholder
interests, with
exceptionally
stretching
performance
targetsapplying
toExceptional
Performance
LTIP awards.
Core LTIP awards and Exceptional
Performance LTIP awards may take the
formof nil (or nominal) cost share options
orconditional awards.
Awards will usually vest following the
assessment of the applicable performance
measures. Awards held by Executive
Directors are then subject to a two-year
holding period, which may be structured
aseither: (1) the Executive Director being
entitled to acquire the shares once vested,
but, other than as regards sales to cover tax
or any exercise price, being prevented from
selling shares until the end of the holding
period; or (2) the Executive Director being
prevented from acquiring shares until the
endof the holding period. If a holding period
is structured on the latter basis, additional
shares may be awarded in respect of vested
shares to reflect the value of dividends paid
on shares from the start of the holding
perioduntil the date on which the Executive
Director is entitled to acquire shares
(thispayment mayassume that dividends
have been reinvested in shares on
acumulative basis).
The Committee has discretion to amend
pay-outs as referred to on page 107 of the
2024 Annual Report.
Recovery provisions apply as referred to
onpage 123.
The Committee, may at its discretion,
structure awards as qualifying LTIP awards,
consisting of a tax qualifying CSOP option
with an exercise price equal to the market
value of ashare at the date of grant and an
ordinary nil-cost LTIP award, with the
ordinaryaward scaled back at exercise
totakeaccount of any gain made on exercise
ofthe CSOP option. The provisions of this
Policy will apply to the CSOP element of
anyqualifying LTIP award to the extent
permitted by the applicable tax legislation
and HMRC practice.
Core LTIP awards
Performance measures
forCore LTIP awards are
typically assessed over a
period of three years and will
include financial measures
(which may be, but are not
limited to, EPS growth and
return measures) and may
include individual strategic
performance measures
(which may include ESG
measures). At least 80 per
cent of the award will be
subject to performance
measures based on financial
measures. Where more than
one measure is used, the
weightings will be determined
by the Committee taking into
account the Company’s key
strategic priorities.
Subject to the Committee’s
discretion to override
formulaic outturns, threshold
vesting will not be at more
than 25 per cent of maximum.
Core LTIP awards vest in full
for maximum performance.
Exceptional Performance
LTIPawards
Performance measures for
Exceptional Performance
LTIP awards are typically
assessed over a period of
three years and will be based
on financial and/or TSR
measures. Where more than
one measure is used, the
weightings will be determined
by the Committee taking into
account the Company’s key
strategic priorities.
Subject tothe Committee’s
discretion tooverride
formulaic outturns, there
willbe no vesting for
performance at orbelow
threshold, with performance
increasing from0 per cent at
threshold to 100 per cent for
maximum performance.
Core LTIP awards
The maximum Core LTIP award in
respect of any financial year is up to
200 per cent of base salary.
Exceptional Performance LTIP awards
The maximum Exceptional Performance
LTIP award in respect of any financial
year is up to 100 per cent of base
salary for the CEO and up to 50 per cent
of base salary for any other
Executive Director.
Qualifying LTIP
If a qualifying LTIP award is granted,
thevalue of shares subject to the CSOP
option will not count towards the limits
referred to above, reflecting the
provisions for scale back of the ordinary
LTIP award.
REMUNERATION POLICY
CONTINUED
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Recovery provisions
The annual bonus, Core LTIP and Exceptional Performance LTIP are subject to recovery provisions as set out below.
Malus provisions apply, which enable the Committee to determine before the payment of an annual bonus or the vesting of a Core LTIP or
Exceptional Performance LTIP award, that the bonus opportunity or Core LTIP or Exceptional Performance LTIP award may be cancelled
or reduced.
Clawback provisions apply, which enable the Committee to determine for up to two years following the payment of a cash bonus or the vesting
ofa Core LTIP or Exceptional Performance LTIP award (which is considered an appropriate period having regard to the nature of the Company’s
business and market practice), that the amount of the bonus paid may be recovered (and any deferred bonus award maybe reduced or
cancelled, or recovery may be applied to it if it has been exercised) and the Core LTIP or Exceptional Performance LTIP award may be cancelled
or reduced (if it has not been exercised) or recovery may be applied to it (if it has been exercised).
The malus and clawback provisions may be applied in the event of material misstatement, error in assessing a performance condition or
intheinformation or assumptions on which a bonus award, Core LTIP or Exceptional Performance LTIP was awarded, material misconduct
byaparticipant, material risk management failure, serious reputational damage or material corporate failure. Malus and clawback provisions
were not applied during the year.
Differences in policy on remuneration of Executive Directors from policy on remuneration of employees generally
The Company aims to provide a remuneration package that is market competitive and which reflects responsibility and role scope.
Accordingly,Executive Directors have a greater weighting towards long-term and performance-based remuneration.
Shareholding requirements
To align the interests of Executive Directors with those of Shareholders, the Committee has adopted shareholding guidelines, which apply
inemployment and after cessation of employment. The Committee retains discretion to disapply or vary these provisions in exceptional circumstances.
In-Service Shareholding Guideline
During employment, each Executive Director is required to build and maintain a shareholding with a value of at least 200 per cent of their annual
base salary. The Executive Director must retain shares acquired through the Core LTIP, Exceptional Performance LTIP and any deferred bonus
award (after sales to cover tax, any exercise price and costs) until the required level of holding has been achieved.
Where a Core LTIP award or Exceptional Performance LTIP award is subject to a holding period on the basis that the Executive Director is
prevented from acquiring shares until the end of the holding period, the vested shares count towards the shareholding requirement, on a net
ofassumed tax basis. Shares subject to a deferred bonus award count towards the shareholding requirement, on a net of assumed tax basis.
Shareholding requirement post-employment
Shares are subject to the post-employment shareholding requirement only if they are acquired from Core LTIP awards, Exceptional Performance
LTIP awards or deferred bonus awards granted after 1 April 2021. Shares purchased by an Executive Director are not subject to
this requirement.
For the first 12 months after cessation of employment (or, if the Committee so determines, after the Executive Director has stepped down
fromthe Board), the Executive Director must retain such of their relevant shares as have a value at cessation equal to 200 per cent of base
salary(or if less all of their relevant shares) and for the following 12 months, retain such of their relevant shares as have a value at cessation
equalto 100 per cent of base salary (or if less all of their relevant shares).
Service contracts
The Committee’s current policy is not to enter into employment contracts with any element of notice period in excess of one year. Accordingly,
each of the following Executive Directors has a one year rolling contract: Adam Couch commencing 1 May 2006 (revised 1 August 2012),
Mark Bottomley from 1 June 2009, Jim Brisby from 26 July 2010 and Chris Aldersley from 19 October 2015 (revised 1 August 2022).
Non-Executive Directors
Each Non-Executive Director has an appointment letter – Tim Smith for three years from 1 April 2024 and Liz Barber for three years from
1 May 2024, Alan Williams for three years from 24 July 2023, Yetunde Hofmann for three years from 1 August 2025, and Rachel Howarth
forthree years from 30 April 2024. The continuing appointments are subject to annual re-election at the Company’s AGM.
Copies of the service contracts and letters of appointment are held at the Company’s Registered Office and will be available for inspection
atthe AGM.
Legacy remuneration arrangements
The Committee reserves the right to make any remuneration payments and/or payments for loss of office (including exercising any discretions
available to it in connection with such payments) notwithstanding that they are not in line with the Policy set out above where the terms of
thepayment were agreed: (i) before the Policy set out in the 2024 Annual Report and Accounts came into effect, provided that the terms of
payment were consistent with the Shareholder-approved Directors’ Remuneration Policy in force at the time they were agreed; or (ii) at a time
when the relevant individual was not a Director of the Company and, in the opinion of the Committee, the payment was not in consideration
forthe individual becoming a Director of the Company. For these purposes ‘payments’ includes the Committee satisfying awards of variable
remuneration and, in relation to an award over shares, the terms of the payment are ‘agreed’ at the time the award is granted.
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Pay and conditions elsewhere in the Group
The Committee does not directly consult with employees regarding the remuneration of the Executive Directors. However, when considering
remuneration levels to apply, the Committee will take into account base pay increases, bonus payments and share awards made to the
Company’s employees generally.
The following are the key aspects of how pay and employment conditions across the Group are taken into account when setting the
remuneration of employees, including the Executive Directors:
• the Group operates within the UK food sector and has many employees who carry out demanding tasks within the business;
• all employees, including Directors, are paid by reference to the market rate;
• performance is measured and rewarded through a number of performance-related bonus schemes across the Group including LTIP share
options for Executive Directors and Senior Executives;
• performance measures are cascaded down through the organisation to individual businesses;
• the Group offers employment conditions that are commensurate with a quoted company of a similar size, including high standards of health
and safety and equal opportunities; and
• the Group operates Save As You Earn (‘SAYE’) share schemes and a Buy As You Earn (‘BAYE’) share incentive plan, each of which is open
toalleligible employees including Executive Directors.
Consideration of Shareholders’ views
The Committee believes that ongoing dialogue with major Shareholders in relation to Executive Director remuneration is of key importance.
The Committee will consider Shareholder feedback received on remuneration matters including issues raised at the AGM as well as any
additional comments received during any other meeting with Shareholders. The Committee will seek to engage directly with major
Shareholders and their representative bodies should any material changes be proposed to be made to the Remuneration Policy or made
totheway the Remuneration Policy is implemented.
REMUNERATION POLICY
CONTINUED
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DIRECTORS’ REPORT
The Directors’ Report required under the Companies Act 2006 comprises this Directors’ Report (pages126 to 130), the Corporate Governance
Report (pages 74 to 124), the Sustainability Report set out in the Strategic Report (pages 26 to 42) and the Statement of Directors’
Responsibilities (page 131). The management report required under Disclosure Guidance and Transparency Rule 4.1.8R comprises the Strategic
Report (pages 2 to 72) and this Directors’ Report. This Directors’ Report meets the requirements of the Corporate Governance Statement
required under Disclosure Guidance and Transparency Rule 7.2. As permitted by legislation, some of the matters required to be included
intheDirectors’ Report have been included in the Strategic Report by cross reference.
Annual General Meeting
The Annual General Meeting (‘AGM’) of Cranswick plc will be held at the Mercure Hull Grange Park Hotel, Grange Park Lane, Willerby,
HullHU10 6EA on Monday 27 July 2026. A notice convening the AGM can be found in the separate Notice of Annual General Meeting
accompanying this Annual Report and Accounts.
Details of the Special Business to be transacted at the AGM are contained in the separate letter from the Chairman, which also accompanies
thisAnnual Report and Accounts, and covers the Directors’ authority to allot shares, the partial disapplication of pre-emption rights and the
authority for the Company to buy its own shares.
Results and dividends
The profit for the financial year, after taxation amounts to £158.3 million (2025: £134.3 million). The Directors have declared dividends
as follows:
2026 2025
Interim dividend per share paid on 26 January 2026 27.0p 25.0p
Final dividend per share proposed 85.5p 76.0p
Total dividend £60.9m £54.6m
Subject to approval at the AGM, the final dividend will be paid in cash on 28 August 2026 to members on the register at the close of business
on17 July 2026. The shares will go ex-dividend on 16 July 2026. The proposed final dividend for 2026, together with the interim paid in January
2026, amounts to 112.5 pence per share, which is 11.4 per cent higher than the previous year.
Directors
The Directors of the Company who were in office during the year and up to the date of signing the audited Consolidated Financial Statements,
together with the biographies of all Directors serving at the date of this Annual Report, are shown on pages 76 and 77.
Directors’ interests in the Company’s shares
The interests of the Directors of the Company and their related parties at 28 March 2026 in the issued share capital of the Company (or other
financial instruments), which have been notified to the Company in accordance with the Market Abuse Regulation are set out in the
Remuneration Report on page 116.
Appointment and removal of Directors
The Articles of Association of the Company, the UK Corporate Governance Code and the Companies Act 2006 govern the appointment and
replacement of Directors. Our Articles of Association are available on our website (www.cranswick.plc.uk). The Articles of Association include
rules such as the limitation on the number of Directors to 15. Directors may be appointed by an Ordinary Resolution of the Shareholders or
byaresolution of the Directors. A Director appointed by the Board during the year must retire at the first AGM following their appointment
andsuch Director is eligible to offer themselves for election by the Company’s Shareholders. Notwithstanding the retirement provisions
intheCompany’s Articles of Association, it is the Company’s current practice that all Directors retire from office at each AGM in accordance
withthe recommendations of the UK Corporate Governance Code.
Directors indemnities
During the year, and as at the date of approving the Annual Report and Financial Statements, the Company had in place a qualifying indemnity
provision and directors’ and officers’ liability insurance. This gives appropriate cover against the costs of defending themselves in civil
proceedings taken against them in their capacity as a Director or officer of the Company and in respect of damages resulting from any
unsuccessful defence of any proceedings.
Directors conflicts of interest
Procedures are in place to ensure compliance with the Directors’ conflict of interest duties set out in the Companies Act 2006. The Company
has complied with these procedures during the year and the Board believes that these procedures operate effectively. During the year, details
ofany new conflicts or potential conflict matters were submitted to the Board for consideration and, where appropriate, these were approved.
Authorised conflict or potential conflict matters are reviewed by the Board at least on an annual basis.
Share capital
The Company has a single class of shares in the form of ordinary shares with a nominal value of ten pence per share, which are listed as
EquityShares (Commercial Companies) on the London Stock Exchange and trade as part of the FTSE 250 Index under the symbol CWK.
The Company has one class of shares, being ordinary shares of ten pence each. There are no special rights pertaining to any of the shares
inissue; each share carries the right to one vote at general meetings of the Company. The allotted and fully paid up share capital is shown
inNote23 on page 174. During the year, the share capital increased by 102,451 shares. The increase comprised 102,451 of shares issued
relating toshare options exercised during the year.
Details of share option schemes are summarised in Note 25 to the audited Consolidated Financial Statements. The information in Note 25
totheFinancial Statements is incorporated into this Directors’ Report by reference and is deemed to form part of this Directors’ Report.
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Rights and obligations attaching to shares
The rights and obligations attaching to shares are set out in the Company’s Articles of Association, which are available on the Company’s
website(www.cranswick.plc.uk). The holders of ordinary shares are entitled to receive dividends when declared, to receive the Company’s
Annual Report and Accounts, to attend and speak at general meetings of the Company, to appoint proxies and to exercise voting rights.
No shares carry any special rights with regards to control of the Company and there are no restrictions on transfer or limitations on the holding
of ordinary shares in the Company other than where certain restrictions may apply from time to time on the Board of Directors and other
SeniorExecutives and staff, which are imposed by laws and regulations relating to insider trading laws and market requirements relating to close
periods. The Company is not aware of agreements between holders of securities that may result in restrictions on the transfer of securities
oronvoting rights and no known arrangements under which financial rights are held by a person other than the holder of the shares.
Amendment of Articles of Association
The Company’s Articles of Association may only be amended by a special resolution at a general meeting of the Shareholders.
Major interests in shares
The following information has been disclosed to the Company pursuant to the Financial Conduct Authority’s Disclosure Guidance and
Transparency Rules, and is published on a Regulatory Information Service and on the Company’s website. The following has been received,
inaccordance with DTR 5, from holders of notifiable interests in the Company’s issued share capital as at 28 March 2026:
At 28 March 2026
Number of shares
% of issued
sharecapital Nature of holding
BlackRock Inc 5,217,553 9.61 Direct & Indirect
Schroders 2,972,639 5.47 Direct & Indirect
The Vanguard Group, Inc 2,931,792 5.40 Direct & Indirect
JPMorgan Chase & Co 2,680,179 4.94 Direct & Indirect
Invesco Ltd 2,085,750 3.84 Direct & Indirect
The positions stated above represent the holdings in shares either in their own right or on behalf of third parties and may not represent the total
voting rights (or authority to vote) as at 28 March 2026. There have been no notifications of any significant changes, or percentage movements,
to these shareholdings as at 19 May 2026.
Capital structure
The primary objective of the Group’s capital management is to ensure that it maintains a strong credit rating and healthy capital ratios in order
tosupport its business and maximise value for Shareholders and other stakeholders. The Group regards its Shareholders’ equity and net debt
asits capital and manages its capital structure and makes adjustments to it in light of changes in economic conditions. To maintain or adjust the
capital structure, the Group may adjust the dividend payment to Shareholders, return capital to Shareholders or issue new shares. No changes
were made to the objectives, policies or processes during the 52 weeks ended 28 March 2026 or 52 weeks ended 29 March 2025. The Group’s
capital structure is as follows:
2026
£’m
2025
£’m
Net debt (Note 27) 240.8 172.4
Cranswick plc Shareholders’ equity 1,088.9 987.9
Capital employed 1,329.7 1,160.3
Powers of the Directors in relation to share capital
The powers of the Directors are determined by the Company’s Articles of Association, UK legislation including the Companies Act 2006 and
any directions given by the Company in a general meeting.
Allotment of shares
The Company’s Directors were granted authority at the AGM in 2025 to allot shares in the Company or to grant rights to subscribe for,
ortoconvert any, securities into shares in the Company (a) up to a maximum aggregate nominal amount of £1,806,000 (being approximately
one-third of the issued share capital prior to that AGM) in any circumstance; and (b) a further maximum aggregate nominal amount of
£1,806,000 (being approximately one-third of the issued share capital prior to the AGM) in connection with a rights issue only. The Directors do
not have any present intention of exercising this authority other than in connection with the issue of ordinary shares in respect of the Company’s
share option plans. This authority is due to lapse at the 2026 AGM. At the 2026 AGM, Shareholders will be asked to renew the authority.
Specific details of the resolution and the number of shares covered by the renewed authority can be found in Resolution 15 of the Notice
ofAnnual General Meeting.
Disapplication of pre-emption rights
The Directors were empowered at the 2025 AGM to make non-pre-emptive issues for cash up to a maximum aggregate nominal amount
of£542,500 (being approximately 10 per cent of the issued share capital prior to that AGM) and up to a further nominal amount equal to
20percent of such issue if used only for the purposes of making a follow-on offer, which the Directors determine to be of a kind contemplated
bythePre-Emption Group’s Statement of Principles (as updated in November 2022). This power is also due to lapse at the 2026 AGM
andShareholders will be asked to grant a similar power (Resolution 16 of the Notice of Annual General Meeting).
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DIRECTORS’ REPORT
CONTINUED
In addition, as supported by the Pre-Emption Group’s Statement of Principles, as updated in November 2022, the Directors were empowered
atthe 2025 AGM to allot shares for cash or sell shares out of treasury up to a further nominal amount of £542,500, representing approximately
10 per cent of the issued ordinary share capital as at 6 June 2025 (the latest practicable date before the publication of the Notice of Annual
General Meeting), other than to existing Shareholders without first having to offer them to existing Shareholders in proportion to their holdings
for the purposes of financing (or refinancing) a transaction, which is an acquisition or other capital investment and up to a further nominal amount
equal to 20 per cent of any allotments or sales if used only for the purposes of making a follow-on offer, which the Directors determine to be of
akind contemplated by the Statement of Principles. In respect of this, the Board confirms that it will only allot shares or sell shares out of treasury
pursuant to this authority where the relevant acquisition or specified capital investment is announced contemporaneously with the allotment,
orhas taken place in the preceding six-month period and is disclosed in the announcement of the allotment. The Directors have no current
intention of exercising this authority. If this authority is used, the Company will publish details of the placing in its next Annual Report and
Accounts. This power is also due to lapse at the 2026 AGM and Shareholders will be asked to grant a similar power (Resolution 17 of the Notice
of Annual General Meeting).
Own share purchases
The Directors were also authorised at the 2025 AGM under a Special Resolution to make market purchases of the Company’s own ordinary
shares up to a maximum aggregate number of 5,425,000 shares (being approximately 10 per cent of the issued share capital prior to that
AnnualGeneral Meeting) and subject to the conditions as to pricing set out in the authority. This authority is also due to lapse at the 2026
AGMwhen it is proposed that Shareholders grant a similar authority.
The authority to make market purchases of the Company’s own ordinary shares will expire at the earlier of 28 January 2027 or the conclusion
ofthe 2026 AGM. It is the current intention of the Directors to renew this authority annually. In the event that shares are purchased pursuant
tothe authority granted under this resolution, the shares would either be cancelled (and the number in issue would be reduced accordingly)
orretained as treasury shares. The Directors will only make purchases after consideration of the possible effect on earnings per share and the
long-term benefits to Shareholders, and in consultation with advisers.
Own shares held
During the year, the Cranswick Employee Benefit Trust (the ‘Trust’), which was set up in May 2020, purchased Cranswick plc shares.
Shares heldin trust are recorded at cost and deducted from equity.
The Shares held in trust reserve represents the cost of shares in Cranswick plc purchased in the market and held by the Trust to satisfy share
awards under the Group’s Long-Term Incentive Plan and Save As You Earn share option plan.
Change of control
There are no agreements that the Company considers significant, and to which the Company is party that would take effect, alter or terminate
upon change of control of the Company following a takeover bid other than the following:
• the Company is party to a number of banking agreements, which upon a change of control of the Company, are terminable by the bank upon
the provision of 30 working days’ notice;
• the Company is party to an agreement with WM Morrison Supermarkets plc (‘WM Morrison’) for the supply of poultry products from
itsfacility at Eye, Suffolk, which upon a change of control of the Company is terminable by WM Morrison upon the provision of notice;
• the Company is party to an agreement with Pets at Home Limited (‘Pets at Home’) for the supply of pet food products from its facility
atLincoln, which upon a change of control of the Company is terminable by Pets at Home upon the provision of notice;
• there are no agreements between the Company and its Directors or employees providing for compensation for loss of office or employment
(whether through resignation, purported redundancy or otherwise) that occur because of a takeover bid; and
• there are certain provisions in the Company’s Save As You Earn share option plan, Buy As You Earn share option plan and the Long-Term
Incentive Plan that may cause options and awards granted to vest on a takeover. The proportion of the awards that are capable of exercise will
depend on the time in the scheme, and as far as the LTIP is concerned, the extent to which the performance targets (as adjusted or amended)
have been satisfied.
Tax contribution
Within the UK, our tax contribution to the UK treasury takes two forms: direct contributions, being a cost to the Company, which includes
corporation tax on profits, employer’s National Insurance on wages paid, business rates and apprenticeship levy; and indirect contributions,
being income tax and employee’s National Insurance on wages paid. The total paid in the year amounts to £213.2 million and is analysed
as follows:
Direct tax
Corporation tax £47.3m
Employer’s National Insurance £58.5m
Business rates £5.1m
Apprenticeship levy £2.4m
Indirect tax
Income tax £78.2m
Employee’s National Insurance £21.7m
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Financial instruments
Functional currency
The functional currency of all Group undertakings is Sterling.
Foreign currency risk
The main foreign exchange risk facing the Group is in the purchasing of olives and charcuterie products and fresh pork cuts from continental
Europe in Euros and the sale of fresh pork to the US and China denominated in US Dollars. The policy of the Group is to seek to mitigate the
impact of this risk by taking out forward contracts for up to 12 months ahead and for amounts that commence at approximately 25 per cent of
the requirement and move progressively towards full cover. The Chief Financial Officer is consulted about the key decisions on currency cover.
Interest rate risk
The Group’s current policy is to manage its cost of borrowing using a mix of fixed and variable rate debt. While fixed rate interest-bearing debt
isnot exposed to cash flow interest rate risk, there is no opportunity for the Group to enjoy a reduction in borrowing costs in markets where rates
are falling. In addition, the fair value risk inherent in fixed rate borrowing means that the Group is exposed to unplanned costs should debt be
restructured or repaid early as part of the liquidity management process. In contrast, while floating rate borrowings are not exposed to changes
in fair value, the Group is exposed to cash flow risk as costs increase if market rates rise.
The Group has increased its borrowings over the past 12 months with net debt increasing to £240.8 million (2025: £172.4 million). At 28 March
2026, gearing was 22.1 per cent (2025: 17.5 per cent). Given this conservative debt structure and low market interest rates, the Group has not
fixed the interest rate on any part of its current facility.
The Board will keep this situation under constant review and will fix the interest rate on a proportion of the Group’s borrowings at such time
asitbecomes appropriate to do so. The monitoring of interest rate risk is handled entirely at Head Office, based on the monthly consolidation
ofcash flow projections and the daily borrowings position.
Credit risk
Practically all sales are made on credit terms, the majority of which are to the major UK food retailers. Overdue accounts are reviewed at
monthlymanagement meetings. The historical incidence of bad debts is low. For all major customers, credit terms are agreed by negotiation
andfor all other customers, credit terms are set by reference to external credit agencies and/or commercial awareness. Every attempt is made
toresist advance payments to suppliers for goods and services; where this proves commercially unworkable, arrangements are put in place,
where practical, to guarantee the repayment of the monies in the event of default.
Liquidity risk
The Group has historically been very cash-generative. The bank position for each site is monitored on a daily basis and capital expenditure
isapproved at local management meetings, at which members of the main Board are present and reported at the subsequent monthly main
Board meeting. Major projects, in excess of £5.0 million are approved by the main Board.
Each part of the Group has access to the Group’s overdraft facility and all term debt is arranged centrally. The Group has a core bank facility,
which runs to July 2029 comprising a revolving credit facility of £360.0 million, including a committed overdraft facility of £20.0 million.
The facility also includes an accordion feature, which allows an additional £90.0 million to be drawn down on the same terms at any point during
the term ofthe facility. The Group manages the utilisation of the revolving credit facility through the monitoring of monthly consolidated cash
flow projections and the daily borrowings position. The current arrangement provides the Group with reduced liquidity risk and medium-term
funding to meet itsobjectives. The unutilised element of the facilities at 28 March 2026 was £281.0 million (2025: £204.0 million).
Note 22 (Financial Instruments) to the audited Consolidated Financial Statements is incorporated into the Directors’ Report by reference.
Research and development
The Group remains at the forefront of new product development offering consumers a wide range of products, with the research and
development expenditure in the year reaching £32.3 million (2025: £24.0 million). Through innovative use of existing and emerging
technologies, there will continue to be successful development of new products and processes for the Group.
Political donations
No contributions were made to political parties during the year ended 28 March 2026 (2025: £nil).
Employee and other stakeholder considerations
Details of the Company’s arrangements for engaging with employees and actions taken during the year can be found on pages 45 to 49
oftheStrategic Report and pages 80 to 81 of the Corporate Governance Report. Details of the arrangements in place under which employees
can raise any matter of concern are set out on page 72. Disclosures relating to the Group’s human rights and anti-bribery policies are contained
on page 72. The Group’s Non-Financial and Sustainability Information Statement is set out on page 72. Details of employee involvement
inCompany performance through share scheme participation can be found on page 175. Details of how the Directors have engaged with
employees and how the Directors have had regard to employee interests, and the effect of that regard on the principal decisions taken by the
Company during the financial year, can be found in the Section 172(1) Statement on pages 44 to 61. These are deemed to form part of this
Directors’ Report.
A summary of how the Company has engaged with suppliers, customers and other third parties can be found on pages 44 to 60. Details of
howthe Directors have had regard to the need to foster the Company’s business relationships with suppliers, customers and others, and the
effect of that regard on the principal decisions taken by the Company during the financial year are contained in the Section 172(1) Statement
onpages 44 to 60. Further information on our payment practices with suppliers can be found on the UK Government’s reporting portal.
In addition, during the year, the Company supported a range of causes in local communities requiring assistance. Further details can be found
onpages 58 and 59. These are deemed to form part of this Directors’ Report.
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Employment policies
The Group’s employment policies can be found at: www.cranswick.co.uk. A description of actions the Group has taken to encourage greater
employee involvement in the business are set out on pages 80 and 81. Such information is incorporated into this Directors’ Report by reference
and is deemed to form part of this Directors’ Report.
As an employer, the Group takes reasonable steps to ensure that recruitment processes and terms of employment do not discriminate for
reasons related to disability and that opportunities offered for promotion, transfer, training or other benefits are the same for all employees
andthat a disabled person is not put at a disadvantage because of their disability.
Environmental matters
Information on our greenhouse gas emissions energy consumption and energy efficiency actions required to be disclosed by the Companies
Act2006 (Strategic Report and Directors’ Report) Regulations 2013 and Schedule 7 of the Large and Medium-sized Companies and Groups
(Accounts and Reports) Regulations 2008/410 is set out in the Sustainability Report on pages 26 to 42. Such information is incorporated into
this report by reference and is deemed to form part of this Directors’ Report.
Information included in the Strategic Report
Certain information required to be included in the Directors’ Report has been set out in the Strategic Report, including information to be
disclosed pursuant to section 414C(11) of the Companies Act 2006. The Strategic Report required by the Companies Act 2006 can be found
on pages 2 to 72. The report sets out the business model (pages 4 to 6), strategy and likely future developments (pages 15 to 19). It contains a
review of the business and describes the development and performance of the Group’s business during the financial year and the position at the
end of the financial year. It also contains a Viability Statement and description of the principal risks and uncertainties facing the Group (pages 63
to 71). Such information is incorporated into this report by reference and is deemed to form part of this Directors’ Report.
Information required by LR 6.6.4R
There is no information required to be disclosed under LR 6.6.4R save for details of the Company’s Long-Term Incentive Plan, which can be
found in the Remuneration Committee Report on pages 107 to 118.
Going concern
The UK Corporate Governance Code 2024 requires the Directors to assess and report on the prospects of the Group and whether the
Groupisa going concern. Management has produced forecasts that have been sensitised to reflect severe yet plausible downside scenarios,
whichconsider the principal risks faced by the Group, including, but not limited to, the availability of labour, an outbreak of Avian Influenza
impacting our chicken flock and a widespread outbreak of African Swine Fever in the UK and Europe, aswelltheGroup’s considerable financial
resources and strong trading relationships with its key customers and suppliers. Directors have alsoconsidered the consequences of the
potential impacts of the wars in Ukraine and Iran, including associated global supply chain uncertainties, and have concluded that they would
have minimal impact on the conclusion below. These forecasts, whichhavebeen reviewed by the Directors, lead the Directors to believe that
theGroup is well placed to manage its business risk successfully. The assumptions supporting these sensitivities have been set out in more detail
inthe longer-term Viability Statement on page 71. As partofthis review, theDirectors have assessed the Group’s ability to continue as a going
concern over a 16-month period to July 2027. After reviewing the available information, including business plans, downside scenario modelling
and making enquiries, the Directors have areasonable expectation that the Group has adequate resources to continue in operational existence
for at least 12 months from the date ofsigning the Group Financial Statements. For this reason, they continue to adopt the going concern basis
for preparing these Financial Statements.
Post balance sheet events
There have been no significant post balance sheet events to report.
Independent auditors
A resolution to reappoint PricewaterhouseCoopers LLP as independent external auditors will be proposed at the AGM, together with the
authority for the Audit Committee to determine their remuneration. A statement on the independence of the external auditors is included
inthereport of the Audit Committee on page 96.
The Directors’ Report was approved by a duly authorised Committee of the Board on 19 May 2026 and is signed by order of the Board by:
Steven Glover
Company Secretary
19 May 2026
Company number: 1074383
DIRECTORS’ REPORT
CONTINUED
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STATEMENT OF DIRECTORS’ RESPONSIBILITIES
The Directors are responsible for preparing the Annual Report and Accounts and the Financial Statements in accordance with applicable law
andregulation.
Company law requires the Directors to prepare Financial Statements for each financial year. Under that law the Directors have prepared
theGroup Financial Statements in accordance with UK-adopted international accounting standards and the Company Financial Statements
inaccordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards, comprising FRS 101
‘Reduced Disclosure Framework’, and applicable law).
Under Company law, Directors must not approve the Financial Statements unless they are satisfied that they give a true and fair view of the state
ofaffairs of the Group and Company and of the profit or loss of the Group for that period. In preparing the Financial Statements, the Directors
are required to:
• select suitable accounting policies and then apply them consistently;
• state whether applicable UK-adopted international accounting standards have been followed for the Group Financial Statements and United
Kingdom Accounting Standards, comprising FRS 101 have been followed for the Company Financial Statements, subject to any material
departures disclosed and explained in the Financial Statements;
• make judgements and accounting estimates that are reasonable and prudent; and
• prepare the Financial Statements on the going concern basis unless it is inappropriate to presume that the Group and Company will continue
inbusiness.
The Directors are responsible for safeguarding the assets of the Group and Company and hence for taking reasonable steps for the prevention
and detection of fraud and other irregularities.
The Directors are also responsible for keeping adequate accounting records that are sufficient to show and explain the Group’s and Company’s
transactions and disclose with reasonable accuracy at any time the financial position of the Group and Company and enable them to ensure that
the Financial Statements and the Directors’ Remuneration Report comply with the Companies Act 2006.
The Directors are responsible for the maintenance and integrity of the Company’s website. Legislation in the United Kingdom governing the
preparation and dissemination of Financial Statements may differ from legislation in other jurisdictions.
Directors’ confirmations
The Directors consider that the Annual Report and Accounts, taken as a whole, is fair, balanced and understandable and provides the
information necessary for Shareholders to assess the Group’s and Company’s position and performance, business model and strategy.
Each of the Directors, whose names and functions are listed in the Board of Directors section on pages 76 and 77 confirm that, to the best
oftheir knowledge:
• the Group Financial Statements, which have been prepared in accordance with UK-adopted international accounting standards, give a true
andfair view of the assets, liabilities, financial position and profit of the Group;
• the Company Financial Statements, which have been prepared in accordance with United Kingdom Accounting Standards, comprising FRS
101, give a true and fair view of the assets, liabilities and financial position of the Company; and
• the Strategic Report on pages 2 to 72 of this document includes a fair review of the development and performance of the business
andtheposition of the Group and Company, together with a description of the principal risks and uncertainties that it faces.
In the case of each Director in office at the date the Directors’ Report is approved:
• so far as the Director is aware, there is no relevant audit information of which the Group’s and Company’s auditors are unaware; and
• they have taken all the steps that they ought to have taken as a Director in order to make themselves aware of any relevant audit information
and to establish that the Group’s and Company’s auditors are aware of that information.
On behalf of the Board
Tim J Smith CBE
Chairman
Mark Bottomley
Chief Financial Officer
19 May 2026
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FINANCIAL
STATEMENTS
133 Independent Auditor’s Report
140 Group Income Statement
141 Group Statement of Comprehensive Income
142 Group Balance Sheet
143 Group Statement of Cash Flows
144 Group Statement of Changes in Equity
145 Notes to the Accounts
181 Company Balance Sheet
182 Company Statement of Changes in Equity
183 Notes to the Company Financial Statements
Strategic Report Corporate Governance Financial Statements Shareholder Information
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132
INDEPENDENT AUDITORS’ REPORT TO
THE MEMBERS OF CRANSWICK PLC
Report on the audit of the financial statements
Opinion
In our opinion:
• Cranswick plc’s Group financial statements and Company financial statements (the ‘financial statements’) give a true and fair view of the state
of the Group’s and of the Company’s affairs as at 28 March 2026 and of the Group’s profit and the Group’s cash flows for the 52 week period
then ended;
• the Group financial statements have been properly prepared in accordance with UK-adopted international accounting standards as applied
in accordance with the provisions of the Companies Act 2006;
• the Company financial statements have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice
(United Kingdom Accounting Standards, including FRS 101 ‘Reduced Disclosure Framework’, and applicable law); and
• the financial statements have been prepared in accordance with the requirements of the Companies Act 2006.
We have audited the financial statements, included within the Annual Report and Accounts (the ‘Annual Report’), which comprise:
• the Group Balance Sheet as at 28 March 2026;
• the Company Balance Sheet as at 28 March 2026;
• the Group Income Statement for the period then ended;
• the Group Statement of Comprehensive Income for the period then ended;
• the Group Statement of Cash Flows for the period then ended;
• the Group Statement of Changes in Equity for the period then ended;
• the Company Statement of Changes in Equity for the period then ended; and
• the notes to the financial statements, comprising material accounting policy information and other explanatory information.
Our opinion is consistent with our reporting to the Audit Committee.
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (‘ISAs (UK)’) and applicable law. Our responsibilities under
ISAs (UK) are further described in the Auditors’ responsibilities for the audit of the financial statements section of our report. We believe that the
audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Independence
We remained independent of the Group in accordance with the ethical requirements that are relevant to our audit of the financial statements
inthe UK, which includes the FRC’s Ethical Standard, as applicable to listed public interest entities, and we have fulfilled our other ethical
responsibilities in accordance with these requirements.
To the best of our knowledge and belief, we declare that non-audit services prohibited by the FRC’s Ethical Standard were not provided.
Other than those disclosed in the Audit Committee Report, we have provided no non-audit services to the Company or its controlled
undertakings in the period under audit.
Our audit approach
Overview Audit scope
• Our audit included the audit of complete financial information, testing over selected financial statement line items,
and specific audit procedures across 18 of the Group’s 32 reporting units. We identified 1 reporting unit which
weconsidered to be significant based on size. We also audited group consolidation journals.
• The Company was subject to a full scope audit by the Group engagement team for the purposes of the Group
Balance Sheet and the Company Financial Statements.
• The reporting units where we conducted substantive audit work, together with audit work performed at the
consolidated level, accounted for approximately 81 per cent of the Group’s revenue and approximately 75 per
cent of the Group’s adjusted profit before tax. These coverages are based on absolute values of the financial
statement line item balances within the Group Income Statement.
Key audit matters
• IAS 41 – Biological assets (Group)
• Risk of impairment of Investments in subsidiary undertakings (Company)
Materiality
• Overall Group materiality: £11.0 million (2025: £9.9 million) based on 5% of adjusted profit before tax.
• Overall Company materiality: £3.5 million (2025: £2.8 million) based on 1% of total assets (capped at an
allocation of Group materiality).
• Per for mance m aterial ity : £8. 2 m illio n (2025: £7.4 m illio n) (Group) a nd £2.6 m illio n (2025: £2.1 mil lion) (Co mpany).
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INDEPENDENT AUDITORS’ REPORT TO
THE MEMBERS OF CRANSWICK PLC
CONTINUED
The scope of our audit
As part of designing our audit, we determined materiality and assessed the risks of material misstatement in the financial statements.
Key audit matters
Key audit matters are those matters that, in the auditors’ professional judgement, were of most significance in the audit of the financial
statements of the current period and include the most significant assessed risks of material misstatement (whether or not due to fraud) identified
by the auditors, including those which had the greatest effect on: the overall audit strategy; the allocation of resources in the audit; and directing
the efforts of the engagement team. These matters, and any comments we make on the results of our procedures thereon, were addressed
inthe context of our audit of the financial statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion
onthese matters.
This is not a complete list of all risks identified by our audit.
Amounts owed by subsidiary undertakings (Company), which was a key audit matter last year, is no longer included because of there being no
prior year audit findings in this area and there are no significant judgements or estimated being applied by management. Otherwise, the key
audit matters below are consistent with last year.
Key audit matter How our audit addressed the key audit matter
IAS 41 – Biological assets (Group)
Refer to Note 2 (‘Judgements and key sources of estimation
uncertainty’ and ‘Accounting Policies’) and Note 15 (‘Biological
Assets’) of the financial statements. Due to the nature of the
Group’s operations, biological assets consisting of pigs and
chickens are measured on initial recognition and at the balance
sheet date. These biological assets have been measured at their
fair value less costs to sell, in line with IAS 41. The net IAS 41
valuation movement recognised in the period is a debit of
£2.2million (2025: debit of £11.1 million) in the Group Income
Statement. We have deemed thatthis Key Audit Matter is
specific to the valuation of the pigs dueto the multiple inputs
and judgements, changes in which canhave amaterial impact.
The total IAS 41 biological assets value for theGroup, at
year-end, is £93.5 million (2025: £96.1 million), of which
£80.7million (2025: £84.5 million) relates to pigs. The key
inputs and judgements have been identified as stock quantities,
third-party market data, application of straight-line growth rates,
and uplifts to historic external data.
In auditing management’s valuation of pigs, we performed thefollowing
procedures:
• G aine d an un der sta ndin g of, a nd evalu ated the key pro cess es us ed
tocalculate the fair value of the pigs; and
• Performed a recalculation of the valuation model to assess the accuracy
ofthe calculation.
We evaluated management’s key inputs used in relation to the valuation
ofthe pigs as follows:
• We have agreed the quantity of pigs, by category, back to operational
dataobtained from the farms. We have also attended a sample of counts
atpig farms and obtained third party confirmations for a further sample;
• We have compared the fair value price of the assets at the various stages
of their life cycle to supporting third party data;
• We have assessed the reasonableness of the straight-line growth
assumption used for pigs; and
• We have considered the appropriateness of the correlation between
historic market prices for sucklers and weaners and the UK Standard
PigPrice used for finisher pigs.
We found, based on the results of our testing, that the calculation and
disclosures made in the financial statements in relation to the IAS 41 valuation
of biological assets were consistent with the supporting evidence obtained.
Risk of impairment of Investments in subsidiary
undertakings(Company)
Refer to Note 2 (Accounting Policies) and Note 9 (Investments).
The Company has investments in subsidiary undertakings
of£89.5 million (2025: £83.8 million). Given the magnitude
ofthe balance, and the management judgement involved in
determining whether any impairment triggers exist, we have
considered the risk of impairment of these assets asaKey
AuditMatter.
In assessing the appropriateness of valuation of investments in subsidiary
undertakings we have performed the following procedures:
• We obtained a schedule of investments in subsidiary undertakings
andensured this is reconciled to the financial statements;
• We challenged management’s assertion that no impairment triggers were
identified that would necessitate a full impairment review to be performed;
• We performed a review of net assets of the subsidiary entity against the
carrying value, and compared the carrying value to the Group’s market
capitalisation and our review of the financial performance of the
subsidiaries; and
• We have reviewed the disclosures included within Note 2 and Note 9
of the Company accounts and consider these to be appropriate.
Based on these procedures we concluded that there were no triggers that
would indicate the directors were required to perform a full impairment test
of the carrying value of investments in subsidiary undertakings.
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How we tailored the audit scope
We tailored the scope of our audit to ensure that we performed enough work to be able to give an opinion on the financial statements as a whole,
taking into account the structure of the group and the company, the accounting processes and controls, and the industry in which they operate.
The Group is organised into 32 reporting units all within the UK. The Group’s financial statements are a consolidation of these reporting units
and the consolidation journals. The reporting units vary in size and we identified 10 reporting units that required an audit of their complete
financial information due to their individual size or risk characteristics. Of these components, we have identified one component which we
considered to be significant based on size. We also audited Group consolidation journals.
The Company is comprised of 1 reporting unit which was subject to a full scope audit by the Group engagement team for the purposes of the
Group Balance Sheet and the Company financial statements.
We performed substantive testing over selected financial statement line items for 2 reporting units and performed specific audit procedures
over biological assets in 6 reporting units due to their contribution towards the overall biological assets financial statement line item.
This scope covered approximately 81 per cent of the Group’s revenue and approximately 75 per cent of the Group’s adjusted profit before tax.
These coverages are based on absolute values of the financial statement line item balances within the Group Income Statement.
For the remaining 14 reporting units, we performed analytical procedures over 9 of these reporting units to respond to any potential risks
ofmaterial misstatement to the Group financial statements. The other 5 reporting units are considered to be inconsequential components,
therefore no audit procedures were performed.
The work was performed by a component audit team on 4 of the 10 reporting units subject to an audit of their complete financial information
andthe 2 reporting units subject to substantive testing over selected financial statement line items. All other work was completed by the group
audit team. All reporting units were audited by PwC in the UK.
The group audit team supervised the direction and execution of the audit procedures performed by the component teams. Our involvement in
their audit process, including attending component clearance meetings, review of their supporting working papers, together with the additional
procedures performed at group level, gave us the evidence required for our opinion on the financial statements as a whole.
The impact of climate risk on our audit
As part of our audit we made enquiries of management to understand the process management adopted to assess the extent of the potential
impact of climate risk on the Group’s financial statements and support the disclosures made within the Strategic Report. We also read the
Group’s governance process in response to climate risk.
Management have made commitments to be an operational Net Zero business by 2050.
Management considers the impact of climate risk does not give rise to a potential material financial statement impact.
The key areas of the financial statements where management evaluated that climate risk has a potential impact are the assumptions in relation to:
future cash flows used in impairment assessments of the carrying value of non-current assets, estimates of future profitability in assessment of
the recoverability of deferred tax, and revision of the useful economic lives and related net book values of tangible assets.
Using our knowledge of the business we evaluated: management’s risk assessment, its estimates as set out in Note 2 of the financial statements
and resulting disclosures where significant. We considered the following areas to be impacted by climate risk and consequently we focused our
audit work in these areas: cash flows relating to the impairment assessment of goodwill and the net book values of property plant and equipment.
To respond to the audit risks identified in these areas we tailored our audit approach to address these, in particular, we:
• Challenged management on how the impact of climate commitments made by the Group would impact the assumptions within the discounted
cash flows prepared by management that are used in the Group’s impairment analysis; and
• Challenged whether the impact of climate risk in the Directors’ assessments and disclosures of going concern and viability were consistent
with management’s climate impact assessment.
We also considered the consistency of the disclosures in relation to climate change (including the disclosures in the Task Force on Climate-related
Financial Disclosures (‘TCFD’) section) within the Annual Report with the financial statements and our knowledge obtained from our audit.
Our procedures did not identify any material impact in the context of our audit of the financial statements as a whole, or our key audit matters
forthe period ended 28 March 2026.
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INDEPENDENT AUDITORS’ REPORT TO
THE MEMBERS OF CRANSWICK PLC
CONTINUED
Materiality
The scope of our audit was influenced by our application of materiality. We set certain quantitative thresholds for materiality. These, together
with qualitative considerations, helped us to determine the scope of our audit and the nature, timing and extent of our audit procedures on
theindividual financial statement line items and disclosures and in evaluating the effect of misstatements, both individually and in aggregate
onthe financial statements as a whole.
Based on our professional judgement, we determined materiality for the financial statements as a whole as follows:
Financial statements – Group Financial statements – Company
Overall materiality £11.0 million (2025: £9.9 million). £3.5 million (2025: £2.8 million).
How we determined it 5% of adjusted profit before tax. 1% of total assets (capped at an allocation of Group
materiality).
Rationale for
benchmarkapplied
Adjusted profit before tax excludes the net IAS 41
valuation movement on biological assets and amortisation
and impairment of intangible assets. We have chosen
thisas our benchmark as it is a key performance measure
disclosed to users of the financial statements. This figure
takes prominence in the Annual Report, as well as the
communications to both the shareholders and the market,
and an element of management remuneration is linked
tothis performance measure. Based on this we
considered it appropriate to use the adjusted profit
before tax figure for the period as our benchmark.
We believe that total assets is the primary
measureused by the shareholders in assessing
theperformance of a holding Company,
andisagenerally accepted auditing benchmark.
For each component in the scope of our group audit, we allocated a materiality that is less than our overall group materiality. The range of
materiality allocated across components was £2.3 million to £8.0 million. Certain components were audited to a local statutory audit materiality
that was also less than our overall group materiality.
We use performance materiality to reduce to an appropriately low level the probability that the aggregate of uncorrected and undetected
misstatements exceeds overall materiality. Specifically, we use performance materiality in determining the scope of our audit and the nature
andextent of our testing of account balances, classes of transactions and disclosures, for example in determining sample sizes. Our performance
materiality was 75 per cent (2025: 75 per cent) of overall materiality, amounting to £8.2 million (2025: £7.4 million) for the group financial
statements and £2.6 million (2025: £2.1 million) for the company financial statements.
In determining the performance materiality, we considered a number of factors - the history of misstatements, risk assessment and aggregation
risk and the effectiveness of controls - and concluded that an amount at the upper end of our normal range was appropriate.
We agreed with the Audit Committee that we would report to them misstatements identified during our audit above £0.6 million (group audit)
(2025: £0.5 million) and £0.3 million (company audit) (2025: £0.2 million) as well as misstatements below those amounts that, in our view,
warranted reporting for qualitative reasons.
Conclusions relating to going concern
Our evaluation of the directors’ assessment of the Group’s and the Company’s ability to continue to adopt the going concern basis of
accounting included:
• Obtaining from management their latest assessments supporting their conclusions with respect to the going concern basis of preparation
ofthe financial statements;
• Testing the mathematical integrity of management’s going concern forecast model;
• Evaluating the historical accuracy of the budgeting process to assess the reliability of the data;
• Evaluating management’s base case forecast and downside scenarios, and challenging the adequacy and appropriateness of the underlying
assumptions, including corroborating these to appropriate sources of audit evidence;
• Assessing the appropriateness of downside scenarios, including an outbreak of Avian Influenza (‘AI’) in all UK poultry farms, and outbreak
ofAfrican Swine Fever (‘ASF’) and/or Foot and Mouth Disease (‘FMD’) in the UK and Europe, and labour availability. Our evaluation also
included incorporating further sensitivities to management’s downside scenarios;
• In conjunction with the above we have also reviewed the terms of the refinanced Revolving Credit Facility (‘RCF’), and management’s analysis
of both liquidity and covenant compliance to satisfy ourselves that no breaches are anticipated over the period of assessment. We agreed the
opening cash position within the forecast;
• Reviewing management accounts for the financial period to date and checked that these were consistent with the starting point
ofmanagement’s forecasts, and supported the key assumptions included in the assessment; and
• Reviewing the disclosures made in respect of going concern included in the financial statements.
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Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or
collectively, may cast significant doubt on the Group’s and the Company’s ability to continue as a going concern for a period of at least twelve
months from when the financial statements are authorised for issue.
In auditing the financial statements, we have concluded that the directors’ use of the going concern basis of accounting in the preparation
ofthefinancial statements is appropriate.
However, because not all future events or conditions can be predicted, this conclusion is not a guarantee as to the Group’s and the Company’s
ability to continue as a going concern.
In relation to the directors’ reporting on how they have applied the UK Corporate Governance Code, we have nothing material to add or draw
attention to in relation to the directors’ statement in the financial statements about whether the directors considered it appropriate to adopt
thegoing concern basis of accounting.
Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report.
Reporting on other information
The other information comprises all of the information in the Annual Report other than the financial statements and our auditors’ report thereon.
The directors are responsible for the other information. Our opinion on the financial statements does not cover the other information and,
accordingly, we do not express an audit opinion or, except to the extent otherwise explicitly stated in this report, any form of assurance thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether
theother information is materially inconsistent with the financial statements or our knowledge obtained in the audit, or otherwise appears
tobematerially misstated. If we identify an apparent material inconsistency or material misstatement, we are required to perform procedures
toconclude whether there is a material misstatement of the financial statements or a material misstatement of the other information. If, based
onthe work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report based on these responsibilities.
With respect to the Strategic report and Directors’ Report, we also considered whether the disclosures required by the UK Companies Act
2006 have been included.
Based on our work undertaken in the course of the audit, the Companies Act 2006 requires us also to report certain opinions and matters
asdescribed below.
Strategic Report and Directors’ Report
In our opinion, based on the work undertaken in the course of the audit, the information given in the Strategic Report and Directors’ Report
forthe period ended 28 March 2026 is consistent with the financial statements and has been prepared in accordance with applicable
legal requirements.
In light of the knowledge and understanding of the Group and Company and their environment obtained in the course of the audit,
wedidnotidentify any material misstatements in the Strategic Report and Directors’ Report.
Directors’ Remuneration
In our opinion, the part of the Annual Report on Directors’ Remuneration to be audited has been properly prepared in accordance with
theCompanies Act 2006.
Corporate governance statement
The Listing Rules require us to review the directors’ statements in relation to going concern, longer-term viability and that part of the corporate
governance statement relating to the Company’s compliance with the provisions of the UK Corporate Governance Code specified for our
review. Our additional responsibilities with respect to the corporate governance statement as other information are described in the Reporting
on other information section of this report.
Based on the work undertaken as part of our audit, we have concluded that each of the following elements of the corporate governance
statement is materially consistent with the financial statements and our knowledge obtained during the audit, and we have nothing material
toadd or draw attention to in relation to:
• The Directors’ confirmation that they have carried out a robust assessment of the emerging and principal risks;
• The disclosures in the Annual Report that describe those principal risks, what procedures are in place to identify emerging risks and
anexplanation of how these are being managed or mitigated;
• The Directors’ statement in the financial statements about whether they considered it appropriate to adopt the going concern basis
ofaccounting in preparing them, and their identification of any material uncertainties to the Group’s and Company’s ability to continue
todoso over a period of at least twelve months from the date of approval of the financial statements;
• The Directors’ explanation as to their assessment of the Group’s and Company’s prospects, the period this assessment covers and why
theperiod is appropriate; and
• The Directors’ statement as to whether they have a reasonable expectation that the company will be able to continue in operation and
meetitsliabilities as they fall due over the period of its assessment, including any related disclosures drawing attention to any necessary
qualifications or assumptions.
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INDEPENDENT AUDITORS’ REPORT TO
THE MEMBERS OF CRANSWICK PLC
CONTINUED
Our review of the directors’ statement regarding the longer-term viability of the Group and Company was substantially less in scope than
anaudit and only consisted of making inquiries and considering the directors’ process supporting their statement; checking that the statement
isinalignment with the relevant provisions of the UK Corporate Governance Code; and considering whether the statement is consistent with
the financial statements and our knowledge and understanding of the Group and Company and their environment obtained in the course
ofthe audit.
In addition, based on the work undertaken as part of our audit, we have concluded that each of the following elements of the corporate
governance statement is materially consistent with the financial statements and our knowledge obtained during the audit:
• The Directors’ statement that they consider the Annual Report, taken as a whole, is fair, balanced and understandable, and provides
theinformation necessary for the members to assess the Group’s and Company’s position, performance, business model and strategy;
• The section of the Annual Report that describes the review of effectiveness of risk management and internal control systems; and
• The section of the Annual Report describing the work of the Audit Committee.
We have nothing to report in respect of our responsibility to report when the directors’ statement relating to the Company’s compliance with the
Code does not properly disclose a departure from a relevant provision of the Code specified under the Listing Rules for review by the auditors.
Responsibilities for the financial statements and the audit
Responsibilities of the Directors for the financial statements
As explained more fully in the Statement of Directors’ Responsibilities, the directors are responsible for the preparation of the financial
statements in accordance with the applicable framework and for being satisfied that they give a true and fair view. The directors are also
responsible for such internal control as they determine is necessary to enable the preparation of financial statements that are free from
material misstatement, whether due to fraud or error.
In preparing the financial statements, the directors are responsible for assessing the Group’s and the Company’s ability to continue as a going
concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either
intend to liquidate the Group or the Company or to cease operations, or have no realistic alternative but to do so.
Auditors’ responsibilities for the audit of the financial statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement,
whether due to fraud or error, and to issue an auditors’ report that includes our opinion. Reasonable assurance is a high level of assurance,
butisnot a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists.
Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected
toinfluence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities,
outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable
ofdetecting irregularities, including fraud, is detailed below.
Based on our understanding of the group and industry, we identified that the principal risks of non-compliance with laws and regulations related
to listing rules, pensions legislation, employment regulation, health and safety legislation and other legislation specific to the industry in which
the Group operates including food safety legislation, and we considered the extent to which non-compliance might have a material effect on the
financial statements. We also considered those laws and regulations that have a direct impact on the financial statements such as the Companies
Act 2006 and tax legislation. We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements
(including the risk of override of controls), and determined that the principal risks were related to posting manual journal entries to manipulate
financial performance, management bias through judgements and assumptions in significant accounting estimates and significant one-off
orunusual transactions. The Group engagement team shared this risk assessment with the component auditors so that they could include
appropriate audit procedures in response to such risks in their work. Audit procedures performed by the group engagement team and/or
component auditors included:
• Discussions with management, in house legal team and those charged with governance including consideration of known or suspected
instances of non-compliance with laws and regulations and fraud;
• Understanding and evaluation of management’s controls designed to prevent and detect irregularities;
• Review of board minutes throughout the period and post period end;
• Identifying and testing unusual journal entries which could represent a heightened risk of manipulation of the financial performance
ofthebusiness to ensure they are appropriate;
• Challenging assumptions and judgements made by management in their significant accounting estimates; and
• Reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations.
There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with
laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the risk of not detecting
amaterial misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate
concealment by, for example, forgery or intentional misrepresentations, or through collusion.
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Our audit testing might include testing complete populations of certain transactions and balances, possibly using data auditing techniques.
However, it typically involves selecting a limited number of items for testing, rather than testing complete populations. We will often seek
totarget particular items for testing based on their size or risk characteristics. In other cases, we will use audit sampling to enable us to draw
aconclusion about the population from which the sample is selected.
A further description of our responsibilities for the audit of the financial statements is located on the FRC’s website at: www.frc.org.uk/
auditorsresponsibilities. This description forms part of our auditors’ report.
Use of this report
This report, including the opinions, has been prepared for and only for the Company’s members as a body in accordance with Chapter 3 of Part 16
ofthe Companies Act 2006 and for no other purpose. We do not, in giving these opinions, accept or assume responsibility for any other purpose or
to any other person to whom this report is shown or into whose hands it may come save where expressly agreed by our prior consent in writing.
Other required reporting
Companies Act 2006 exception reporting
Under the Companies Act 2006 we are required to report to you if, in our opinion:
• we have not obtained all the information and explanations we require for our audit; or
• adequate accounting records have not been kept by the Company, or returns adequate for our audit have not been received from branches
not visited by us; or
• certain disclosures of directors’ remuneration specified by law are not made; or
• the Company financial statements and the part of the Annual Report on Directors’ Remuneration to be audited are not in agreement with
theaccounting records and returns.
We have no exceptions to report arising from this responsibility.
Appointment
We were first appointed by the Company for the financial year ended 31 March 2018. Our uninterrupted engagement covers 9 financial years.
Other matter
The Company is required by the Financial Conduct Authority Disclosure Guidance and Transparency Rules to include these financial statements
in an annual financial report prepared under the structured digital format required by DTR 4.1.15R – 4.1.18R and filed on the National Storage
Mechanism of the Financial Conduct Authority. This auditors’ report provides no assurance over whether the structured digital format annual
financial report has been prepared in accordance with those requirements.
Hazel Macnamara (Senior Statutory Auditor)
for and on behalf of PricewaterhouseCoopers LLP
Chartered Accountants and Statutory Auditors
Leeds
19 May 2026
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GROUP INCOME STATEMENT
FOR THE 52 WEEKS ENDED 28 MARCH 2026
2026 2025
Notes£’m£’m
Revenue
3
2, 7 23.3
Adjusted Group operating profit
237 .0
206.9
Net IAS 41 valuation movement in biological assets
15
(2 .2)
(11.1)
Amortisation of intangible assets
10
(2.0)
(3.6)
Impairment of intangible assets
10
–
(1.6)
Group operating profit
4
232.8
19 0 . 6
Finance costs
6
(1 7 .0)
(9.2)
Share of net profit of joint venture
14
–
0.2
Profit before tax
215. 8
181 . 6
Taxation
7
(57.5)
(47.3)
Profit for the year
15 8 . 3
13 4 . 3
Earnings per share
On profit for the year:
Basic earnings per share
9
29 5.9p
250. 5p
Diluted earnings per share
9
290. 2p
246.1p
An analysis of costs within Group operating profit is presented in Note 4.
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GROUP STATEMENT OF COMPREHENSIVE INCOME
FOR THE 52 WEEKS ENDED 28 MARCH 2026
2026 2025
Notes£’m£’m
Profit for the year
15 8 . 3
13 4 . 3
Other comprehensive (expense)/income
Other comprehensive (expense)/income to be reclassified to profit or loss in subsequent periods:
Cash flow hedges
(Losses)/gains arising in the year
20
(0 .4)
0. 3
Reclassification adjustments for (losses)/gains included in the income statement
20
(0. 3)
0. 1
Income tax effect
7
0.2
(0. 1)
Net other comprehensive (expense)/income to be reclassified to profit or loss in subsequent periods
(0. 5)
0. 3
Other comprehensive expense not to be reclassified to profit or loss in subsequent periods:
Actuarial losses on defined benefit pension scheme
26
(0. 1)
(0. 2)
Income tax effect
7
–
–
Net other comprehensive expense not to be reclassified to profit or loss in subsequent periods
(0. 1)
(0. 2)
Other comprehensive (expense)/income
(0.6)
0. 1
Total comprehensive income
157. 7
13 4 . 4
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GROUP BALANCE SHEET
AS AT 28 MARCH 2026
2026 2025
Notes£’m£’m
Non-current assets  
Financial asset investment
13
0. 2
0. 1
Intangible assets
10
219. 8
210 .9
Property, plant and equipment
11
707 .9
605 .4
Right-of-use assets
12
16 4 . 6
12 3 . 7
Biological assets
15
7. 3
4.3
Total non-current assets
1,0 9 9. 8
94 4 . 4
Current assets
Biological assets
15
86.2
91. 8
Inventories
16
14 2 . 5
12 6 .9
Trade and other receivables
17
384 .6
355. 0
Other financial assets
18
–
0. 3
Income tax receivable
11 . 7
6. 9
Cash and short-term deposits
27
12 . 5
5. 9
Total current assets
637 .5
586.8
Total assets
1,7 37. 3
1 ,53 1 .2
Current liabilities
Trade and other payables
19
(340. 2)
(328. 1)
Other financial liabilities
20
(0. 5)
(0. 3)
Lease liabilities
12
(1 9 .3)
(16.4)
Provisions
21
(1.2)
(2. 4)
Total current liabilities
(36 1.2)
(3 47 .2)
Non-current liabilities
Other payables
19
(0. 2)
(0. 5)
Other financial liabilities
20
(81.2)
(4 5 .6)
Lease liabilities
12
(156. 5)
(1 1 6.3)
Deferred tax liabilities
7
(47.0)
(32.0)
Defined benefit pension scheme liability
26
(0. 1)
–
Provisions
21
(2. 2)
(1 .7)
Total non-current liabilities
(287 . 2)
(1 96. 1)
Total liabilities
(6 4 8 . 4)
(54 3.3)
Net assets
1 ,088. 9
987 .9
Equity
Called-up share capital
23
5. 4
5.4
Share premium account
13 5 . 9
13 3 . 0
Share-based payments
25
17. 5
14 . 2
Shares held in trust
24
(4 0.7)
(35.4)
Hedging reserve
(0. 4)
0. 3
Retained earnings
971 .2
870 .4
Total equity attributable to owners of the Parent
1,08 8.9
987 .9
The financial statements on pages 140 to 180 were approved by the Board of Directors on 19 May 2026 and signed on its behalf by
Tim J Smith CBE Mark Bottomley
Chairman Chief Financial Officer
19 May 2026
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Strategic Report Corporate Governance Financial Statements Shareholder Information
GROUP STATEMENT OF CASH FLOWS
FOR THE 52 WEEKS ENDED 28 MARCH 2026
2026 2025
Notes£’m£’m
Operating activities
Profit for the year
15 8 . 3
13 4 . 3
Adjustments to reconcile Group profit for the year to net cash inflows from operating activities:
Income tax expense
7
57.5
47.3
Net finance costs
6
17. 0
9. 2
Loss on sale of property, plant and equipment
0.7
0. 9
Depreciation of property, plant and equipment
11
77.4
68. 1
Depreciation of right-of-use assets
12
22.0
18 . 2
Amortisation of intangible assets
10
2.0
3.6
Impairment of intangible assets
10
–
1. 6
Share-based payments
11. 6
8.4
Share of joint venture
–
(0. 2)
Release of Government grants
(0. 4)
(0 .4)
Net IAS41 valuation movement on biological assets
15
2.2
11 .1
Decrease/(increase) in biological assets
0.4
(8 .7)
Increase in inventories
(10.6)
(1 2.8)
Increase in trade and other receivables
(20. 0)
(26.6)
Increase in trade and other payables
4.2
3.8
Cash generated from operations
322 . 3
257.8
Tax paid
(47.3)
(41. 5)
Net cash inflow from operating activities
275 .0
216 . 3
Cash flow from investing activities
Acquisition of subsidiaries, net of cash acquired
13
(30. 5)
(25.0)
Distribution received from joint venture
14
–
0. 2
Payments for right-of-use assets
(2.7)
–
Purchase of financial asset investment
13
(0. 1)
–
Purchase of property, plant and equipment
(1 6 3. 4)
(137 .6)
Proceeds from the sale of property, plant and equipment
1. 5
2.0
Net cash used in investing activities
(1 95.2)
(1 60.4)
Cash flow from financing activities
Interest paid
(6 . 6)
(2.7)
Proceeds from issue of share capital
2. 9
4.7
Proceeds from share options exercised by Employee Benefit Trust
4.5
–
Own shares purchased
24
(22. 1)
(25. 3)
Proceeds from borrowings
33.0
18 . 0
Repayment of borrowings acquired
13
(1.5)
–
Issue costs of borrowings
(1.8)
–
Dividends paid
8
(55. 1)
(49 .5)
Payment of lease capital
(1 6.9)
(1 6.2)
Payment of lease interest
12
(9 .6)
(6 .0)
Net cash outflow from financing activities
(73 .2)
(7 7 . 0)
Net increase/(decrease) in cash and cash equivalents
27
6.6
(2 1 . 1)
Cash and cash equivalents at beginning of year
27
5.9
27 .0
Cash and cash equivalents at end of year
27
12 . 5
5.9
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GROUP STATEMENT OF CHANGES IN EQUITY
FOR THE 52 WEEKS ENDED 28 MARCH 2026
Share-Shares
Share Share based held in Hedging
capital premium payments trust reserve Retained Total
Note
(a)
Note
(b)
Note
(c)
Note
(d)
Note
(e)
earnings equity
£’m£’m£’m£’m£’m£’m£’m
At 30 March 2024
5.4
1 2 8.3
1 1 .8
(1 5.6)
(0. 1)
78 1 .7
91 1.5
Profit for the year
–
–
–
–
–
1 34.3
1 34.3
Other comprehensive income/(expense)
–
–
–
–
0.4
(0 .3)
0. 1
Total comprehensive income
–
–
–
–
0.4
1 34.0
1 34.4
Share-based payments
–
–
8 .4
–
–
–
8.4
Shares acquired by Employee Benefit Trust
–
–
–
(25 .3)
–
–
(25.3)
Transfer to retained earnings on grant of shares to
beneficiaries of the Employee Benefit Trust
–
–
–
5.5
–
(5.5)
–
Exercise, lapse or forfeit of share-based payments
–
–
(6.0)
–
–
6.0
–
Share options exercised
–
4.7
–
–
–
–
4. 7
Dividends
–
–
–
–
–
(49.5)
(49.5)
Deferred tax related to changes in equity
–
–
–
–
–
2.7
2.7
Current tax related to changes in equity
–
–
–
–
–
1.0
1 . 0
At 29 March 2025
5.4
1 33.0
1 4.2
(35.4)
0.3
87 0.4
987 .9
Profit for the year
–
–
–
–
–
158.3
158.3
Other comprehensive (expense)/income
–
–
–
–
(0. 7)
0. 1
(0 .6)
Total comprehensive (expense)/income
–
–
–
–
(0 . 7)
1 58.4
157 .7
Share-based payments
–
–
1 1 . 6
–
–
–
1 1 .6
Shares acquired by Employee Benefit Trust
–
–
–
(22. 1)
–
–
(22. 1)
Share options exercised through shares acquired by
Employee Benefit Trust
–
–
4.5
–
–
–
4.5
Transfer to retained earnings on grant of shares to
beneficiaries of the Employee Benefit Trust
–
–
–
1 6.8
–
(1 6.8)
–
Exercise, lapse or forfeit of share-based payments
–
–
(1 2.8)
–
–
1 2.8
–
Share options exercised
–
2.9
–
–
–
–
2. 9
Dividends
–
–
–
–
–
(55.1)
(55.1)
Deferred tax related to changes in equity
–
–
–
–
–
(1.3)
(1.3)
Current tax related to changes in equity
–
–
–
–
–
2.8
2.8
At 28 March 2026
5. 4
135.9
1 7 . 5
(4 0.7)
(0. 4)
971.2
1,0 88 .9
Notes:
(a) S hare capital
The balance classified as share capital represents the nominal value of ordinary 10 pence shares issued.
(b) Share premium
The balance classified as share premium includes the net proceeds in excess of nominal value on issue of the Company’s equity share capital, comprising
ordinary 10 pence shares.
(c) Share-based payments reserve
This reserve records the fair value of share-based payments expensed in the income statement. The value of shares that have exercised, lapsed or forfeit
iscredited to Retained earnings.
(d) Shares held in trust
The shares held in trust are intended to be granted to the beneficiaries of the Group’s SAYE and LTIP when the relevant conditions of the SAYE and LTIP
aresatisfied, with a transfer between the Shares held in trust reserve and Retained earnings.
(e) He dgi ng res er ve
This reserve records the portion of the gain or loss on a hedging instrument in a cash flow hedge that is determined to be an effective hedge.
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1. Authorisation of Financial Statements and Statement of Compliance with IFRSs
The Group Financial Statements of Cranswick plc for the 52 weeks ended 28 March 2026 were authorised for issue by the Board of Directors
on 19 May 2026 and the Balance Sheet was signed on the Board’s behalf by Tim Smith and Mark Bottomley.
Cranswick plc is a public limited company incorporated and domiciled in England, United Kingdom (Company number: 1074383, registered
office: Crane Court, Hesslewood Country Office Park, Ferriby Road, Hessle, England, HU13 0PA). The Company’s ordinary shares are traded
on the London Stock Exchange.
The Group Financial Statements have been prepared in accordance with UK-Adopted International Accounting Standards (‘UK-Adopted IAS’)
and with the requirements of the Companies Act 2006 as applicable to companies reporting under those standards. The material accounting
policies adopted by the Group are set out in Note 2.
2. Accounting Policies
Basis of preparation
The Consolidated Financial Statements of Cranswick plc have been prepared under the historical cost convention, except where measurement
of balances at fair value is required as explained in the accounting policies below. The Group’s Financial Statements have been prepared in
accordance with UK-Adopted International Accounting Standards (‘UK-Adopted IAS’). The Group’s Financial Statements have been prepared
in accordance with international accounting standards in conformity with the requirements of the Companies Act 2006.
The Financial Statements of the Group are prepared to the last Saturday in March. Accordingly, these Financial Statements are prepared
for the 52 week period ended 28 March 2026. Comparatives are for the 52 week period ended 29 March 2025. The Balance Sheets for 2026
and 2025 have been prepared as at 28 March 2026 and 29 March 2025 respectively.
These Financial Statements are presented in Pounds Sterling because that is the currency of the primary economic environment in which the
Group operates. Foreign operations are included in accordance with the foreign currency policy set out on page 151.
A summary of the material accounting policies is presented below.
Going concern
The UK Corporate Governance Code 2024 requires the Directors to assess and report on the prospects of the Group and whether the Group
is a going concern. Management has produced forecasts that have been sensitised to reflect severe yet plausible downside scenarios, which
consider the principal risks faced by the Group, including, but not limited to, the availability of labour, an outbreak of Avian Influenza impacting
our chicken flock and a widespread outbreak of African Swine Fever in the UK and Europe, as well the Group’s considerable financial resources
and strong trading relationships with its key customers and suppliers. The Directors have additionally considered the potential impacts of the
wars in Ukraine and Iran, including associated global supply chain uncertainties, and have concluded that these would not have a material impact
on the conclusion set out below. These forecasts, which have been reviewed by the Directors, lead the Directors to believe that the Group is well
placed to manage its business risk successfully. The assumptions supporting these sensitivities have been set out in more detail in the longer-
term Viability Statement on page 71. As part of this review, the Directors have assessed the Group’s ability to continue as a going concern over a
16-month period to July 2027. After reviewing the available information, including business plans, downside scenario modelling and making
enquiries, the Directors have a reasonable expectation that the Group has adequate resources to continue in operational existence for at least
12 months from the date of signing the Group Financial Statements. For this reason, they continue to adopt the going concern basis for
preparing these Financial Statements.
Basis of consolidation
The Group Financial Statements consolidate the Financial Statements of Cranswick plc and its subsidiaries and investment for the 52 week
period ended 28 March 2026. The results of undertakings acquired or sold are consolidated for the periods from the date of acquisition
or up to the date of disposal. Acquisitions are accounted for under the acquisition method of accounting.
Control is achieved when the Group is exposed, or has rights, to variable returns from its involvement with the investee and has the ability
to affect those returns through its power over the investee.
Specifically, the Group controls an investee if, and only if, the Group has:
• power over the investee (i.e. existing rights that give it the current ability to direct the relevant activities of the investee);
• exposure, or right, to variable returns from its involvement with the investee; and
• the ability to use its power over the investee to affect its returns.
The Group re-assesses whether or not it controls an investee if facts and circumstances indicate that there are changes to one or more of the
three elements of control. Consolidation of a subsidiary begins when the Group obtains control over the subsidiary and ceases when the Group
loses control of the subsidiary. Assets, liabilities, income and expenses of a subsidiary acquired or disposed of during the year are included
in the statement of comprehensive income from the date the Group gains control until the date the Group ceases to control the subsidiary.
When necessary, adjustments are made to the Financial Statements of subsidiaries to bring their accounting policies into line with the Group’s
accounting policies. All intra-Group assets and liabilities, equity, income, expenses and cash flows relating to transactions between members
of the Group are eliminated in full on consolidation.
NOTES TO THE ACCOUNTS
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2. Accounting Policies (continued)
Judgements and key sources of estimation uncertainty
The preparation of the Group Financial Statements requires management to make judgements, estimates and assumptions that affect the
amounts reported for assets and liabilities as at the balance sheet date and the amounts reported for revenues and expenses during the year.
The Group does not have any critical estimates as defined by IAS 1, however, in the process of applying the Group’s accounting policies,
management has made the following estimations and judgements.
Significant estimates and assumptions:
Goodwill
Note 10 – intangible assets.
The carrying value of goodwill is tested annually for impairment. For each cash-generating unit (‘CGU’) the recoverable
amount is determined as the value-in-use.
For value-in-use models, the sensitivity of the assumptions applied in the model, including the estimated risk-adjusted future
pre-tax cash flows, which are derived from Board-approved budgets, and the pre-tax discount rate applied, which represents
the Group’s pre-tax weighted average cost of capital (‘WACC’), carries most of the estimation uncertainty.
Refer to Note 10 for the sensitivity analysis of key assumptions on the value-in-use calculations and impairment outcomes.
Biological Note 15 – growth rate assumptions used in the fair value model.
assets Pigs
The key estimate in determining the fair value of pigs is market prices.
Quoted (unadjusted) prices in an active market are no longer available for sucklers and weaners. The Group’s valuation
model for sucklers and weaners is, therefore, a function of the UK Standard Pig Price (‘SPP’) for finished pigs since historic
data suggests that prices for sucklers, weaners and finished pigs were strongly correlated. The derived prices for sucklers
and weaners are then adjusted to reflect the growth of the pigs through a straight-line interpolation based on age, to provide
a value for the pigs at a particular stage of growth. As suckler and weaner prices are no longer observable in the market,
management concludes these prices fall within Level 3 of the fair value hierarchy. Refer to Note 22 for key assumptions
about unobservable inputs, their relationship to fair value and sensitivity analysis.
The Group’s valuation model for finished pigs utilises quoted (unadjusted) prices in an active market. The prices are then
adjusted to reflect the growth of the animals through straight-line interpolation between prices to provide a value for the
finished pigs at a particular stage of growth. As the estimated weaner price used in the straight-line interpolation for finished
pigs is no longer observable in the market, management concludes these prices fall within Level 3 of the fair value hierarchy.
Poultry
Estimates in determining the fair value of poultry relate to growth and mortality rates of chickens.
The valuation for broiler birds uses recent transaction prices at various stages of development. The prices are then adjusted to
reflect the growth of the birds through interpolation between the transaction prices. Interpolation is used as an approximate
growth rate.
Estimates relating to biological assets are not expected to have a material impact on the next 12 months.
NOTES TO THE ACCOUNTS
CONTINUED
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2. Accounting Policies (continued)
Significant judgements:
Goodwill
Note 10 – intangible assets.
The level at which goodwill is tested for impairment involves judgement. Management assess the nature of the individual
businesses as well as the internal information presented to the Board to determine the level at which goodwill is monitored
for the purpose of goodwill impairment testing. Changes to this assessment could impact the value-in-use calculation,
affecting the conclusion of whether assets’ carrying amounts are recoverable.
Share-based Note 25 – measurement of share-based payments.
payments The selection of valuation models requires the use of management’s judgement. The fair value of share-based payments is
estimated at the grant date using a Black–Scholes option pricing model, a Chaffe option pricing model, or a stochastic option
pricing model.
Pensions
Note 26 – pension scheme actuarial assumptions.
The Group has the right to recover any remaining surplus on the winding up of the pension scheme. The expected method
of recovery of any recognised pensions surplus is through reduction in future contributions or recovery of any remaining
surplus through a refund.
Management have applied judgement on the scheme rules to conclude the Group has the right to a refund. The rules state that
any surplus remaining in the hands of the Trustees may, at the discretion of the Trustees, be used to increase the pensions
payable or contingently payable to Members and/or their Dependents. Any surplus remaining in the hands of the Trustees after
making such provision (if any) shall be paid to the Employers. Management have formed the judgement, based on paragraph
BC10 of IFRIC 14, that the right to the surplus is not affected by future acts that could change the amount of surplus that could
ultimately be recovered. The Trustees ability to use discretion and choose to grant benefit improvements (thus reducing
the surplus) has, therefore, not been anticipated and does not remove the Company’s unconditional right to the surplus.
Alternative Note 31 – alternative performance measures.
performance Management applies judgement to identify the significant non-cash items to exclude when calculating adjusted performance
measures measures. The Board believes alternative measures are useful as they exclude volatile, one-off and non-cash items.
Other estimates and judgements have been applied by management in producing the Annual Report and Accounts including, but not limited
to, depreciation and amortisation rates. However, these are not considered to have a significant risk of material adjustment.
Consideration of climate change
In preparing the Financial Statements, the Directors have considered the impact of climate change, particularly taking into account disclosures
made in the Strategic Report, including those made in accordance with the recommendations of the Task Force on Climate-related Financial
Disclosures. This included an assessment of goodwill and other intangible assets and how they could be impacted by measures taken to address
global warming.
There has not been a material impact on the financial reporting judgements and estimates in the current year, which is consistent with
conclusions reached that climate change is not expected to have a material impact on the Group’s cash flows in the short to medium-term
including those considered in the going concern and viability assessments. When making this assessment, the Directors have considered
assumptions in relation to the future cash flows used in impairment assessments of the carrying value of non-current assets; estimates of future
profitability in assessment of the recoverability of deferred tax asset; and revision of the useful economic lives and related net book values
of the Group’s tangible assets.
Ongoing capital projects, relating to our Second Nature sustainability strategy and targets, such as solar panels, ammonia plant and effluent
treatment projects, are, to the extent known, included in the annual budgets for each business and the carrying values of assets they may replace
have been reviewed for appropriateness.
Accounting standards or interpretations, which have been adopted in the year
There were no accounting standards or interpretations that have become effective in the year, which had an impact on disclosures, financial
position or performance.
Accounting standards or interpretations issued but not yet effective
IFRS 18 Presentation and Disclosure in Financial Statements: IFRS 18 was issued in April 2024 and will replace IAS 1 Presentation of Financial
Statements. IFRS 18 will be effective for reporting periods beginning on or after January 1, 2027. This standard is expected to have a material
impact to the presentation of the Consolidated Financial Statements of the Group. It sets out requirements for the presentation and disclosure
of information in Financial Statements, particularly the Group Income Statement. This is a presentational standard, and the Group is currently
assessing its impact. The principal changes are expected to relate to the disaggregation of information in the Group Income Statement
and the disclosure of management-defined performance measures within the notes to the Consolidated Financial Statements.
Amendments to IFRS 9 and IFRS 7 ‘The Classification and Measurement of Financial instruments’: effective for accounting periods beginning
on or after 1 January 2026, clarify the requirements relating to the recognition and derecognition of certain financial assets and liabilities.
This includes specific guidance for liabilities settled through electronic cash transfer systems. The change is not expected to have a significant
effect on the Group’s Financial Statements.
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2. Accounting Policies (continued)
Revenue
Revenue is recognised as the performance obligation is satisfied and is recorded based on the amount of consideration expected to be
received in exchange for satisfying the performance obligation. The performance obligation is satisfied when control of the goods has passed
to the buyer which, depending on the contract, is either on despatch of goods or on delivery of goods. Revenue represents the value of sales
to customers net of discounts, similar allowances and estimates of returns and excludes value-added tax. The Group does not adjust any of
the transaction prices for the time value of money due to the nature of the Group’s transactions being completed soon after the transaction
is entered into.
Sales related discounts and similar allowances (commercial accruals) comprise:
• Volume rebates and similar allowances – which are sales incentives to customers to encourage them to purchase increased volumes and are
related to total volumes purchased and sales growth.
• Advertising and marketing contributions – which are directly related to promotions run by customers.
For commercial accruals that must be earned, management makes estimates relating to customer performance, sales volume and agreed terms
to determine the total amounts earned and to be recorded as deductions from revenue.
Alternative performance measures
The Board monitors performance principally through the adjusted performance measures. Adjusted profit and earnings per share measures
exclude certain non-cash items including the net IAS 41 valuation movement on biological assets, and amortisation and impairment of intangible
assets. Free cash flow is defined as net cash from operating activities less interest paid, and like-for-like revenue excludes the benefit of
acquisitions in the current year and the current year contribution of prior year acquisitions, prior to the anniversary of purchase. Return on capital
employed is a key performance indicator for the Group and is defined as adjusted operating profit divided by the sum of average opening
and closing net assets, net debt/(funds), pension liability/(surplus) and deferred tax.
The Board believes that such alternative measures are useful as they exclude volatile (net IAS 41 valuation movement on biological assets),
one-off (impairment of intangible assets) and non-cash (amortisation of intangible assets) items, which are normally disregarded by investors,
analysts and brokers in gaining a clearer understanding of the underlying performance of the Group when making investment and other
decisions. Equally, like-for-like revenue provides these same stakeholders with a clearer understanding of the organic sales growth of the
business. (Reconciliations of alternative performance measures can be found in Note 31).
Taxation
Current tax assets and liabilities are measured at the amount expected to be recovered from, or paid to, the taxation authorities, based
on tax rates and laws that are enacted, or substantively enacted, by the balance sheet date. Deferred tax is provided on temporary differences
at the balance sheet date between the tax base of assets and liabilities and their carrying amounts for financial reporting purposes.
Deferred income tax liabilities are recognised for all taxable temporary differences:
i) except where the deferred income tax liability arises from the initial recognition of goodwill or the initial recognition of an asset or liability
in a transaction that is not a business combination and, at the time of the transaction, affects neither accounting profit nor taxable profit
or loss; and
ii) in respect of taxable temporary differences associated with investments in subsidiaries, except where the timing of the reversal of the
temporary differences can be controlled and it is probable that the temporary differences will not reverse in the foreseeable future.
Deferred income tax assets are recognised for all deductible temporary differences, carry-forward of unused tax assets and unused tax losses,
to the extent that it is probable that the temporary differences will reverse in the foreseeable future and taxable profits will be available, against
which the temporary differences can be utilised:
i) except where the deferred income tax asset relating to the deductible temporary difference arises from the initial recognition of an asset
or a liability in a transaction that is not a business combination and, at the time of the transaction, affects neither the accounting profit nor
taxable profit or loss; and
ii) in respect of deductible temporary differences associated with investments in subsidiaries, deferred tax assets are only recognised
to the extent that it is probable that the temporary differences will reverse in the foreseeable future and taxable profit will be available,
against which the temporary differences can be utilised.
NOTES TO THE ACCOUNTS
CONTINUED
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2. Accounting Policies (continued)
Deferred tax assets and liabilities within the same tax jurisdiction are offset where there is a legally enforceable right to offset current tax assets
against current tax liabilities and where there is an intention to settle these balances on a net basis.
Deferred income tax assets and liabilities are measured at the tax rates that apply to the period when the asset is realised or the liability is settled,
based on tax rates (and tax laws) that have been enacted, or substantively enacted, at the balance sheet date. Income taxes relating to items
recognised in other comprehensive income or directly in equity are also recognised in other comprehensive income or directly in equity and
not in the income statement. Otherwise income tax is recognised in the income statement.
Dividends
Dividends receivable by the Group are recognised in the income statement if they are declared, appropriately authorised and no longer at
the discretion of the entity paying the dividend, prior to the balance sheet date. Dividends payable to the Shareholders are recognised when
declared and, therefore, final dividends proposed after the balance sheet date are not recognised as a liability at the balance sheet date.
Dividends paid to Shareholders are shown as a movement in equity rather than on the face of the income statement.
Business combinations
Business combinations are accounted for using the acquisition method. The cost of an acquisition is measured as the aggregate of the
consideration transferred, measured at acquisition date fair value. The identifiable assets acquired and the liabilities assumed are measured
at their acquisition-date fair values. Acquisition costs incurred are expensed and included in administrative expenses.
Any contingent consideration to be transferred by the acquirer will be recognised at fair value at the acquisition date. Subsequent changes
to the fair value of the contingent consideration, which is deemed to be an asset or liability, will be recognised in profit or loss.
For each business acquired during the year, separate disclosure will be made detailing the name of each business, the principal activity,
the date of acquisition and the percentage of share capital acquired. Further disclosures will be detailed separately for those acquisitions
that are considered to be material, and disclosures will be given in aggregate for any individually immaterial acquisitions.
Joint ventures
The Group’s interest in joint ventures is accounted for using the equity method. Under this method, the Group’s share of the profit or loss of joint
ventures is included in the Group income statement and the Group’s share of joint ventures net assets is included in the Group balance sheet,
less dividends received.
Purchase of shares held in trust
The Shares held in trust reserve relates to ordinary shares in Cranswick plc, which are held in an Employee Benefit Trust set up in May 2020.
The shares held in trust are intended to be granted to the beneficiaries of the Group’s Save As You Earn (‘SAYE’) and Long-Term Incentive Plan
(‘LTIP’) when the relevant conditions of the SAYE and LTIP are satisfied, with a transfer between the Shares held in trust reserve and
Retained earnings.
Intangible assets
Intangible assets acquired as part of an acquisition of a business are capitalised at fair value separately from goodwill only if the fair value
can be measured reliably on initial recognition and the future economic benefits are expected to flow to the Group. Customer relationships
and trademarks are amortised evenly over their expected useful lives of five years, with amortisation charged through administration expenses
in the income statement. Intangible assets are assessed for impairment whenever there is an indication that their carrying value may not be
recoverable and, where applicable, at least annually. Where an impairment indicator exists, the carrying amount is compared to its recoverable
amount, with any resulting impairment loss recognised in the income statement.
Goodwill is the excess of the fair value of the consideration paid for a business over the fair value of the identifiable assets, liabilities
and contingent liabilities acquired. Goodwill is capitalised and subject to an impairment review, both annually and when there are indications
that the carrying value may not be recoverable.
Impairment is determined by assessing the recoverable amount of the cash-generating unit (‘CGU’) to which the goodwill relates.
A CGU represents the lowest level within the Group at which goodwill is monitored for internal management purposes and is not larger than
an operating segment before aggregation. Where the recoverable amount of a CGU is less than its carrying amount, an impairment loss
is recognised in the income statement.
The recoverable amount is defined as the higher of:
• Fair value less costs to sell, which is determined based on the best available information, including discounted cash flow projections, less any
direct costs attributable to the disposal of the CGU; and
• Value in use, which is calculated by estimating the present value of future cash flows expected to be derived from the CGU, using assumptions
consistent with internal budgets and forecasts, discounted at an appropriate pre-tax rate.
If an impairment is identified, the carrying value of goodwill is written down immediately and is not subsequently reversed. When an entity
is disposed of, any associated goodwill is included in the carrying amount of the operation when determining the gain or loss on disposal,
except for goodwill arising on acquisitions prior to 31 March 2004, which was previously deducted from equity and is not recycled through
the income statement.
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2. Accounting Policies (continued)
Property, plant and equipment
Property, plant and equipment are included at cost less accumulated depreciation and any provision for impairment.
Freehold land is not depreciated. Depreciation is charged on property, plant and equipment on the depreciable amount, being cost less the
estimated residual value (based on prices prevailing at the balance sheet date) on a straight-line basis over their estimated useful economic lives,
or the estimated useful economic lives of their individual parts.
Useful economic lives are principally as follows:
Freehold buildings 20–50 years
Plant, equipment and vehicles 3–11 years
The carrying value of property, plant and equipment is reviewed for impairment individually or at the cash-generating unit level when events
or changes in circumstances indicate that the carrying value may not be recoverable.
Capitalised borrowing costs
Borrowing costs, when readily identified, incurred in financing the construction of qualifying assets within property, plant and equipment
are capitalised up to the date at which the relevant asset is substantially complete. Borrowing costs are calculated using the Group’s weighted
average cost of borrowing during the period of capitalisation. All other borrowing costs are expensed as incurred.
Accounting for leases
The Group leases various properties, farming units, equipment and motor vehicles. Rental contracts are typically made for fixed periods of
2 to 15 years but may have extension options. Lease terms are negotiated on an individual basis and contain a wide range of different terms
and conditions.
The lease agreements do not impose any covenants, but leased assets may not be used as security for borrowing purposes.
Leases are recognised as a right-of-use asset and a corresponding liability at the date at which the leased asset is available for use by the Group.
Each lease payment is allocated between the liability and finance cost. The finance cost is charged to the income statement over the lease period
so as to produce a constant periodic rate of interest on the remaining balance of the liability for each period. The right-of-use asset is depreciated
over the shorter of the asset’s useful life and the lease term on a straight-line basis.
Assets and liabilities arising from a lease are initially measured on a present value basis. Lease liabilities include the net present value of the
following lease payments:
• fixed payments (including in-substance fixed payments), less any lease incentives receivable;
• variable lease payments that are based on an index or a rate;
• amounts expected to be payable by the Group under residual value guarantees;
• the exercise price of a purchase option if the Group is reasonably certain to exercise that option; and
• payments of penalties for terminating the lease, if the lease term and the payments include options that are reasonably certain to be exercised.
The lease payments are discounted using the interest rate implicit in the lease. If that rate cannot be determined, the Group’s weighted average
incremental borrowing rate is used, being the rate that the Group would have to pay to borrow the funds necessary to obtain an asset of similar
value in a similar economic environment with similar terms and conditions.
Right-of-use assets are measured at cost, comprising the following:
• the amount of the initial measurement of lease liability;
• any lease payments made at, or before, the commencement date less any lease incentives received;
• any initial direct costs; and
• restoration costs.
Under IFRS 16, right-of-use assets are tested for impairment in accordance with IAS 36 Impairment of Assets and any impairment is provided
for by writing down the asset value.
Payments associated with short-term leases and leases of low-value assets are recognised on a straight-line basis as an expense in the income
statement. Short-term leases are leases with a lease term of 12 months or less. Low-value assets primarily comprise IT equipment.
Government grants and contributions
Government grants from the Rural Payments Agency and Regional Growth Fund in respect of property, plant and equipment and slurry
acidification are credited to deferred income and released to the income statement over the relevant depreciation period.
Inventories
Inventories are stated at the lower of cost (on a first-in, first-out basis) and net realisable value after making allowance for any obsolete or
slow-moving items. In the case of finished goods, cost comprises direct materials, direct labour and an appropriate proportion of manufacturing
fixed and variable overheads, where applicable, based on a normal level of activity. Where appropriate, the Group also applies a retail costing
method to certain inventories.
NOTES TO THE ACCOUNTS
CONTINUED
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2. Accounting Policies (continued)
Biological assets
The Group’s biological assets consist of pigs in the form of breeding pigs (classified as non-current assets) and their progeny for processing
within the Group and externally (classified as current assets) and chickens in the form of eggs, breeder stocks (classified as non-current assets)
and their progeny for processing within the Group and externally (classified as current assets).
On initial recognition, and at the balance sheet date, biological assets have been measured at their fair value less costs to sell, in line with IAS 41.
Gains and losses in relation to the fair value of biological assets are recognised in the income statement, within ‘cost of sales’, in the period
in which they arise.
Farming costs associated with biological assets, such as feeding, labour costs and veterinary services are expensed as incurred. The cost of
purchase of pigs and poultry are capitalised as part of biological assets.
Cash and cash equivalents
Cash and cash equivalents are defined as cash at bank and in hand, including short-term deposits with original maturity within three months.
For the purposes of the Group statement of cash flows, cash and cash equivalents consist of cash and cash equivalents net of outstanding
bank overdrafts.
Financial instruments
i) Debt instruments, including bank borrowings
Debt instruments are initially recognised at the fair value of net proceeds received after the deduction of issue costs. Subsequently,
debt instruments are recognised at amortised cost using the effective interest method. Issue costs are charged to the income statement
over the term of the debt at a constant rate on the balance sheet carrying amount under the effective interest method.
The nature of the draw downs under the Revolving Credit Facility are high volume and quick turnover and, therefore, the Group has elected
to illustrate the drawdowns and repayments net within the Group statement of cash flows.
ii) Derivative financial instruments
The Group uses derivative financial instruments such as foreign currency contracts and interest rate swaps to hedge its cash flow risks
associated with interest rate and foreign currency fluctuations. Such derivative financial instruments are stated at fair value.
The fair value of forward contracts is calculated by reference to current forward exchange rates for contracts with a similar maturity profile.
The fair value of interest rate swaps is determined by reference to market values for similar instruments.
Where derivatives meet the hedging criteria under IFRS 9, for cash flow hedges, the portion of the gain or loss on the hedging instrument that
is determined to be an effective hedge is recognised directly in other comprehensive income and the ineffective portion is recognised in the
income statement. Gains or losses recognised in comprehensive income are transferred to the income statement in the same period in which
the hedged item affects the net profit or loss. If a forecast transaction is no longer expected to occur, amounts previously recognised in other
comprehensive income are transferred to the income statement.
For derivatives that do not qualify for hedge accounting under IFRS 9, any gains or losses arising from changes in fair value are taken directly
to profit or loss for the period.
Trade receivables
Trade receivables are recognised initially at the amount of consideration that is unconditional. The Group holds trade receivables with the
objective of collecting the contractual cash flows so they are subsequently measured at amortised cost using the effective interest method,
less loss allowance. Gains and losses are recognised in the income statement when receivables are derecognised or impaired.
The Group uses a model to calculate expected credit losses (‘ECL’). The provision is calculated by reviewing the lifetime expected credit losses
using both historic and forward-looking data. Balances are written off when the probability of recovery is assessed as being remote.
Foreign currencies
In the accounts of each entity in the Group, individual transactions denominated in foreign currencies are translated into functional currency
at the actual exchange rates ruling at the dates of the transactions. Monetary assets and liabilities denominated in foreign currencies are
translated into the functional currency at the rates ruling at the balance sheet date. Profits and losses on settlement of individual foreign
currency transactions and movements on monetary assets and liabilities are dealt within the income statement.
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2. Accounting Policies (continued)
Employee benefits
i) Pensions
A subsidiary of the Group operates a defined benefit pension scheme for certain employees, which requires contributions to be made
to a separate trustee administered fund. The scheme was closed to new members on 30 June 2004.
The liability recognised in the balance sheet in respect of the defined benefit pension scheme is the present value of the fair value of plan
assets less the defined benefit obligation at the balance sheet date, together with adjustments for unrecognised past-service costs.
The defined benefit obligation is calculated annually by independent actuaries using the projected unit method. The present value of the
defined benefit obligation is determined by discounting the estimated future cash outflows using interest rates of high-quality corporate
bonds that are denominated in Sterling, and that have terms to maturity approximating to the terms of the related pension liability.
With a buy-in, the insurance policy asset is valued at an amount equal to the present value of the defined benefit obligation.
The Group also operates defined contribution schemes for employees under which contributions are paid into schemes managed by major
insurance companies. Contributions are calculated as a percentage of employees’ earnings and obligations for contributions to the schemes
are recognised as cost of sales or operating expenses in the income statement in the period in which they arise.
ii) Equity-settled share-based payments
The Group operates a savings related share option scheme under which options have been granted to Group employees (‘SAYE’), a Buy As
You Earn (‘BAYE’) share incentive plan, through which Group employees are granted one Matching Share for every eight Partnership Shares
they purchase, and a Long-Term Incentive Plan (‘LTIP’) for Senior Executives. Share options awarded are exercisable subject to the
attainment of certain market-based and non-market-based performance criteria.
The cost of equity-settled transactions with employees is measured by reference to the fair value at the date on which they are granted and
is recognised as an expense over the vesting period, which ends on the date on which the relevant employees become fully entitled to the
award. Fair value is determined using Black—Scholes or stochastic option pricing models. In valuing equity-settled transactions, no account
is taken of any service and performance (vesting conditions), other than performance conditions linked to the price of the shares of the
Company (market conditions). Any other conditions, which are required to be met in order for an employee to become fully entitled to an
award, are considered to be non-vesting conditions. Alongside market performance conditions, non-vesting conditions are taken into account
in determining the grant date fair value.
No expense is recognised for awards that do not ultimately vest, except for awards where vesting is conditional upon a market or non-vesting
condition, which are treated as vesting irrespective of whether or not the market or non-vesting condition is satisfied, provided that all other
performance or service conditions are satisfied.
At each balance sheet date before vesting, the cumulative expense is calculated, representing the extent to which the vesting period has
expired and management’s best estimate of the number of equity instruments that will ultimately vest. The movement in cumulative expense
since the previous balance sheet date is recognised in the income statement, with a corresponding entry in equity.
The value of shares that have exercised, lapsed or forfeit in the year is credited back to retained earnings.
Where the terms of an equity-settled award are modified or a new award is designated as replacing a cancelled or settled award, the cost
based on the original award terms continues to be recognised over the original vesting period. In addition, an expense is recognised over
the remainder of the new vesting period for the incremental fair value of any modification, based on the difference between the fair value
of the original award and the fair value of the modified award, both as measured on the date of the modification. No reduction is recognised
if this difference is negative.
Where an equity-settled award is cancelled (including when a non-vesting condition within the control of the entity or employee is not met),
it is treated as if it had vested on the date of cancellation, and any cost not yet recognised in the income statement for the award is expensed
immediately. Any compensation paid up to the fair value of the award at the cancellation or settlement date is deducted from equity,
with any excess over fair value being treated as an expense in the income statement.
NOTES TO THE ACCOUNTS
CONTINUED
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3. Business and Geographical Segments
IFRS 8 requires operating segments to be identified on the basis of the internal financial information reported to the Chief Operating Decision
Maker (CODM). The Group’s CODM is deemed to be the Executive Directors on the Board, who are primarily responsible for the allocation
of resources to segments and the assessment of performance of the segments.
The CODM assesses profit performance principally through adjusted profit measures consistent with those disclosed in the Annual Report
and Accounts.
The reporting segments are organised based on the nature of the end markets served. The ‘Food’ segment entails manufacture and supply
of food products to UK grocery retailers, the food service sector and other UK and global food producers. The ‘Other’ segment represents all
other activities, which do not meet the above criteria, principally Cranswick Pet Products Limited.
The reportable segment ‘Food’ represents the aggregation of four operating segments, which are aligned to the product categories
of the Group; Fresh Pork, Convenience, Gourmet Products and Poultry, all of which manufacture and supply food products through the
channels described above. The Blakemans acquisition is included within the Gourmet Products category. The operating segments have been
aggregated into one reportable segment as they share similar economic characteristics. The economic indicators, which have been assessed
in concluding that these operating segments should be aggregated, include the similarity of long-term average margins; expected future
financial performance; and operating and competitive risks. In addition, the operating segments are similar with regard to the nature of the
products and production process, the type and class of customer, the method of distribution and the regulatory environment.
2026
2025
£’m
Food
Other
Total
Food
Other
Total
Revenue
2,934.9
47.6
2,982.5
2,686.6
36.7
2,723.3
Adjusted operating profit/(loss)
236.2
0.8
237.0
210.3
(3.4)
206.9
Finance costs
(15.9)
(1.1)
(17.0)
(8.0)
(1.2)
(9.2)
Share of net profit of joint venture
–
–
–
0.2
–
0.2
Adjusted profit/(loss) before tax
220.3
(0.3)
220.0
202.5
(4.6)
197.9
Assets
1,694.3
43.0
1,737.3
1,503.0
28.2
1,531.2
Liabilities
(602.7)
(45.7)
(648.4)
(510.7)
(32.6)
(543.3)
Net assets/(liabilities)
1,091.6
(2.7)
1,088.9
992.3
(4.4)
987.9
Depreciation
97.6
1.8
99.4
84.0
2.3
86.3
Property, plant and equipment and right-of-use asset
additions
195.4
8.0
203.4
150.0
2.7
152.7
Geographical segments
The following table sets out revenues by destination, regardless of where the goods were produced:
2026 2025
£’m £’m
UK
2,910.2
2,651.2
Continental Europe
23.4
26.2
Rest of World
48.9
45.9
2,723.3
In addition to the non-UK sales disclosed above, the Group also made sales to export markets through UK-based meat trading agents totalling
£50.3 million (2025: £52.3 million). Including these sales, total sales to export markets were £122.6 million for the year (2025: £124.4 million).
The Group’s non-current assets were all located within the UK during both 2026 and 2025.
Customer concentration
The Group has four customers (2025: four) which individually account for ten per cent or more of the Group’s total revenue. These customers
account for 23 per cent, 16 per cent, 11 per cent and 10 per cent respectively. In the prior year, these same four customers accounted for 23 per
cent, 16 per cent, 11 per cent and 10 per cent respectively. Revenue from these customers is included in the ‘Food’ operating segment.
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4. Group Operating Profit
Group operating costs comprise:
2026 2025
£’m £’m
Cost of sales excluding net IAS 41 valuation movement on biological assets
2,509.0
2,303.4
Net IAS 41 valuation movement on biological assets*
2.2
11.1
Cost of sales
2,511.2
2,314.5
Gross profit
471.3
408.8
Selling and distribution costs
125.0
112 .8
Administrative expenses excluding impairment and amortisation of intangible assets
111. 5
100.2
Impairment of intangible assets
–
1.6
Amortisation of intangible assets
2.0
3.6
Administrative expenses
113. 5
105.4
Total operating costs
2,749.7
2,532.7
* This represents the difference between operating profit prepared under IAS 41 and operating profit prepared under historical cost accounting,
which forms part of the reconciliation to adjusted operating profit.
Group operating profit is stated after charging/(crediting):
2026 2025
£’m £’m
Depreciation of property, plant and equipment
77.4
68.1
Depreciation of right-of-use assets
22.0
18.2
Amortisation of intangible assets
2.0
3.6
Impairment of intangible assets
–
1.6
Release of government grants
(0.4)
(0.4)
Short-term, low-value lease payments
4.3
1.7
Net foreign currency differences
0.5
1.0
Cost of inventories recognised as an expense
1,406.6
1,325.1
Increase in provision for inventories
7.6
3.5
Increase in provision for impairment of receivables
0.2
–
Auditor’s remuneration
Fees payable to the Company’s auditors in respect of the audit
Audit of these Financial Statements
1.0
1.0
Local statutory audit of the Company
0.1
0.1
Total audit remuneration
1.1
1.1
Other services
0.1
0.1
Total non-audit related remuneration
0.1
0.1
Further details of audit and non-audit fees can be found on page 97.
NOTES TO THE ACCOUNTS
CONTINUED
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5. Employees
2026 2025
£’m £’m
Staff costs:
Wages and salaries
484.6
433.2
Social security costs
60.1
44.7
Other pension costs
13.7
11.1
558.4
489.0
Included within wages and salaries is a total expense for share-based payments of £11.6 million (2025: £8.4 million), all of which arises from
transactions accounted for as equity-settled share-based payment transactions.
The average monthly number of employees during the year was:
2026 2025
Number Number
Production
11, 575
10,800
Selling and distribution
594
624
Administration
864
844
13 , 0 3 3
12,268
The Group considers the Directors to be the key management personnel. Details of each Director’s remuneration, pension contributions and
share options are detailed in the Remuneration Committee Report on pages 107 to 118. The employee costs shown above include the following
remuneration in respect of Directors of the Company:
2026 2025
£’m £’m
Directors’ remuneration
8.8
8.2
Aggregate gains made by Directors on exercise of share options
6.8
5.7
During the year, two (2025: two) Directors received pension contributions under money purchase schemes.
Details of Directors’ remuneration can be found in the Remuneration Committee Report on page 107 to 118. The total Directors’ remuneration
of £8.8 million (2025: £8.2 million) comprises salary and fees £3.3 million (2025: £3.1 million), benefits £0.1 million (2025: £0.1 million), bonus
£5.1 million (2025: £4.7 million) and pension £0.3 million (2025: £0.3 million). The difference between pension contributions noted above and
pension contributions on page 107 is cash paid in lieu of pension.
6. Finance Costs
2026 2025
£’m £’m
Finance costs:
Bank interest paid and similar charges
7. 4
3.2
Total interest expense for financial liabilities not at fair value through profit or loss
7. 4
3.2
Lease interest
9.6
6.0
Total finance costs
17.0
9.2
The interest relates to financial assets and liabilities carried at amortised cost.
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7. Taxation
a) Analysis of tax charge in the year
Tax charge based on the profit for the year:
2026 2025
£’m £’m
Current income tax:
UK corporation tax on profit for the year
48.5
41.7
Adjustments in respect of prior years
(1.9)
0.6
Total current tax
46.6
42.3
Deferred tax:
Origination and reversal of temporary differences
8.8
6.2
Adjustments in respect of prior years
2.1
(1.2)
Total deferred tax
10.9
5.0
Tax on profit
57.5
47.3
Tax relating to items charged or credited to other comprehensive income or directly to equity:
2026 2025
£’m £’m
Recognised in Group Statement of Comprehensive Income
Deferred tax on revaluation of cash flow hedges
(0.2)
0.1
Deferred tax on actuarial losses on defined benefit pension scheme
0.1
0.1
Corporation tax credit on defined benefit pension scheme
(0.1)
(0.1)
(0.2)
0.1
Recognised in Group Statement of Changes in Equity
Deferred tax charge/(credit) on share-based payments
1.3
(2.7)
Corporation tax credit on share options exercised
(2.8)
(1.0)
(1.5)
(3.7)
Total tax credit recognised directly in equity
(1.7)
(3.6)
b) Factors affecting tax charge for the year
The tax assessed for the year is higher (2025: higher) than the standard rate of corporation tax in the UK. The differences are explained below:
2026 2025
£’m £’m
Profit before tax
215.8
181.6
Profit multiplied by standard rate of corporation tax in the UK of 25 per cent (2025: 25 per cent)
54.0
45.4
Effect of:
Expenses which are not deductible for tax purposes
3.3
2.5
Adjustments in respect of prior years
0.2
(0.6)
Total tax charge for the year
57.5
47.3
NOTES TO THE ACCOUNTS
CONTINUED
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7. Taxation (continued)
c) Deferred tax
The deferred tax included in the Group Balance Sheet is as follows:
2026 2025
£’m £’m
Deferred tax liability in the balance sheet
Accelerated capital allowances
57.3
41.1
Business combinations
3.4
3.5
Losses
(0.5)
(0.5)
Biological assets
(3.7)
(3.2)
Right-of-use asset
34.3
26.9
Right-of-use liability
(36.3)
(28.5)
Other temporary differences
(0.7)
–
Share-based payments
(7.9)
(8.4)
Deferred tax on defined benefit pension scheme
–
(0.1)
Intangible assets
1.1
1.2
Deferred tax liability
47.0
32.0
2026 2025
£’m £’m
Deferred tax liability in the balance sheet
At 29 March 2025
32.0
28.4
Recognised in income statement
8.8
6.2
Prior year adjustments recognised in income statement
2.1
(1.2)
Acquired on acquisitions in the year
2.9
1.1
Recognised in statement of comprehensive income
(0.1)
0.2
Recognised in statement of changes in equity
1.3
(2.7)
At 28 March 2026
47.0
32.0
The deferred tax included in the income statement is as follows:
2026 2025
£’m £’m
Deferred tax liability in the income statement
Accelerated capital allowances
13.8
10.5
Business combinations
(0.1)
(0.1)
Losses
0.1
0.1
Biological assets
(0.5)
(2.8)
Right-of-use asset
7.1
8.0
Right-of-use liability
(7.6)
(8.6)
Other temporary differences
(0.5)
(0.3)
Share-based payments
(0.9)
(0.5)
Intangible assets
(0.5)
(1.3)
Deferred tax liability
10.9
5.0
The deferred tax liability is not expected to be settled within the next 12 months.
d) The Global Anti-Base Erosion Rules (‘Pillar Two’)
The Group is within the scope of global minimum tax (‘GMT’) under the OECD Pillar Two rules (Pillar Two). Pillar Two reporting requirements
were enacted for the UK on 11 July 2023 and apply to the Group for the period ended 1 April 2025 onwards. Under these requirements,
the Group is liable to pay a top up tax for any deficit between the minimum tax rate of 15 per cent and the effective tax rate per jurisdiction.
As a primarily UK focused Group, paying tax well in excess of the required minimum, there is no material impact. Income tax expense recognised
in the Group Income Statement in 2026 related to Pillar Two income taxes is therefore £nil (2025: £nil).
The Group has applied the mandatory temporary exception in the amended IAS 12 ‘Income taxes’ from the requirement to recognise or disclose
information about deferred tax assets and liabilities related to the Pillar Two model rules.
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8. Equity Dividends
2026 2025
£’m £’m
Declared and paid during the year:
Final dividend for 2025 – 76.0p per share (2024: 67 .3p)
40.6
36.1
Interim dividend for 2026 – 27 .0p per share (2025: 25. 0p)
14.5
13.4
Dividends paid
55.1
49.5
Proposed for approval of Shareholders at the Annual General Meeting on 27 July 2026:
Final dividend for 2026 – 85.5p per share (2025: 7 6.0p)
46.4
41.2
9. Earnings per Share
Basic earnings per share amounts are calculated by dividing net profit for the year attributable to members of the Parent Company of £158.3 million
(2025: £134.3 million) by the weighted average number of shares outstanding during the year.
In calculating diluted earnings per share amounts, the weighted average number of shares is adjusted for the weighted average number
of ordinary shares that would be issued on the conversion of all dilutive potential ordinary shares into ordinary shares, and shares held by
the Employee Benefit Trust.
The weighted average number of ordinary shares for both basic and diluted amounts was as per the table below:
2026 2025
Thousands Thousands
Basic weighted average number of shares
53,502
53,581
Dilutive potential ordinary shares — share options
1,051
954
54,553
54,535
Adjusted earnings per share
Adjusted earnings per share are calculated using the above weighted average number of shares for both basic and diluted amounts (see Note 31).
10. Intangible Assets
Customer
Goodwill Trademark relationships Total
£’m £’m £’m £’m
Cost
At 30 March 2024
218.7
5.7
38.5
262.9
Acquired on acquisitions
2.6
–
–
2.6
At 29 March 2025
221.3
5.7
38.5
265.5
Acquired on acquisitions
9.0
–
1.9
10.9
At 28 March 2026
230.3
5.7
40.4
276.4
Amortisation and impairment
At 30 March 2024
15.1
3.4
30.9
49.4
Amortisation
–
1.2
2.4
3.6
Impairment
–
0 . 8
0 . 8
1 . 6
At 29 March 2025
15.1
5.4
34.1
54.6
Amortisation
–
0 . 2
1 . 8
2 . 0
At 28 March 2026
15.1
5.6
35.9
56.6
Net book value
At 30 March 2024
203.6
2.3
7.6
213.5
At 29 March 2025
206.2
0.3
4.4
210.9
At 28 March 2026
215.2
0.1
4.5
219.8
Intangible assets related to trademarks and customer relationships are amortised over a remaining term of one to five years.
NOTES TO THE ACCOUNTS
CONTINUED
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10. Intangible Assets (continued)
Impairment testing
Goodwill is subject to annual impairment testing. Goodwill acquired through business combinations has been allocated for impairment testing
purposes to the following principal cash-generating units:
2026 2025
£’m £’m
Fresh Pork
21.7
21.7
Livestock*
26.0
26.0
Cooked Meats
90.2
90.2
Continental Fine Foods
39.1
39.1
Premium Cooked Poultry
9.2
9.2
Fresh Chicken
13.7
13.7
Gourmet
15.3
6.3
215.2
206.2
* The goodwill impairment assessment for the Fresh Pork and Livestock CGUs is completed on a combined basis consistent to how it is monitored
by the management.
Significant estimate: key assumptions used in value-in-use calculations
Impairment tests on the carrying amounts of goodwill are performed annually by analysing the carrying amount allocated to each CGU against
its value-in-use. The recoverable amount for all cash-generating units has been determined based on value-in-use calculations using annual
budgets for each business for the following year, approved by the Board of Directors, and cash flow projections for the next three years
calculated for the Viability Statement, extended for a further two years.
Forecast replacement capital expenditure is included from budgets and thereafter capital expenditure is assumed to represent 100 per cent
of depreciation, except where specific expansion plans are in place.
Terminal growth rates of two per cent (2025: two per cent) are applied to subsequent cash flows, reflecting management’s best view based
on market and operational experience of the expected long-term growth in the market.
When assessing for impairment of goodwill, management have considered the impact of climate change, particularly in the context of the risks
and opportunities, and have not identified any material short-term impacts from climate change that would impact the carrying value of goodwill.
Ongoing capital projects relating to our Second Nature sustainability strategy are, to the extent known, included in the annual budgets for each
business, such as solar panels, ammonia plant and effluent treatment projects. The impact of climate change on future annual cash flows
is not considered likely to have a material impact at this point in time. Over the longer-term, the risks and opportunities are more uncertain,
and management will continue to assess the quantitative impact of risks at each reporting period.
A pre-tax discount rate of 11.7 per cent (2025: 12.8 per cent) has been applied in determining the recoverable amounts of all CGUs,
representing management’s estimate of the Group’s risk adjusted pre-tax weighted average cost of capital (‘WACC’).
Sensitivity analysis
The goodwill impairment calculation is most sensitive to the following assumptions:
Gross margin
Gross margin depends upon average selling prices and the cost of raw materials. Historical margins are used as the base, adjusted for
management’s expectations derived from experience and with reference to budgets and forecasts. The sensitivity is applied to the gross margin
value to give a CGU value-in-use equal to its carrying amount.
Operating costs
Operating costs relate to direct costs and overheads. Management forecasts these costs based on the expected sales volume, structure
of the business and inflation. The sensitivity is applied to the value of operating costs to give a CGU value-in-use equal to its carrying amount.
Discount rates
All calculations of this nature are sensitive to the discount rate used. Management’s estimate of the weighted average cost of capital has been
used for each cash-generating unit. The sensitivity is added to Group’s WACC of 11.7 per cent to give a CGU value-in-use equal to its
carrying amount.
The Group has applied sensitivities to assess whether any reasonably possible changes in assumptions could cause an impairment that would
be material to these consolidated financial statements.
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10. Intangible Assets (continued)
The recoverable amount of each CGU would equal its carrying amount if the key assumptions were to change by the following percentage:
Budgeted gross margin Other operating costs Pre-tax discount rate
Cash generating units (percentage change in value) (percentage change in value)
From
To
Fresh Pork and Livestock
(15%)
21%
12%
30%
Cooked Meats
(8%)
10%
12%
24%
Continental Fine Foods
(10%)
14%
12%
22%
Premium Cooked Poultry
(8%)
9%
12%
21%
Fresh Chicken
(20%)
40%
12%
38%
Gourmet
(12%)
15%
12%
30%
The Directors and management conclude that no reasonably possible change in these key assumptions would cause the carrying amount
of any of the above listed CGUs to exceed its recoverable amount. The sensitivities presented above represent the break-even changes required
for an impairment to arise. Assumptions and projections are updated on an annual basis.
11. Property, Plant and Equipment
Plant, Assets in the
Freehold land equipment course of
and buildings and vehicles construction Total
£’m £’m £’m £’m
Cost
At 30 March 2024
308.4
531.6
46.5
886.5
Additions
15.1
26.6
95.7
137.4
Acquired on acquisition
17.1
3.0
–
20.1
Transfers between categories
10.7
41.0
(51.7)
–
Disposals
(3.5)
(24.4)
–
(27.9)
At 29 March 2025
347.8
577.8
90.5
1,016.1
Additions
33.6
37.2
92.4
163.2
Acquired on acquisition
6.9
12.0
–
18.9
Transfers between categories
49.6
83.1
(132.7)
–
Disposals
(0.8)
(15.0)
–
(15.8)
At 28 March 2026
437.1
695.1
50.2
1,182.4
Depreciation
At 30 March 2024
60.9
306.7
–
367.6
Charge for the year
11.6
56.5
–
68.1
Relating to disposals
(3.2)
(21.8)
–
(25.0)
At 29 March 2025
69.3
341.4
–
410.7
Charge for the year
15.5
61.9
–
77.4
Relating to disposals
(0.3)
(13.3)
–
(13.6)
At 28 March 2026
84.5
390.0
–
474.5
Net book amounts
At 30 March 2024
247.5
224.9
46.5
518.9
At 29 March 2025
278.5
236.4
90.5
605.4
At 28 March 2026
352.6
305.1
50.2
707.9
Included in freehold land and buildings is land with a cost of £59.2 million (2025: £50.1 million), which is not depreciated.
Cost includes £1.9 million (2025: £1.9 million) in respect of capitalised interest. Interest of £nil was capitalised during the year (2025: £nil).
NOTES TO THE ACCOUNTS
CONTINUED
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12. Right-of-use Assets
Amounts recognised in the balance sheet
The balance sheet shows the following amounts relating to leases:
Plant,
Land and equipment
buildings and vehicles Total
£’m £’m £’m
Cost
At 30 March 2024
124.0
13.7
137.7
Acquired on acquisition
4.4
–
4.4
Additions
10.2
5.1
15.3
Modifications
30.1
–
30.1
Disposals
(4.0)
(3.0)
(7.0)
At 29 March 2025
164.7
15.8
180.5
Acquired on acquisition
–
0 . 8
0 . 8
Additions
34.5
5.7
40.2
Modifications
24.5
–
24.5
Disposals
(8.0)
(1.8)
(9.8)
At 28 March 2026
215.7
20.5
236.2
Depreciation
At 30 March 2024
39.9
5.4
45.3
Charge for the year
14.5
3.7
18.2
Relating to disposals
(3.7)
(3.0)
(6.7)
At 29 March 2025
50.7
6.1
56.8
Charge for the year
17.3
4.7
22.0
Relating to disposals
(6.1)
(1.1)
(7.2)
At 28 March 2026
61.9
9.7
71.6
Net book amounts
At 30 March 2024
84.1
8.3
92.4
At 29 March 2025
114. 0
9.7
123 .7
At 28 March 2026
153.8
10.8
164.6
2026 2025
£’m £’m
Lease liabilities:
Current
19.3
16.4
Non-current
156.5
116 .3
175.8
132.7
Amounts recognised in the income statement
The income statement shows the following amounts relating to leases:
2026 2025
£’m £’m
Depreciation charge on right-of-use assets:
Land and buildings
17.3
14.5
Plant, equipment and vehicles
4.7
3.7
22.0
18.2
Interest expense (included in finance costs)
9.6
6.0
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13. Acquisitions
a) James T Blakeman & Co (Holdings) Limited
On 16 May 2025, the Group acquired 100 per cent of the issued share capital of James T Blakeman & Co (Holdings) Limited and its subsidiary
entities, James T. Blakeman (Services) Limited, and James T Blakeman & Co Limited sausage manufacturing business based in Newcastle-under-
Lyme, for cash consideration of £37.8 million.
The acquisition will enable the Group to expand its offering in the sausage manufacturing market, bringing more raw and cooked sausage
capacity to the Group.
The acquisition has been accounted for as a business combination using the acquisition method of accounting in accordance with IFRS 3
Business Combinations and consequently the assets acquired, and liabilities assumed, have been recorded by the Group at fair value,
with an excess purchase price over the fair value of the identifiable assets and liabilities being recognised as goodwill.
The following table sets out the fair values of the identifiable assets and liabilities acquired by the Group in relation to James T Blakeman & Co
(Holdings) Limited and its subsidiaries:
Fair value
£’m
Net assets acquired:
Customer relationships
1.9
Property, plant and equipment
18.9
Right-of-use assets
0.8
Inventories
5.0
Trade and other receivables
9.6
Bank and cash balances
3.9
Bank loans
(1.5)
Trade and other payables
(5.6)
Lease liabilities
(0.8)
Corporation tax
(0.5)
Deferred tax liability
(2.9)
28.8
Goodwill arising on acquisition
9.0
Total consideration
37.8
Satisfied by:
Initial cash consideration
34.1
Deferred contingent consideration
3.7
37.8
Net cash outflow on acquisition:
Cash consideration paid
34.1
Cash and cash equivalents acquired
(3.9)
30.2
The agreement includes deferred contingent consideration payable in cash to the previous owners of James T Blakeman & Co (Holdings)
Limited based on the performance of the entities acquired in the period to 27 March 2027. The amount payable will be between £nil and
£3.7 million.
The fair value of the deferred contingent consideration on acquisition was estimated at £3.7 million by calculating the present value of the future
expected cash flows.
The fair value of trade and other receivables acquired is the same as the gross contractual amounts. All of the trade and other receivables
acquired are expected to be collected in full.
Included in the £9.0 million of goodwill recognised above are certain intangible assets that cannot be individually separated from the acquiree
and reliably measured due to their nature. These items include the expected value of synergies and an assembled workforce.
Transaction costs in relation to the acquisition of £0.5 million have been expensed within administrative expenses.
From the date of acquisition to 28 March 2026, the external revenue of the three acquired companies was £58.8 million and combined net profit
after tax was £0.8 million.
Had the acquisition taken place at the beginning of the financial year, Group revenue would have been £2,991.0 million and Group profit after
tax would have been £159.3 million.
In addition to the net cash outflow on acquisition of £30.2 million, the Group immediately paid a further £1.5 million to settle the bank loan.
NOTES TO THE ACCOUNTS
CONTINUED
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13. Acquisitions (continued)
b) Fridaythorpe mill purchase
On 19 September 2025, the Group purchased a mill at Fridaythorpe. In accordance with IFRS 3 Business Combinations, the transaction
has been accounted for as an asset purchase.
c) T.W. Cook Limited
On 4 July 2025, the Group acquired 100 per cent of the issued share capital of T.W. Cook Limited, a property holding company. In accordance
with IFRS 3 Business Combinations, the transaction has been accounted for as an asset purchase.
d) J.S.R. Genetics Limited
On 20 January 2025, the Group acquired 100 per cent of the issued share capital of J.S.R. Genetics Limited and its subsidiary JSR Pyramid
Limited, which combined are a pig production and genetics business based in East Yorkshire, for cash consideration of £14.5 million.
The acquisition is in line with the Group’s focus on increasing self-sufficiency in British pigs.
The acquisition has been accounted for as a business combination using the acquisition method of accounting in accordance with IFRS 3
Business Combinations and consequently the assets acquired, and liabilities assumed, have been recorded by the Group at fair value,
with an excess purchase price over the fair value of the identifiable assets and liabilities being recognised as goodwill.
The following table sets out the fair values of the identifiable assets and liabilities acquired by the Group in relation to J.S.R. Genetics Limited
and its subsidiary:
Fair value
£’m
Net assets acquired:
Property, plant and equipment
18.6
Right-of-use assets
4.4
Biological assets
6.6
Inventories
0.3
Trade and other receivables
1.9
Bank and cash balances
(5.3)
Trade and other payables
(8.5)
Income tax payable
(0.3)
Lease liabilities
(4.4)
Deferred tax liability
(0.7)
12.6
Goodwill arising on acquisition
1.9
Total consideration
14.5
Satisfied by:
Initial cash consideration
14.2
Deferred consideration
0.3
14.5
Net cash outflow arising on acquisition:
Cash consideration paid
14.2
Cash and cash equivalents acquired
5.3
19.5
No customer relationship intangible asset has been recognised as the acquisition was undertaken in line with the Group’s focus on increasing
self-sufficiency in British pigs. There are no trademarks linked to J.S.R. Genetics Limited or its subsidiary.
Included in the £1.9 million of goodwill recognised above are certain intangible assets that cannot be individually separated from the acquiree
and reliably measured due to their nature. These items include the expected value of synergies and an assembled workforce.
Transaction costs in relation to the acquisition of £0.5 million have been expensed within administrative expenses in the prior year.
From the date of acquisition to 29 March 2025, the external revenue of J.S.R. Genetics Limited and its subsidiary combined was £3.8 million
and the combined net profit after tax was £0.3 million.
Had the acquisition taken place at the beginning of the prior financial year, Group revenue in the prior year would have been £2,738.5 million,
and Group profit after tax would have been £135.4 million.
In addition to the cash consideration of £14.5 million, the Group immediately paid a further £7.0 million consisting of £5.3 million bank overdraft
and £1.7 million other payables settled on acquisition. A further £2.2 million other payables due to the previous owner and related parties were
settled post-acquisition upon finalisation of certain property related conditions.
The deferred consideration of £0.3 million was settled in the year. No further amounts payable are recognised at the year end.
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13. Acquisitions (continued)
e) Piggy Green Limited and Fornham Pigs Limited
On 28 June 2024, the Group acquired 100 per cent of the issued share capital of Piggy Green Limited and Fornham Pigs Limited, both of which
are outdoor pig breeders based in East Anglia, for cash consideration of £4.0 million.
The acquisition is in line with the Group’s focus on increasing self-sufficiency in British pigs.
The acquisition has been accounted for as a business combination using the acquisition method of accounting in accordance with IFRS 3
Business Combinations and consequently the assets acquired, and liabilities assumed, have been recorded by the Group at fair value,
with an excess purchase price over the fair value of the identifiable assets and liabilities being recognised as goodwill.
The following table sets out the fair values of the identifiable assets and liabilities acquired by the Group in relation to Piggy Green Limited
and Fornham Pigs Limited.
Fair value
£’m
Net assets acquired:
Property, plant and equipment
1.5
Biological assets
1.3
Inventories
0.1
Trade and other receivables
0.9
Bank and cash balances
0.2
Trade and other payables
(0.4)
Deferred tax liability
(0.3)
3.3
Goodwill arising on acquisition
0.7
Total consideration
4.0
Satisfied by:
Initial cash consideration
3.8
Deferred consideration
0.2
4.0
Net cash outflow arising on acquisition:
Cash consideration paid
3.8
Cash and cash equivalents acquired
(0.2)
3.6
No customer relationship intangible asset has been recognised as the acquisition was undertaken in line with the Group’s focus on increasing
self-sufficiency in British pigs. There are no trademarks linked to Piggy Green Limited or Fornham Pigs Limited.
Included in the £0.7 million of goodwill recognised above are certain intangible assets that cannot be individually separated from the acquiree
and reliably measured due to their nature. These items include the expected value of synergies and an assembled workforce.
Transaction costs in relation to the acquisition of £0.2 million have been expensed within administrative expenses in the prior year.
From the date of acquisition to 29 March 2025, the external revenue of Piggy Green Limited and Fornham Pigs Limited combined was
£0.2 million and the combined net profit after tax was less than £0.1 million.
Had the acquisition taken place at the beginning of the prior financial year, Group revenue in the prior year would have been £2,723.5 million
with no change to Group profit after tax.
£0.1 million of the deferred consideration was settled in the prior year. The remaining amount payable is estimated at £0.1 million and due for
payment within the next year.
NOTES TO THE ACCOUNTS
CONTINUED
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13. Acquisitions (continued)
f) Financial asset investment – BIA Analytical Ltd
On 28 January 2026, as part of a fund raising exercise undertaken by BIA Analytical Ltd, the Group increased the value of its investment
by £0.1 million, such that the Group retained its existing 2.90 per cent of the ordinary share capital.
g) Deferred and Contingent Consideration
The Sale and Purchase agreements for Piggy Green Limited and Fornham Pigs Limited included deferred consideration payable in cash to the
previous owners based on the finalisation of certain contractual arrangements. The amount payable is estimated at £0.1 million and will be paid
within the next year.
The Sale and Purchase agreement for J.S.R. Genetics Limited included deferred consideration payable in cash to the previous owners based
on the finalisation of the completion accounts. The estimated amount payable was £0.2 million. Following the finalisation of the completion
accounts, the deferred consideration was increased by £0.1 million and a cash payment of £0.3 million was made in the year.
The Sale and Purchase agreement for James T Blakeman & Co (Holdings) Limited included deferred contingent consideration payable in cash
to the previous owners based on the performance of the entities acquired in the period to 27 March 2027. The amount payable is estimated
at £3.7 million and will be paid in the period to 25 March 2028.
14. Investment in joint venture
2026 2025
£’m £’m
Share of net assets
–
–
Total interests in joint venture
–
–
The Group had one joint venture (50 per cent interest), Mere Pigs, whose principal activity was commercial pig farming. The joint venture was
dissolved in October 2024, leaving the Group with no joint ventures at the year end. Upon dissolution, the joint venture distributed its assets to
its controlling parties.
The following table summarises financial information for the joint venture from the start of the prior year up to the date it was dissolved.
Unless specifically indicated, this information represents 100 per cent of the joint venture before intercompany eliminations.
£’m
Investment as at 30 March 2024
0.8
Revenue
1.9
Interest expense
–
Income tax expense
–
Profit for the period
0.4
Group share of profit
0.2
Cash distributions received from joint venture
(0.2)
Distribution of assets other than cash upon dissolution
(0.8)
Investment as at 29 March 2025
–
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15. Biological Assets
The Group’s biological assets consist of pigs in the form of breeding pigs (classified as non-current assets) and their progeny for processing
within the Group and externally (classified as current assets) and chickens in the form of eggs, breeder stocks (classified as non-current assets)
and their progeny for processing within the Group and externally (classified as current assets).
Reconciliation of carrying amounts of livestock:
Pigs Chickens Total
£’m £’m £’m
At 30 March 2024
79.1
11.0
9 0.1
Increase due to purchases
23.2
18.9
42.1
Increase due to acquisition
7.9
–
7. 9
Increase due to dissolution of joint venture
0.5
–
0.5
Decrease attributable to harvest
(327.6)
(212.0)
(539.6)
Decreases attributable to sales
(6.8)
(0.7)
(7.5)
Changes in fair value less estimated costs to sell
308.2
194.4
502.6
At 29 March 2025
84.5
11.6
96.1
Increase due to purchases
22.1
19.0
41.1
Decrease attributable to harvest
(364.2)
(244.0)
(608.2)
Decreases attributable to sales
(16.1)
(8.7)
(24.8)
Changes in fair value less estimated costs to sell
354.4
234.9
589.3
At 28 March 2026
80.7
12.8
93.5
2026 2025
£’m £’m
Non-current biological assets:
Pigs
7.0
3.8
Chickens
0.3
0.5
7. 3
4.3
Current biological assets:
Pigs
73.7
80.7
Chickens
12.5
11.1
86.2
91.8
2026 2025
£’m £’m
Net IAS 41 valuation movement on biological assets*
Changes in fair value of biological assets
589.3
502.6
Biological assets transferred to cost of sales
(591.5)
(513.7)
(2.2)
(11.1)
* This represents the difference between operating profit prepared under IAS 41 and operating profit prepared under historical cost accounting, which
forms part of the reconciliation to adjusted operating profit. The Group’s biological assets are measured using Level 2 and Level 3 of the fair value hierarchy.
Quoted (unadjusted) prices in an active market are no longer available for sucklers and weaners. The Group’s valuation model for sucklers
and weaners is, therefore, a function of the UK Standard Pig Price (‘SPP’) for finished pigs since historic data suggests that prices for sucklers,
weaners and finished pigs were strongly correlated. The derived prices for sucklers and weaners are then adjusted to reflect the growth of the
pigs through a straight-line interpolation based on age, to provide a value for the pigs at a particular stage of growth. As suckler and weaner
prices are no longer observable in the market, management concludes these prices fall within Level 3 of the fair value hierarchy.
The Group’s valuation model for finished pigs utilises quoted (unadjusted) prices in an active market: the UK Standard Pig Price (‘SPP’). The prices
are then adjusted to reflect the growth of the animals through straight-line interpolation between weaner to finished pig to provide a value
for the pigs at a particular stage of growth. As the weaner price used in the straight-line interpolation for finished pigs is no longer observable
in the market, management concludes these prices fall within Level 3 of the fair value hierarchy. Please see Note 22 for further details.
The valuation for broiler birds uses recent transaction prices at various stages of development. The prices are then adjusted to reflect the growth
of the birds through interpolation between the transaction prices. The valuation of breeder chickens is based on recent transactions for similar
assets and, therefore, it is also classified as Level 2 in the fair value hierarchy.
The valuation of sows, gilts, boars, artificial insemination boars (‘AI boars’) and breeder chickens is based on recent transactions for similar assets
and therefore, is also classified as Level 2 in the fair value hierarchy.
The main assumptions used in relation to the valuation are growth and mortality rates of chickens and a market price for sucklers and weaners.
NOTES TO THE ACCOUNTS
CONTINUED
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15. Biological Assets (continued)
Additional information:
2026 2025
Quantities at year end: Number Number
Breeding pigs (Bearer biological assets)
82,717
80,785
AI Boars
391
281
Boars
1,536
1,486
Pigs (Consumable biological assets)
892,021
912,565
Breeder chickens (Bearer biological assets)
500,941
472,216
Broiler chickens (Consumable biological assets)
5,487,449
5,325,657
Number of pigs produced in the year
1,983,759
1,797,836
Number of chickens produced in the year
78,274,015
73,582,499
16. Inventories
2026 2025
£’m £’m
Raw materials and work in progress
74 .7
76.8
Finished goods and goods for resale
47.2
33.6
Packaging and consumables
20.6
16.5
142.5
126.9
Inventories are shown net of any provision for slow-moving or obsolete inventory. Provisions allocated to engineering consumables are made
in line with the Groups policy for the valuation of consumable items. As at 28 March 2026 the provision against inventory was £24.7 million
(2025: £17.1 million).
The inventory provision disclosure was revised in the year to include the provision allocated to engineering consumables. The change in the
presentation increased the prior year disclosure from £9.9 million to £17.1 million.
17. Trade and Other Receivables
2026 2025
£’m £’m
Financial assets:
Trade receivables
350.0
317.1
Other receivables
15.5
23.0
365.5
340.1
Non-financial assets:
Prepayments
19.1
14.9
384.6
355.0
The above assets are carried at amortised cost. As at 28 March 2026 and 29 March 2025, the analysis of trade receivables that were past due
was as follows:
Of which:
Past due in the following periods
Trade Less than Between 30 More than
receivables Not due 30 days and 60 days 60 days
‘£’m ‘£’m £’m £’m £’m
2026
350.0
303.3
41.8
4.4
0.5
2025
317.1
270.6
43.5
2.4
0.6
Trade receivables are non-interest-bearing and are generally on 30 to 60 day terms and are shown net of any provision for impairment.
The provision is calculated by reviewing the lifetime expected credit losses (‘ECL’) using both historic and forward-looking data. Balances are
written off when the probability of recovery is assessed as being remote. The loss rates used in the current year range from 0.04 per cent
to 1.06 per cent and in the prior year range from 0.03 per cent to 1.03 per cent. The uncertainty around the ability of non-retail customers
to pay has been impacted by inflationary pressures and the current level of economic uncertainty in the current year and prior year has been
incorporated into the expected future loss rates.
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17. Trade and Other Receivables (continued)
As at 28 March 2026, the provision for impairment of trade receivables was £2.2 million (2025: £2.6 million), of which £1.9 million
(2025: £1.8 million) resulted from ECL calculations referred to above.
Movements in the provision for impairment of receivables were as follows:
£’m
Bad debt provision:
At 30 March 2024
2.7
Provided in the year
0.6
Released
(0.6)
Utilised
(0.1)
At 29 March 2025
2.6
Provided in the year
0.6
Released
(0.4)
Utilised
(0.6)
At 28 March 2026
2.2
There are no bad debt provisions against other receivables.
18. Other Financial Assets
2026 2025
£’m £’m
Current:
Forward currency contracts
–
0.3
19. Trade and Other Payables
2026 2025
Current: £’m £’m
Trade payables
194.6
191.4
Tax and social security
18.2
15.9
Other creditors
24.4
24.1
Commercial accruals*
24.0
21.0
Other accruals
78.7
75.3
Deferred income — Government grants
0.3
0.4
340.2
328.1
Non-current:
Deferred income — Government grants
0.2
0.5
Government grants received relate to Regional Growth Fund and Rural Payments Agency payments. The amounts received have been used
for slurry acidification and to fund fixed asset investment with the objective of creating and safeguarding jobs at the Group’s facilities.
*Commercial accruals consist of:
Volume
rebates and Advertising
similar and marketing
allowances contributions Total
£’m £’m £’m
At 30 March 2024
15.9
2.6
18.5
Charged to Income Statement
22.8
10.7
33.5
Paid
(22.5)
(8.5)
(31.0)
At 29 March 2025
16.2
4.8
21.0
Charged to Income Statement
25.7
10.3
36.0
Paid
(23.3)
(9.7)
(33.0)
At 28 March 2026
18.6
5.4
24.0
NOTES TO THE ACCOUNTS
CONTINUED
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20. Other Financial Liabilities
2026 2025
Current: £’m £’m
Forward currency contracts
0.4
–
Deferred consideration (Note 13)
0.1
0.3
0.5
0.3
Non-current:
Deferred contingent consideration (Note 13)
3.7
–
Amounts outstanding under revolving credit facility
79.0
46.0
Unamortised issue costs
(1.5)
(0.4)
81.2
45.6
2026 2025
£’m £’m
Movement on hedging instruments:
(Losses)/gains arising in the year
(0.4)
0.3
Reclassification adjustment for (losses)/gains included in the income statement
(0.3)
0.1
(0.7)
0.4
All financial liabilities are carried at amortised cost, except for forward currency contracts and contingent consideration, which are carried
at fair value.
Forward currency contracts are used to hedge a proportion of anticipated purchases denominated in foreign currencies and held at fair value
in the balance sheet. To the extent that these forward contracts represent effective hedges, movements in fair value are taken directly to other
comprehensive income and are then reclassified through the income statement in the period during which the hedged item impacts the income
statement. A description of amounts and maturities is contained in Note 22.
Movements on hedged foreign currency contracts are subsequently reclassified through cost of sales.
Banking facility
On 9 July 2025, the Group successfully refinanced its banking facility. The agreement is unsecured and with an initial period agreed to
July 2029 with an option to extend for up to two further years. The facility comprises a revolving credit facility of £360.0 million, including
a committed overdraft of £20.0 million. It also includes the option to access a further £90.0 million on the same terms at any point during
the term of the agreement.
£nil (2025: £nil) of the overdraft facility was utilised at 28 March 2026. Interest on the overdraft is payable at a margin over base rate.
£79.0 million (2025: £46.0 million) of the revolving credit facility was utilised as at 28 March 2026. Interest on the revolving credit facility
is payable at a margin over the sterling overnight index rate (SONIA).
The arrangement fees of £1.8 million (2025: £2.2 million) are being amortised over the period of the facility.
The maturity profile of bank loans is as follows:
2026 2025
£’m £’m
In one year or less
–
–
Between one year and two years
–
46.0
Between two and five years
79.0
–
79.0
46.0
Unamortised issue costs
(1.5)
(0.4)
77.5
45.6
The bank facility for the current year was unsecured and subject to interest cover and adjusted leverage covenants. Interest cover (which is required
to be greater than 3x covered) is calculated as Adjusted EBITDA divided by Net finance costs and was 50.9x at 28 March 2026. Adjusted leverage
(which is required to be less than 3x covered) is calculated as net debt divided by Adjusted EBITDA and was 0.19x at 28 March 2026. Both covenants
are calculated excluding IFRS 16 Leases.
The bank facility for the prior year was unsecured and subject to interest cover and adjusted leverage covenants. Interest cover (which is required
to be greater than 3x covered) is calculated as Adjusted EBITDA divided by Net finance costs and was 110.2x at 29 March 2025. Adjusted leverage
(which is required to be less than 3x covered) is calculated as net debt divided by Adjusted EBITDA and was 0.14x at 29 March 2025. Both covenants
are calculated excluding IFRS 16 Leases.
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21. Provisions
Lease Total
provisions Other provisions
£’m £’m £’m
At 29 March 2025
3.4
0.7
4.1
Created
0.2
–
0.2
Utilised
(0.2)
–
(0.2)
Released
–
( 0 . 7 )
( 0 . 7 )
At 28 March 2026
3.4
–
3.4
Analysed as:
2026 2025
£’m £’m
Current liabilities
1.2
2.4
Non-current liabilities
2.2
1.7
3.4
4.1
Lease provisions are held against dilapidation obligations on leased properties. These provisions are expected to be utilised over the next
five years.
22. Financial Instruments
An explanation of the Group’s financial instruments risk management strategy is set out on page 129 in the Directors’ Report.
Biological assets
To provide an indication about the reliability of the inputs used in determining fair value, the Group has classified its non-financial assets
and liabilities into the three Levels prescribed under the accounting standards:
Level 1 Level 2 Level 3 Total
£’m £’m £’m £’m
At 28 March 2026
Breeding pigs (Bearer biological assets)
–
13.0
–
13.0
Boars
–
0 . 2
–
0 . 2
AI Boars
–
1 . 3
–
1 . 3
Finished pigs (Consumable biological assets)
–
–
47.4
47.4
Sucklers and weaners (Consumable biological assets)
–
–
18.8
18.8
Breeder chickens (Bearer biological assets)
–
3.1
–
3.1
Eggs
–
1 . 3
–
1 . 3
Broiler chickens (Consumable biological assets)
–
8.4
–
8.4
Total biological assets
–
27.3
66.2
93.5
Level 1 Level 2 Level 3 ‘Total
£’m £’m £’m £’m
At 29 March 2025
Breeding pigs (Bearer biological assets)
–
6.5
–
6.5
Boars
–
0 . 2
–
0 . 2
AI Boars
–
1 . 3
–
1 . 3
Finished pigs (Consumable biological assets)
–
–
56.1
56.1
Sucklers and weaners (Consumable biological assets)
–
–
20.4
20.4
Breeder chickens (Bearer biological assets)
–
2.8
–
2.8
Eggs
–
0 . 7
–
0 . 7
Broiler chickens (Consumable biological assets)
–
8.1
–
8.1
Total biological assets
–
19.6
76.5
96.1
For pigs, in 2022, there was a change in available external data from AHDB in respect of suckler and weaner pig prices. As a result, management
have used historic data and applied a correlation with the current UK standard pig price. There was no change in underlying methodology
applied, however as these suckler and weaner prices were no longer observable in the market, management considers that this causes the
valuation to move into Level 3 of the fair value hierarchy. Having considered the sensitivities in key inputs to suckler and weaner valuations,
management considers that reasonable sensitivities would not result in a material impact on the fair value. There have been no further changes
in the current year.
NOTES TO THE ACCOUNTS
CONTINUED
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22. Financial Instruments (continued)
The Group’s valuation model for finished pigs utilises quoted (unadjusted) prices in an active market: the UK Standard Pig Price (SPP). The prices
are then adjusted to reflect the growth of the animals through straight-line interpolation between weaner to finished pig to provide a value for
the pigs at a particular stage of growth. As the weaner price used in the straight-line interpolation for finished pigs is no longer observable in the
market, management concludes these prices fall within Level 3 of the fair value hierarchy.
Reconciliation of carrying amounts of fair value Level 3 livestock:
£’m
At 29 March 2025
76.5
Increase due to purchases
15.4
Decrease attributable to harvest
(358.8)
Decreases attributable to sales
(9.1)
Changes in fair value less estimated costs to sell
342.2
At 28 March 2026
66.2
The (losses) or gains recognised in relation to the sucklers, weaners and finished pigs are as follows:
2026 2025
£’m £’m
Net total losses for the period recognised in profit or loss under ‘Change in fair value of biological assets’
(8.6)
(3.6)
Net change in unrealised (losses)/gains for the period recognised in profit or loss attributable to sucklers, weaners
(6.6)
2.0
and finishers held at the end of the reporting period
The following table summarises the quantitative information about the significant unobservable inputs used in the fair value measurements
of the weaners, sucklers and finishers.
Fair value
Range of inputs
2026 2025 Unobservable 2026 2025 Relationship of unobservable
Description £’m £’m inputs £ £ inputs to fair value
Weaners and sucklers
18.8
20.4
Suckler price
44.83 – 51.15
49.98 – 51.98
The higher the market price,
Weaner price
52.78 – 60.23
58.84 – 61.20
the higher the fair value.
Finished pigs
47.4
56.1
Finisher price
159.87 – 208.96
169.85 – 203.58
Increase/decrease in basis Effect on profit before tax
points £’m
2026
2025
Weaners, sucklers and finishers
+1,000
2.9
3.2
-1,000
(2.9)
(3.2)
If the sensitivities in the table above moved by 10 per cent, the fair value of the sucklers and weaners as well as finished pigs would move
by £2.9 million. There is no material impact on the Group.
Valuation processes
The valuation approach of the Group’s biological assets as well as the final results are discussed at the Group’s Audit Committee alongside any
key judgements made during year end and interim reporting. This also entails a discussion and analysis of any changes in Level 2 and Level 3 fair
values. The main Level 3 inputs used by the Group are derived by applying a correlation with the current UK Standard Pig Price.
Interest rate risk profile of financial assets and liabilities
The interest rate profile of the interest-earning financial assets and interest-bearing liabilities of the Group as at 28 March 2026 and their
weighted average interest rates is set out below.
As at 28 March 2026
Weighted average At floating Fixed interest
effective interest rate Total interest rates 1 year or less 1–2 years 2–3 years
% £’m £’m £’m £’m £’m
Financial liabilities:
Revolving credit facility
4.9%
(79.0)
(79.0)
–
–
–
Financial assets:
Cash at bank
0.0%
12.5
12.5
–
–
–
(66.5)
(66.5)
–
–
–
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22. Financial Instruments (continued)
As at 29 March 2025
Weighted average At floating Fixed interest
effective interest rate Total interest rates 1 year or less 1–2 years 2–3 years
% £’m £’m £’m £’m £’m
Financial liabilities:
Revolving credit facility
5.9%
(46.0)
(46.0)
–
–
–
Financial assets:
Cash at bank
0.0%
5.9
5.9
–
–
–
(40.1)
(40.1)
–
–
–
The maturity profile of bank loans is set out in Note 20.
Currency profile
The Group’s financial assets at 28 March 2026 include Sterling denominated cash balances of £11.3 million (2025: £4.4 million), Euro £1.1 million
(2025: £1.2 million), and US Dollar £0.1 million (2025: £0.3 million) all of which are held in the UK. The proportion of the Group’s net assets
denominated in foreign currencies is immaterial. The Group’s other financial assets and liabilities are denominated in Sterling.
Currency sensitivity analysis has not been included below as the foreign currency risk is not considered to be material to the Group.
Credit risk
The Group makes a significant proportion of its sales to the major UK supermarket groups, which correspondingly represent a significant
proportion of the Group’s trade receivables at any one time. Based on the financial strength of these customers, the Directors do not consider
that the Group faces a significant credit risk in this regard. Debts with other customers, which represent a smaller proportion of the Group’s
trade receivables, are considered to provide greater risk, particularly in the current economic climate. These debts are reviewed using lifetime
expected credit losses considering both historic and forward looking data which then generates an expected loss rate and provision. All cash
financial assets are held by UK financial institutions. The maximum credit exposure relating to financial assets is represented by their carrying
values as at the balance sheet date.
Fair value hierarchy
The Group uses the following hierarchy for determining and disclosing the fair value of financial instruments by valuation technique:
Level 1: quoted (unadjusted) prices in active markets for identical assets or liabilities.
Level 2: other techniques for which all inputs which have a significant effect on the recorded fair value are observable, either directly
or indirectly.
Level 3: techniques which use inputs which have a significant effect on the recorded fair value that are not based on observable market data.
Transfers between Levels of the fair value hierarchy are deemed to have occurred during the reporting period.
The Group’s forward currency contracts are measured using Level 2 of the fair value hierarchy. The valuations are provided by the Group’s
bankers from their proprietary valuation models and are based on mid-market Levels as at close of business on the Group’s year-end
reporting date.
Contingent consideration is measured using Level 3 of the fair value hierarchy and relates to future amounts payable on acquisitions.
Amounts payable are based on agreements within purchase contracts, management’s expectations of the future profitability of the acquired
entity and the timings of payments.
Fair value of financial instruments
Fair value is the amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties on an arm’s length
basis. The fair value of floating rate assets and liabilities is estimated to be equivalent to book value. All derivative financial instruments are shown
in the balance sheet at fair value.
2026
2025
Book Value Fair Value Book Value Fair Value
£’m £’m £’m £’m
Forward currency contracts (liability)/asset (Note 18 and Note 20)
(0.4)
(0.4)
0.3
0.3
Contingent consideration (Note 13 and Note 20)
(3.7)
(3.7)
–
–
The book value of trade and other receivables, trade and other payables, cash balances, loans receivable, overdrafts and amounts outstanding
under revolving credit facility equates to fair value for the Group.
NOTES TO THE ACCOUNTS
CONTINUED
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22. Financial Instruments (continued)
Hedges
Financial instruments designated as cash flow hedges are held at fair value in the balance sheet. The Group hedges the following cash flows:
Forward contracts to hedge expected future purchases
The Group hedges a proportion of its near-term expected purchases denominated in overseas currencies. Where these hedges meet the hedge
criteria of IFRS 9, changes in fair value are posted directly to other comprehensive income and subsequently reclassified through the income
statement at the time that the hedged item affects profit or loss.
Exchange Fair Value
Currency
Amount
Maturities
rates £’m
Euros
€51.4m
30 March 2026 – 16 December 2026
1.13 – 1.16
0.2
US Dollar
$15.0m
2 April 2026 – 23 Jun 2026
1.32 – 1.35
0.2
These contracts were effective cash flow hedges under the criteria set out in IFRS 9 and therefore fair value gains and losses related
to the contracts were recognised directly in other comprehensive income.
Interest rate risk
The following table demonstrates the sensitivity to a reasonably possible change in interest rates, with all other variables held constant,
of the Group’s profit before tax (through the impact on floating rate borrowings). There is no material impact on the Group’s equity.
Currency derivatives have not been included in the sensitivity analysis below as they are not considered to be exposed to interest rate risk.
Increase/ Effect on profit
decrease in before tax
basis points £’m
2026
+10 0
( 1 . 3 )
Sterling
-10 0
1. 3
2025
+1 0 0
( 0 . 3 )
Sterling
-10 0
0 .3
Liquidity risk
The tables below summarise the maturity profile of the Group’s financial liabilities at 28 March 2026 and 29 March 2025 based on contractual
undiscounted payments:
At 28 March 2026
Less than
1 year
1-2 years
2-5 years
Over 5 years
Total
£m
£m
£m
£m
£m
Revolving credit facility
1
3.5
3.5
83.5
–
90.5
Deferred and contingent consideration
0.1
3.7
–
–
3.8
Trade and other payables
340.2
0.2
–
–
340.4
F o r w a r d c u r r e n c y c o n t r a c t s
0 . 4
–
–
–
0 . 4
Lease liabilities
28.3
27.0
66.3
104.9
226.5
372.5
34.4
149.8
104.9
661.6
1. The interest on the revolving credit facility has been included in this table based on the current balance, however the RCF can be drawn down further
or repaid, which would impact the interest payments in the periods above.
At 29 March 2025
Less than
1 year
1-2 years
2-5 years
Over 5 years
Total
£m
£m
£m
£m
£m
Revolving credit facility
–
46.0
–
–
46.0
Deferred and contingent consideration
0.3
–
–
–
0.3
Trade and other payables
328.1
0.5
–
–
328.6
Lease liabilities
22.5
20.9
51.9
71.4
166.7
350.9
67.4
51.9
71.4
541.6
The impact of liquidity risk on the Group is discussed in detail in the Directors’ Report on page 129.
Capital management
The primary objective of the Group’s capital management policy is to ensure that it maintains a strong credit rating and healthy capital ratios
in order to support its business and maximise value for Shareholders and other stakeholders. The Group regards its Shareholders’ equity
and net debt as its capital. For further information see page 127 of the Directors’ Report. An analysis of the changes in net debt can be found
in Note 27.
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23. Called-up Share Capital
Allotted, called-up and fully paid – Ordinary shares of 10 pence each:
2026 2025 2026 2025
Number Number £’m £’m
At beginning of year
54,193,372
54,007,610
5.4
5.4
On exercise of share options
102,451
185,762
–
–
At end of year
54,295,823
54,193,372
5.4
5.4
During the course of the year, 102,451 ordinary shares were issued to employees exercising SAYE and LTIP options at prices between nil and
3,978.0 pence.
The Company’s authorised Share Capital is 72,324,605 shares.
Ordinary share capital of £3,795 is reserved for allotment under the Savings Related Share Options Schemes and Long-Term Incentive Plans
(‘LTIP’). The options are exercisable as follows:
Number
Exercise price
Exercise period
Savings related
118
2,534p
March 2023 – October 2025
Savings related
10,109
2,800p
March 2024 – October 2026
Savings related
21,848
2,899p
March 2025 – October 2027
LTIP
5,873
Nil
Until July 2034
24. Shares held in trust
The Shares held in trust reserve represents the cost of shares in Cranswick plc purchased in the market and held by the Cranswick Employee
Benefit Trust (the ‘Trust’) to satisfy share awards under the Group’s Long-Term Incentive Plan and SAYE scheme. Shares held in trust are
recorded at cost and deducted from equity.
The number of ordinary shares held by the Trust at 28 March 2026 was 796,990 (2025: 775,565) which represents 1.47 per cent (2025: 1.43
per cent) of total called-up share capital. No shares held in trust in Cranswick plc were cancelled during the periods presented.
Number of shares
Nominal value of share
Total reserve
2026 2025 2026 2025 2026 2025
Number Number £ £ £’m £’m
At beginning of year
775,565
400,250
77,556
40,025
35.4
15.6
Shares acquired by Employee Benefit Trust
412,723
524,250
41,272
52,425
22.1
25.3
Transferred to beneficiaries of the share award schemes
(391,298)
(148,935)
(39,129)
(14,894)
(16.8)
(5.5)
At end of year
796,990
775,565
79,699
77,556
40.7
35.4
25. Share-based Payments
The Group operates three share option schemes, a revenue approved scheme (‘SAYE’), a Long Term Incentive Plan (‘LTIP’) and a Buy As You
Earn (‘BAYE’) share incentive plan, all of which are equity-settled. The total expense charged to the income statement during the year in relation
to share-based payments was £11.6 million (2025: £8.4 million).
Long-Term Incentive Plan (‘LTIP’)
During the course of the year, 232,127 options at nil cost were granted to Directors and Senior Executives, the share price at that time was
£53.20. Details of the performance criteria relating to the LTIP scheme can be found in the Remuneration Committee Report on page 115.
The maximum term of LTIP options is 10 years.
2026 2026 2025 2025
Number WAEP (£) Number WAEP (£)
Outstanding at beginning of year
818,654
–
758,538
–
Granted during the year (i)
232,127
–
248,272
–
Lapsed during the year
(53,784)
–
(35,052)
–
Exercised during the year (ii)
(218,869)
–
(153,104)
–
Outstanding at end of year (iii)
778,128
–
818,654
–
Exercisable at end of year
16,224
–
18,494
–
i) The weighted average fair value of options granted during the year was £45.99 (2025: £41.34). The share options granted during the year were at £nil per
share. The share price at the date of grant was £53.20 (2025: £47.50).
ii) The weighted average share price at the date of exercise for the options exercised was £52.62 (2025: £46.11).
iii) For the share options outstanding as at 28 March 2026, the weighted average remaining contractual life is 8.13 years (2025: 8.20 years).
The exercise price for all options outstanding at the end of the year was £nil.
NOTES TO THE ACCOUNTS
CONTINUED
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25. Share-based Payments (continued)
All Employee Share Option Scheme (‘SAYE’)
All employees are eligible to participate in the SAYE scheme if they are in employment with the Group on the relevant invitation date.
The exercise price is equal to the market price of the shares less 20 per cent on the relevant date. The contractual life of the options is three
or five years. The maximum term of SAYE options is 3.5 or 5.5 years.
The following table illustrates the number and weighted average exercise prices (‘WAEP’) of, and movements in, SAYE share options during
the year:
2026 2026 2025 2025
Number WAEP (£) Number WAEP (£)
Outstanding at beginning of year
951,431
31.78
893,923
28.08
Granted during the year (i)
370,151
41.10
311,367
39.78
Lapsed during the year
(104,489)
35.68
(86,409)
29.93
Exercised during the year (ii)
(267,664)
26.29
(167,450)
27.82
Outstanding at end of year (iii)
949,429
36.54
951,431
31.78
Exercisable at end of year
74, 433
25.74
92,957
28.67
i) The share options granted during the year were at £41.10 (2025: £39.78), representing a 20 per cent discount on the price at the relevant date.
The share price at the date of grant was £50.30 (2025: £48.60).
ii) The weighted average share price at the date of exercise for the options exercised was £52.14 (2025: £44.31).
iii) For the share options outstanding as at 28 March 2026, the weighted average remaining contractual life is 2.63 years (2025: 1.86 years).
The weighted average fair value of options granted during the year was £12.91 (2025: £13.47). The range of exercise prices for options
outstanding at the end of the year was £24.98–£41.10 (2025: £24.98–£39.78).
The fair value of the SAYE options has been estimated as at the date of grant using the Black-Scholes option pricing model, taking into account
the terms and conditions upon which the options were granted. The LTIP equity settled options have been calculated using a Stochastic option
pricing model for the TSR element, a Black-Scholes option pricing model for the EPS and ROCE elements and Chaffe option pricing model for
the holding period. The following table lists the inputs to the model used for the years ended 28 March 2026 and 29 March 2025:
Measures
2026
LTIP
2026
SAYE
2025
LTIP
2025
SAYE
Dividend yield
0.00%
2.05%
0.00%
1.90%
Expected share price volatility
17.03%
– 19.01%
18.57%
– 20.28%
19.02% – 20.90%
20.20% – 23.78%
Risk-free interest rate
3.85%
– 4.14%
3.77%
– 4.02%
3.64% –
3.97%
4.21% –
4.35%
Expected life of option
3 years
3.44-5.44 years
3 years
3.44-5.44 years
Exercise prices
£nil
£41.10
£nil
£39.78
The expected life of the options is based on historical data and is not necessarily indicative of exercise patterns that may occur. The expected
volatility reflects the assumption that the historical volatility is indicative of future trends, which may not necessarily be the actual outcome.
The initial fair value of LTIP options is adjusted to take into account market-based performance conditions.
Buy As You Earn (‘BAYE’) share incentive plan
For every eight ‘Partnership Shares’ purchased by an employee through the Buy As You Earn (‘BAYE’) share incentive plan, the Group
undertakes to award employees with one ‘Matching Share’; these Matching Shares are held in trust for a mandatory period of five years on
the employee’s behalf, during which period the employee is entitled to any dividends paid on such shares. If an employee leaves within this
five-year period for other than ‘good leaver’ circumstances, all of the Matching Shares are forfeited. Similarly, if the employees sell their
Partnership Shares within five years, their Matching Shares are forfeited. The number of shares awarded relating to Matching Shares
in 2026 was 1,448 (2025: 809), with a weighted average fair value of £51.76 (2025: £48.91), based on market prices at the date of award.
26. Pension Schemes
The Group acquired a defined benefit final salary pension scheme during 2009, which is funded by the payment of contributions to separately
administered trust funds. The scheme was closed to new members and future accrual on 30 June 2004.
In line with Pension Regulation, the plan assets are separately managed by independent trustees.
The trustees purchased a buy-in insurance policy on 2 December 2022 to secure the majority of the benefits provided by the scheme.
The trustees remain responsible for paying the benefits from the scheme which are met by income from the buy-in policy.
Pension costs are determined with the advice of an independent qualified actuary on the basis of a triennial valuation using the projected unit
credit method. The latest available formal actuarial valuation of the scheme was carried out as at 31 December 2021. This valuation was updated
to the year end. Plan assets are stated at fair value at the respective balance sheet dates and overall expected rates of return are established
by applying published brokers’ forecasts to each category of scheme assets.
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26. Pension Schemes (continued)
2026 2025
a) Change in benefit obligation £’m £’m
Benefit obligation at the beginning of the year
(17.8)
(20.8)
Interest cost
(1.0)
(1.0)
Remeasurement (gains)/losses:
Actuarial gains arising from changes in financial assumptions
1.2
3.1
Other experience items
–
–
Benefits paid from plan
0.7
0.9
Benefit obligation at the end of the year
(16.9)
(17.8)
2026 2025
b) Change in plan assets £’m £’m
Fair value of plan assets at the beginning of the year
17.8
21.0
Interest income
1.0
1.0
Return on plan assets
(1.3)
(3.3)
Employer contributions
–
–
Benefits paid from the plan
(0.7)
(0.9)
Fair value of plan assets at end of year
16.8
17.8
2026 2025
c) Amounts recognised in the balance sheet £’m £’m
Present value of funded obligations
(16.9)
(17.8)
Fair value of plan assets
16.8
17.8
Net liability recorded in the balance sheet
(0.1)
–
2026 2025
d) Components of pension cost £’m £’m
Amounts recognised in the income statement:
Interest cost
(1.0)
(1.0)
Expected return on plan assets
1.0
1.0
Total pension cost recognised in the income statement
–
–
Actual return on assets
Actual return on plan assets
(0.3)
(2.3)
Amounts recognised in the Group statement of comprehensive income
Actuarial losses immediately recognised
(0.1)
(0.2)
The weighted average actuarial assumptions used in the valuation of the scheme were as follows:
e) Principal actuarial assumptions
2026
2025
Discount rate
6.25%
5.75%
Rate of price inflation
3.30%
3.05%
Revaluation of deferred pensions:
Benefits accrued prior to 1 January 1998
5.00%
5.00%
Benefits accrued after 1 January 1998
3.30%
3.05%
Rate of compensation increase:
Benefits accrued prior to 1 January 1997
3.00%
3.00%
Benefits accrued after 1 January 1997
3.30%
3.05%
Future expected lifetime of pensioner at age 65:
2026
2025
Current pensioners:
Male
20.9
20.9
Female
23.9
23.8
Future pensioners:
Male
22.2
22.2
Female
25.2
25.2
NOTES TO THE ACCOUNTS
CONTINUED
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26. Pension Schemes (continued)
The mortality rates used have been taken from Base tables S3PA (2025: S3PA) Male: post retirement 115 per cent S3PMA YoB CMI 2021
improvements 1.25 per cent long-term rate of improvement; Females: post retirement 101 per cent S3PFA_M YoB CMI 2021 improvements
1.25 per cent long-term rate of improvement. (2025: Male: post retirement 115 per cent S3PMA YoB CMI 2021 improvements 1.25 per cent
long-term rate of improvement; Females: post retirement 101 per cent S3PFA_M YoB CMI 2021 improvements 1.25 per cent long-term rate
of improvement).
At 28 March 2026, the average duration of the scheme liabilities was 15 years (2025: 16 years). For deferred pensions the average duration was
17 years (2025: 18 years) and for pensions in payment the average duration was 8 years (2025: 9 years).
A 0.1 per cent increase/decrease in the discount rate would give rise to a £251,000 decrease/£254,000 increase (2025: £282,000
decrease/£287,000 increase) in the scheme liabilities at 28 March 2026.
A 0.1 per cent increase/decrease in the inflation assumption would give rise to a £111,000 increase/£110,000 decrease (2025: £124,000
increase/£123,000 decrease) in the scheme liabilities at 28 March 2026.
A one year increase/decrease in the life expectancy assumption would give rise to a £504,000 increase/£498,000 decrease (2025: £557,000
increase/£511,000 decrease) in the scheme liabilities at 28 March 2026.
The scheme rules require the pension benefits to be uplifted by Retail Price Index (‘RPI’), so there was no financial effect from the statutory
requirement to uplift pension benefits by Consumer Price Index (‘CPI’) rather than RPI.
The above sensitivity analyses are based on a change in an assumption while holding all other assumptions constant. In practice, this is unlikely
to occur, and changes in some of the assumptions might be correlated. When calculating the sensitivity of the defined benefit obligation to
significant actuarial assumptions, the same method (that is, present value of the defined benefit obligation calculated with the projected unit
credit method at the end of the reporting period) has been applied as when calculating the defined benefit surplus recognised in the
balance sheet.
The methods and types of assumptions used in preparing the sensitivity analysis did not change compared to the prior period.
The split of the fund’s liability by category of membership is as follows:
2026 2025
£’m £’m
Deferred pensioners
10.4
10.7
Pensions in payment
6.5
7.1
16.9
17.8
2026 2025
Fair value of Fair value of
plan assets plan assets
f) Plan assets £’m £’m
Annuities
1.3
1.4
Cash
0.2
0.3
Buy-in policy
15.3
16.1
Total
16.8
17.8
The plan has not invested in any of the Group’s own financial instruments nor in any properties or other assets used by the Group.
Annuities are in place for 56 pensioner members (2025: 58) and held in the name of the Trustees. This manages the risk as future pension
payments are matched with income from the annuity.
The Group does not expect to contribute any further to the scheme during the year ending 27 March 2027.
The Group has the right to recover any remaining surplus on the winding up of the pension scheme through a refund.
Information on management’s judgement in relation to this is provided in Note 2.
From the date of the buy-in, the vast majority of all benefits payable under the scheme are covered by the buy-in policy. For the benefits covered
under the buy-in policy, the investment, inflation, interest rate and longevity risks of the scheme are insured.
On 16 June 2023, the High Court handed down a judgment in the Virgin Media case. The case concerns the validity of historic rule amendments
made to pension schemes that were contracted-out of the state pension between 6 April 1997 and 5 April 2016 under the Inland Revenue’s
‘Reference Scheme Test’. In April 2026, the Government introduced the Pensions Act 2006 to give affected schemes the ability to deal
retrospectively with issues relating to the validity of historic amendments arising from the case.
The Trustee has carried out a thorough review of the Fund’s historical amendments made during the Fund’s contracted out period and the
Company understands that the Trustee has located the majority of the required confirmations and is actively pursuing any outstanding
documents with the previous administrators of the Fund. Further consideration will now be given by the Trustee to addressing any remaining
issues retrospectively under the provisions of the Pensions Act.
Post year end, the Company took the decision to wind-up the pension scheme, thereby triggering a buy-out exercise. The wind-up and buy-out
are expected to complete during the year ended 27 March 2027 .
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26. Pension Schemes (continued)
Defined contribution pension schemes
The Group also operates defined contribution pension schemes whereby contributions are made to schemes operated by major insurance
companies. Contributions to these schemes are determined as a percentage of employees’ earnings. Contributions owing to the insurance
companies at the year end, included in trade and other payables, amounted to £2.3 million (2025: £2.0 million). Contributions during the year
totalled £14.3 million (2025: £11.1 million).
27. Additional Cash Flow Information
Analysis of changes in net debt:
Other
At 29 March Acquired on non-cash At 28 March
2025 acquisition Cashflow changes 2026
£’m £’m £’m £’m £’m
Cash and cash equivalents
5.9
3.9
2.7
–
12.5
Bank loans
–
(1.5)
1.5
–
–
Revolving credit facility
(45.6)
–
(33.0)
1.1
(77.5)
Lease liabilities
(132.7)
(0.8)
26.5
(68.8)
(175.8)
Net debt
(172.4)
1.6
(2.3)
(67.7)
(240.8)
Net debt is defined as cash and cash equivalents and loans receivable less interest-bearing liabilities net of unamortised issue costs.
Other
At 30 March Acquired on non-cash At 29 March
2024 acquisition Cashflow changes 2025
£’m £’m £’m £’m £’m
Cash and cash equivalents
27.0
(5.1)
(16.0)
–
5.9
Revolving credit facility
(27.1)
–
(18.0)
(0.5)
(45.6)
Lease liabilities
(99.3)
(4.4)
22.2
(51.2)
(132.7)
Net debt
(99.4)
(9.5)
(11.8)
(51.7)
(172.4)
28. Contingent Liabilities
During the year, the Group entered into a Letter of Credit agreement with HSBC UK Bank plc for £7.5 million (2025: £nil). The facility expires on
28 December 2026 with a balance outstanding of £7.5 million at 28 March 2026.
29. Commitments
(a) The Directors have contracted for future capital expenditure for property, plant and equipment totalling £56.9 million (2025: £59.1 million).
(b) The future minimum rentals payable under non-cancellable operating leases that do not meet the criteria for right-of-use assets under IFRS
16 (e.g. low-value leases) are as follows:
2026 2025
£’m £’m
Not later than one year
0.2
0.1
After one year but not more than five years
0.2
–
After five years
–
–
0.4
0.1
30. Related Party Transactions
In the Group Financial Statements, transactions between the Company and its subsidiaries are eliminated on consolidation.
The Group consider the Directors to be the key management personnel. Remuneration of key management personnel:
2026 2025
£’m £’m
Short-term employee benefits
11. 0
9.7
Share-based payments
4.6
3.2
15.6
12.9
In the prior year, the Group made purchases of £1.9 million from the joint venture and made sales of £0.9 million to the joint venture. No balances
were owed as at prior the year-end due to the joint venture being dissolved in the prior year (see Note 14).
NOTES TO THE ACCOUNTS
CONTINUED
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31. Alternative Performance Measures
The Board monitors performance principally through adjusted and like-for-like performance measures. Adjusted profit and earnings per share
measures exclude certain non-cash items including the net IAS 41 valuation movement on biological assets, amortisation and impairment of
acquired intangible assets. Free cash flow is defined as net cash from operating activities less net interest paid and like-for-like revenue excludes
the benefit of acquisitions in the current and prior year. Free cash conversion reflects free cash flow adjusted for non-growth capital expenditure,
the net IAS 41 valuation movement on biological assets, lease capital and lease interest paid; as a percentage of adjusted profit. Return on capital
employed is a key performance indicator for the Group and is defined as adjusted operating profit divided by the sum of average opening and
closing net assets, net debt/(funds), pension liability/(surplus) and deferred tax.
The Board believes that such alternative measures are useful as they exclude volatile (net IAS 41 valuation movement on biological assets),
one-off (impairment of intangible assets) and non-cash (amortisation of intangible assets) items which are normally disregarded by investors,
analysts and brokers in gaining a clearer understanding of the underlying performance of the Group when making investment and other
decisions. Equally, like-for-like revenue provides these same stakeholders with a clearer understanding of the organic sales growth
of the business.
Like-for-like revenue
2026 2025
£’m
£’m
Change
Revenue
2,723.3
+9.5%
James T. Blakeman (Services) Limited and James T Blakeman & Co Limited
(58.8)
–
J.S.R. Genetics Limited and JSR Pyramid Limited
(15.6)
–
Like-for-like revenue
2,908.1
2,723.3
+6.8%
Adjusted gross profit
2026 2025
£’m
£’m
Change
Gross profit
471.3
408.8
+15.3%
Net IAS41 valuation movement
2.2
11.1
Adjusted gross profit
473.5
419.9
+12.8%
Adjusted Group operating profit and adjusted EBITDA
2026 2025
£’m
£’m
Change
Group operating profit
232.8
190.6
+22.1%
Net IAS41 valuation movement
2.2
11.1
Amortisation of intangible assets
2.0
3.6
Impairment of intangible assets
–
1.6
Adjusted Group operating profit
237.0
206.9
+14.5%
Depreciation of property, plant and equipment
77.4
68.1
Depreciation of right-of-use assets
22.0
18.2
Adjusted EBITDA
336.4
293.2
+14.7%
Adjusted profit before tax
2026 2025
£’m
£’m
Change
Profit before tax
215.8
181.6
+18.8%
Net IAS41 valuation movement
2.2
11.1
Amortisation of intangible assets
2.0
3.6
Impairment of intangible assets
–
1.6
Adjusted profit before tax
220.0
197.9
+11.2%
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31. Alternative Performance Measures (continued)
Adjusted earnings per share
2026 2026 2025 2025
2026 Basic Diluted 2025 Basic Diluted
£’m pence pence £’m pence pence
On profit for the year
158.3
295.9
290.2
134.3
250.5
246.1
Amortisation of intangible assets
2.0
3.8
3.8
3.6
6.8
6.7
Tax on amortisation of intangible assets
(0.5)
(1.0)
(1.0)
(0.9)
(1.7)
(1.7)
Net IAS 41 valuation movement
2.2
4.0
4.0
11.1
20.8
20.4
Tax on net IAS 41 valuation movement
(0.5)
(1.0)
(1.0)
(2.8)
(5.2)
(5.1)
Impairment of intangible assets
–
–
–
1.6
3.0
3.0
Tax on impairment of intangible assets
–
–
–
(0.4)
(0.8)
(0.8)
On adjusted profit for the year
161.5
301.7
296.0
146.5
273.4
268.6
Free cash flow
2026 2025
£’m
£’m
Change
Net cash from operating activities
275.0
216.3
27.1%
Net interest paid
(6.6)
(2.7)
Free cash flow
268.4
213.6
+25.7%
Free cash conversion
2026 2025
£’m
£’m
Change
Free cash flow
268.4
213.6
25.7%
Non-growth capital expenditure
(45.0)
(31.4)
Net IAS 41 valuation movement
(2.2)
(11.1)
Lease capital paid
(16.9)
(16.2)
Lease interest paid
(9.6)
(6.0)
194.7
148.9
Adjusted profit for the year
161.5
146.5
Free cash conversion
120.6%
101.6%
+1,892 bps
Return on capital employed
2026 2025
£’m
£’m
Change
Average opening and closing net assets
1,038.4
949.7
Average opening and closing net debt
206.6
135.9
Average opening and closing pension surplus/(liability)
–
(0.1)
Average opening and closing deferred tax
39.5
30.2
1,284.5
1,115.7
Adjusted Group operating profit
237.0
206.9
Return on capital employed
18.5%
18.5%
-9bps
NOTES TO THE ACCOUNTS
CONTINUED
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COMPANY BALANCE SHEET
AS AT 28 MARCH 2026
Notes
2026
£’m
2025
£’m
Non-current assets  
Property, plant and equipment 7 0.1 0.3
Investment in subsidiary undertakings 9 89.5 83.8
Right-of-use assets 8 0.4 0.4
Trade and other receivables 10 383.8 315.5
Deferred tax assets 6 4.4 4.3
Total non-current assets 478.2 404.3
Current assets
Trade and other receivables 10 13.1 13.4
Cash and short-term deposits 8.4 1.0
Total current assets 21.5 14.4
Total assets 499.7 418.7
Current liabilities
Trade and other payables 11 (103.4) (90.7)
Lease liabilities 8 (0.1) (0.1)
Provisions 13 (0.8) (0.8)
Income tax payable (0.1) –
Total current liabilities (104.4) (91.6)
Non-current liabilities
Financial liabilities 12 (77.5) (45.6)
Lease liabilities 8 (0.3) (0.4)
Total non-current liabilities (77.8) (46.0)
Total liabilities (182.2) (137.6)
Net assets 317.5 281.1
Equity
Called-up share capital 15 5.4 5.4
Share premium account 135.9 133.0
Share-based payments 17 17.5 14.2
Shares held in trust 16 (40.7) (35.4)
Merger reserve 1.8 1.8
Retained earnings 197.6 162.1
Total equity 317.5 281.1
The Company’s profit for the 52 weeks ended 28 March 2026 was £9 4.3 million (2025: £112.9 million).
The financial statements on pages 181 to 190 were approved by the Board of Directors on 19 May 2026 and signed on its behalf by
Tim J Smith CBE Mark Bottomley
Chairman Chief Financial Officer
19 May 2026
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COMPANY STATEMENT OF CHANGES IN EQUITY
FOR THE 52 WEEKS ENDED 28 MARCH 2026
Share capital
Note (a)
£’m
Share
premium
Note (b)
£’m
Merger
reserve
Note (c)
£’m
Share-based
payments
Note (d)
£’m
Shares held
in trust
Note (e)
£’m
Retained
earnings
£’m
Total
equity
£’m
At 30 March 2024 5.4 128.3 1.8 11.8 (15.6) 95.9 227.6
Profit for the year, being total comprehensive income –––––112.9112.9
Share-based payments – – – 8.4 – – 8.4
Shares acquired by Employee Benefit Trust – – – – (25.3) – (25.3)
Transfer to retained earnings on grant of shares to
beneficiaries of the Employee Benefit Trust – – – – 5.5 (5.5) –
Exercise, lapse or forfeit of share-based payments – – – (6.0) – 6.0 –
Share options exercised –4.7––––4.7
Dividends –––––(49.5)(49.5)
Deferred tax related to changes in equity –––––1.81.8
Current tax related to changes in equity –––––0.50.5
At 29 March 2025 5.4 133.0 1.8 14.2 (35.4) 162.1 281.1
Profit for the year, being total comprehensive income –––––94.394.3
Share-based payments – – – 11.6 – – 11.6
Shares acquired by Employee Benefit Trust ––––(22.1)–(22.1)
Share options exercised through shares acquired by
Employee Benefit Trust – – – 4.5 – – 4.5
Transfer to retained earnings on grant of shares to
beneficiaries of the Employee Benefit Trust ––––16.8(16.8)–
Exercise, lapse or forfeit of share-based payments – – – (12.8) – 12.8 –
Share options exercised –2.9––––2.9
Dividends –––––(55.1)(55.1)
Deferred tax related to changes in equity –––––(0.7)(0.7)
Current tax related to changes in equity –––––1.01.0
At 28 March 2026 5.4 135.9 1.8 17.5 (40.7) 197.6 317.5
Notes:
(a) Share capital
The balance classified as share capital represents the nominal value of ordinary 10 pence shares issued.
(b) Share premium
The balance classified as share premium includes the net proceeds in excess of nominal value on issue of the Company’s equity share capital, comprising
10pence ordinary shares.
(c) Merger reserve
Where shares have been issued as consideration for acquisitions, the value of shares issued in excess of nominal value has been credited to the merger
reserve rather than to the share premium account.
(d) Share-based payments
This reserve records the fair value of share-based payments expensed in the income statement and the capital contributions to cost of investments for
share-based payments to employees of subsidiary companies. The value of shares that have exercised, lapsed or forfeit is credited to Retained Earnings.
(e) Sha res hel d i n t ru st
The shares held in trust are intended to be granted to the beneficiaries of the Group’s SAYE and Long-Term Incentive Plan (‘LTIP’) when the relevant
conditions of the SAYE and LTIP are satisfied, with a transfer between the Shares held in trust reserve and Retained earnings.
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NOTES TO THE COMPANY FINANCIAL STATEMENTS
1. Authorisation of Financial Statements
The Company Financial Statements of Cranswick plc (the ‘Company’) for the 52 weeks ended 28 March 2026 were authorised for issue
bytheBoard ofDirectors on 19 May 2026 and the Balance Sheet was signed on the Board’s behalf by Tim Smith and Mark Bottomley.
Cranswick plc is a public limited company incorporated and domiciled in England, United Kingdom (Company number: 1074383, registered
office: Crane Court, Hesslewood Country Office Park, Ferriby Road, Hessle, England, HU13 0PA). The Company’s ordinary shares are traded
onthe London Stock Exchange. The principal activity of the Company is that of a holding company.
2. Accounting Policies
Basis of preparation
The Company only Financial Statements were prepared under FRS 101 and in accordance with the Companies Act 2006 as applicable to
companies using FRS 101 under the historic cost convention modified by revaluation of financial assets and liabilities held at their fair value
through profit and loss.
In these financial statements, the Company has applied the exemptions available under FRS 101 in respect of the following disclosures:
• The requirements of IAS 7, ‘Statement of cash flows’;
• The requirements of IFRS 7 ‘Financial Instruments: Disclosures’;
• Paragraphs 45(b) and 46 to 52 of IFRS 2, ‘Share-based payments’;
• Paragraphs 91 to 99 of IFRS 13, ‘Fair value measurement’;
• The requirements of paragraphs 10(d), 10(f), 39(c) and 134–136 of IAS 1 ‘Presentation of Financial Statements’;
• The requirement in paragraph 38 of IAS 1 ‘Presentation of Financial Statements’ to present comparative information in respect of:
– p arag rap h 79(a)(iv) of IA S 1;
– paragraph 73(e) of IAS 16 Property, Plant and Equipment;
• The requirements of paragraphs 30 and 31 of IAS 8 ‘Accounting Policies, Changes in Accounting Estimates and Errors’;
• The requirements of paragraph 17 of IAS 24 ‘Related Party Disclosures’;
• The requirements in IAS 24 ‘Related Party Disclosures’ to disclose related party transactions entered into between two or more members
ofagroup, provided that any subsidiary which is a party to the transaction is wholly-owned by such a member;
• The requirements of paragraphs 134(d)–134(f) and 135(c)–135(e) of IAS 36 ‘Impairment of Assets’; and
• The effects of new but not yet effective International Financial Reporting Standards.
No Income Statement or Statement of Comprehensive Income is presented by the Company as permitted by Section 408 of the Companies Act
2006. The results of the Company are included in the Group Consolidated Financial Statements of Cranswick plc.
The accounting policies set out below have, unless otherwise stated, been applied consistently to all periods presented in these financial
statements. The material accounting policies adopted have been applied consistently and are the same as those set out in Note 2 to the
Consolidated Financial Statements.
The Company Financial Statements are prepared on the going concern basis as set out in Note 2 to the Consolidated Financial Statements.
The Financial Statements of the Company are prepared to the last Saturday in March. Accordingly, these Financial Statements are prepared
forthe 52week period ended 28 March 2026. Comparatives are for the 52 week period ended 29 March 2025. The Balance Sheets for 2026
and 2025 have been prepared as at 28 March 2026 and 29 March 2025 respectively.
A summary of the material accounting policies is presented below.
Judgements and key sources of estimation uncertainty
The preparation of the Company Financial Statements requires management to make judgements, estimates and assumptions that affect the
amounts reported for assets and liabilities as at the balance sheet date and the amounts reported for revenues and expenses during the year.
The Company does not have any critical estimates as defined by IAS 1, however, in the process of applying the accounting policies, management
has made the following estimations and judgements:
Significant judgements and estimates:
Investments Note 9 – investments
The key judgement is in assessing whether an impairment trigger exists for the investment. Where such
atrigger is identified, the carrying value of the investment is compared to its recoverable amount to
determine whether an impairment should be recognised. The recoverable amount is the higher of the
investment’s fair value less costs of disposal and its value-in-use (‘VIU’). VIU is the present value of expected
future cash flows from the investment. The assumptions used in the model are the future cash flows, which
are derived from Board approved budgets, and the discount rate applied which represents the Group’s
weighted average cost of capital (‘WACC’). Management do not deem these assumptions to be sensitive.
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NOTES TO THE COMPANY FINANCIAL STATEMENTS
CONTINUED
2. Accounting Policies (continued)
Other estimates and judgements have been applied by management in producing the Annual Report and Accounts including, but not limited to,
depreciation and expected credit losses provision. However, these are not considered to have a significant risk of material adjustment.
Taxation
Current tax assets and liabilities are measured at the amount expected to be recovered from or paid to the taxation authorities, based on tax
rates andlaws that are enacted or substantively enacted by the balance sheet date. Deferred tax is provided on temporary differences at the
balance sheet date between the tax base of assets and liabilities and their carrying amounts for financial reporting purposes.
Deferred income tax liabilities are recognised for all taxable temporary differences:
i) except where the initial recognition of an asset or liability in a transaction that is not a business combination and, at the time of the
transaction, affects neither accounting profit nor taxable profit or loss; and
ii) in respect of taxable temporary differences associated with investments in subsidiaries, except where the timing of the reversal of the
temporary differences can be controlled and it is probable that the temporary differences will not reverse in the foreseeable future.
Deferred tax assets and liabilities within the same tax jurisdiction are offset where there is a legally enforceable right to offset current tax assets
against current tax liabilities and where there is an intention to settle these balances on a net basis.
Deferred income tax assets are recognised for all deductible temporary differences, carry-forward of unused tax assets and unused tax losses,
totheextent that it is probable that the temporary differences will reverse in the foreseeable future and taxable profits will be available against
which the temporary differences can be utilised:
i) except where the deferred income tax asset relating to the deductible temporary difference arises from the initial recognition of an asset
oraliability in a transaction that is not a business combination and, at the time of the transaction, affects neither the accounting profit nor
taxable profit or loss; and
ii) in respect of deductible temporary differences associated with investments in subsidiaries, deferred tax assets are only recognised to the
extent that it is probable that the temporary differences will reverse in the foreseeable future and taxable profit will be available against
which the temporary differences can be utilised.
Deferred income tax assets and liabilities are measured at the tax rates that apply to the period when the asset is realised or the liability is settled,
based on tax rates (and tax laws) that have been enacted or substantively enacted at the balance sheet date. Income taxes relating to items
recognised in other comprehensive income or directly in equity are also recognised in other comprehensive income or directly in equity and
notin the income statement. Otherwise income tax is recognised in the income statement.
Dividends
Dividends receivable by the Company are recognised in the income statement if they are declared, appropriately authorised and no longer
atthe discretion of the entity paying the dividend, prior to the balance sheet date. Dividends payable by the Company are recognised when
declared and, therefore, final dividends proposed after the balance sheet date are not recognised as a liability at the balance sheet date.
Dividends paid to Shareholders are shown as a movement in equity rather than on the face of the income statement.
Foreign currencies
Individual transactions denominated in foreign currencies are translated into functional currency at the actual exchange rates ruling at the dates
of the transactions. Monetary assets and liabilities denominated in foreign currencies are translated into functional currency at the rates ruling
atthe balance sheet date. Profits and losses on settlement of individual foreign currency transactions and movements on monetary assets and
liabilities are dealt with in the income statement.
Cash and cash equivalents
Cash and cash equivalents are defined as cash at bank and in hand, including short-term deposits with original maturity within three months.
Property, plant and equipment
Property, plant and equipment are included at cost less accumulated depreciation and any provision for impairment.
Freehold land is not depreciated. Depreciation is charged on property, plant and equipment on the depreciable amount, being cost less the
estimated residual value (based on prices prevailing at the balance sheet date) on a straight-line basis over their estimated useful economic lives,
or the estimated useful economic lives of their individual parts.
Useful economic lives are principally as follows:
Freehold buildings 20–50 years
Plant, equipment and vehicles 3–11 years
The carrying value of property, plant and equipment is reviewed for impairment when events or changes in circumstances indicate that the
carrying value may not be recoverable.
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2. Accounting Policies (continued)
Investments
Investments in subsidiaries are shown at cost less any provision for impairment plus capital contributions for share based payments.
Accounting for leases
The Company leases offices. Rental contracts are typically made for fixed periods of 2 to 15 years but may have extension options. Lease terms
arenegotiated on an individual basis and contain a wide range of different terms and conditions. The lease agreements do not impose any
covenants, butleased assets may not be used as security for borrowing purposes.
Leases are recognised as a right-of-use asset and a corresponding liability at the date at which the leased asset is available for useby the
Company. Each lease payment is allocated between the liability and finance cost. The finance cost is charged to the income statement over the
lease period so astoproduce a constant periodic rate of interest on the remaining balance of the liability for each period. The right-of-use asset
isdepreciated over the shorter of the asset’s useful life and the lease term on a straight-line basis.
Assets and liabilities arising from a lease are initially measured on a present value basis. Lease liabilities include the net present value of the
following lease payments:
• fixed payments (including in-substance fixed payments), less any lease incentives receivable;
• variable lease payments that are based on an index or a rate;
• amounts expected to be payable by the Company under residual value guarantees;
• the exercise price of a purchase option if the Company is reasonably certain to exercise that option;
• lease term extension options that the Company is reasonably certain to exercise; and
• payments of penalties for terminating the lease, if that lease term and payments includes options that are reasonably certain to be exercised.
The lease payments are discounted using the interest rate implicit in the lease. If that rate cannot be determined, the Company’s weighted
average incremental borrowing rate is used, being the rate that the Company would have to pay to borrow the funds necessary to obtain anasset
of similar valuein a similar economic environment with similar terms and conditions.
Right-of-use assets are measured at cost, comprising the following:
• the amount of the initial measurement of lease liability;
• any lease payments made at or before the commencement date less any lease incentives received;
• any initial direct costs; and
• restoration costs.
Under IFRS 16, right-of-use assets are tested for impairment in accordance with IAS 36 Impairment of Assets and any impairment is provided
forbywriting down the asset value.
Payments associated with short-term leases and leases of low-value assets are recognised on a straight-line basis as an expense in the income
statement. Short-term leases are leases with a lease term of 12 months or less. Low-value assets primarily comprise IT equipment.
Trade and other payables
Trade and other payables are initially recorded at their fair value and subsequently carried at amortised cost.
Trade and other receivables
Trade receivables are recognised initially at the amount of consideration that is unconditional. The Company holds trade receivables with
theobjective of collecting the contractual cash flows so they are subsequently measured at amortised cost using the effective interest method,
less loss allowance. Gains and losses are recognised in the income statement when receivables are derecognised or impaired.
The Company uses a model to calculate expected credit losses (‘ECL’). The provision is calculated by reviewing the lifetime expected credit
losses using both historic and forward looking data. Balances are written off when the probability of recovery is assessed as being remote.
Purchase of shares held in trust
The Shares held in trust reserve relates to ordinary shares in Cranswick plc which are held in an Employee Benefit Trust set up in May 2020.
The shares held in trust are intended to be granted to the beneficiaries of the Group’s Save As You Earn (‘SAYE’) and Long-Term Incentive Plan
(‘LTIP’) when the relevant conditions of the SAYE and LTIP are satisfied, with a transfer between the Shares held in trust reserve and
Retained earnings.
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NOTES TO THE COMPANY FINANCIAL STATEMENTS
CONTINUED
3. Employees
2026
£’m
2025
£’m
Staff costs:
Wages and salaries 23.0 21.1
Social security costs 3.7 3.1
Other pension costs 0.2 0.4
26.9 24.6
Included within wages and salaries is a total expense for share-based payments of £5.9 million (2025: £4.1 million), all of which arises from
transactions accounted for as equity-settled share-based payment transactions.
The average monthly number of employees during the year was:
2026
Number
2025
Number
Administration 98 91
Remuneration paid to the Directors is disclosed in the Annual Report on Directors’ Remuneration on pages 107 to 118 and in Note 5 of the
Group’s Consolidated Financial Statements.
4. Profit or loss
The profit attributable to equity Shareholders dealt with in the Financial Statements of the Company was £94.3 million (2025: £112.9 million).
In accordance with Section 408 of the Companies Act 2006, the Company is availing of the exemption from presenting its individual Income
Statement to the Annual General Meeting and from filing it with the Registrar of Companies.
Amounts paid to the Company’s auditors in respect of the audit of the Financial Statements of the Company are disclosed in Note 4 to the
Group’s Consolidated Financial Statements.
Fees paid to the auditors for non-audit services to the Company itself are not disclosed in the individual Financial Statements of the Company
because the Group’s Consolidated Financial Statements are prepared which are required to disclose such fees on a consolidated basis.
These are disclosed inNote4 to the Group’s Consolidated Financial Statements.
5. Equity Dividends
2026
£’m
2025
£’m
Declared and paid during the year:
Final dividend for 2025 – 76.0p per share (2024: 67.3p) 40.6 36.1
Interim dividend for 2026 – 27.0p per share (2025: 25.0p) 14.5 13.4
Dividends paid 55.1 49.5
Proposed for approval of Shareholders at the Annual General Meeting on 27 July 2026:
Final dividend for 2026 – 85.5p per share (2025: 76.0p) 46.4 41.2
6. Taxation
a) Analysis of tax charge in the year
Tax relating to items charged or credited to other comprehensive income or directly to equity:
2026
£’m
2025
£’m
Recognised in Company statement of changes in equity 
Deferred tax charge/(credit) on share based payments 0.7 (1.8)
Corporation tax credit on share options exercised (1.0) (0.5)
Total tax recognised directly in equity (0.3) (2.3)
b) Deferred tax
The deferred tax included in the Company balance sheet is as follows:
2026
£’m
2025
£’m
Deferred tax asset in the balance sheet
Other temporary differences 0.2 0.2
Share-based payments 4.2 4.1
Deferred tax asset 4.4 4.3
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7. Property, Plant and Equipment
Freehold land
and buildings
£’m
Plant,
equipment
and vehicles
£’m
Total
£’m
Cost
At 29 March 2025 0.2 0.4 0.6
Disposals (0.2) (0.2) (0.4)
At 28 March 2026 –0.20.2
Depreciation
At 29 March 2025 –0.30.3
Charge for the year –––
Disposals –(0.2)(0.2)
At 28 March 2026 –0.10.1
Net book amounts
At 29 March 2025 0.2 0.1 0.3
At 28 March 2026 –0.10.1
Included in freehold land and buildings is land with a cost of £nil (2025: £0.2 million) which is not depreciated.
8. Right-of-use Assets
Amounts recognised in the balance sheet
The balance sheet shows the following amounts relating to leases:
Land and buildings
£’m
Cost
At 29 March 2025 0.9
Additions 0.1
At 28 March 2026 1.0
Depreciation
At 29 March 2025 0.5
Charge for the year 0.1
At 28 March 2026 0.6
Net book amounts
At 29 March 2025 0.4
At 28 March 2026 0.4
2026
£’m
2025
£’m
Lease liabilities:  
Current 0.1 0.1
Non-current 0.3 0.4
0.4 0.5
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NOTES TO THE COMPANY FINANCIAL STATEMENTS
CONTINUED
9. Investments
Subsidiary
undertakings
£’m
At 30 March 2024 155.5
Capital contribution relating to share options 4.3
Return of capital by subsidiaries (76.0)
At 29 March 2025 83.8
Capital contribution relating to share options 5.7
At 28 March 2026 89.5
In the prior year, the Company undertook a corporate simplification exercise. This gave rise to the return of capital by subsidiaries
totheCompany and dividend income of £24.0 million.
The subsidiary undertakings as at 28 March 2026 were:
• Cranswick Country Foods plc*, registered number 01803402
• Cranswick Gourmet Pastry Company Limited*, registered number 07815262 (100 per cent owned by Cranswick Country Foods plc)
• Wayland Farms Limited*, registered number 06727508 (100 per cent owned by Cranswick Country Foods plc)
• Wold Farms Limited*, registered number 09051574 (100 per cent owned by Cranswick Country Foods plc)
• Cranswick Convenience Foods Limited*, registered number 02239912
• Benson Park Limited*, registered number 04508360 (100 per cent owned by Cranswick Country Foods plc)
• CCL Holdings Limited*, registered number 02800280 (100 per cent owned by Cranswick Country Foods plc)
• Crown Chicken Limited*, registered number 04760487 (100 per cent owned by CCL Holdings Limited)
• Cranswick Country Foods (Ballymena)*, registered number NI071259 (registered in Northern Ireland, registered office 146 Fenaghy Road,
Cullybackey, County Antrim, Northern Ireland BT42 1EA) (100 per cent owned by The Harts Corner Natural Sausage Company Limited)
• Continental Fine Foods Limited*, registered number 02096132
• Cranswick Country Foods (Norfolk) Limited*, registered number 00835854 (100 per cent owned byCranswick Country Foods plc
• Cranswick Gourmet Bacon Company Limited*, registered number 04966717 (100 per cent owned by Cranswick Country Foods plc)
• Cranswick Gourmet Sausage Company Limited*, registered number 03064390 (50 per cent owned by Cranswick Country Foods plc,
50percent owned by The Harts Corner Natural Sausage Company Limited)
• Cranswick Trustees Limited* registered number 04340385
• Cranswick Tuck Marketing Limited*, registered number 01942648
• Friars 587 Limited*, registered number 06727526 (100 per cent owned by Cranswick Country Foods plc)
• The Harts Corner Natural Sausage Company Limited*, registered number 02779673 (100 per cent owned by Cranswick Country Foods plc)
• White Rose Farms Limited*, registered number 11091424 (100 per cent owned by Cranswick Country Foods plc)
• Cranswick Mill Limited*, registered number 12426959 (100 per cent owned by White Rose Farms Limited)
• Wold Farms Breeding Limited*, registered number 08656877 (100 per cent owned by Cranswick Country Foods plc)
• Katsouris Brothers Limited*, registered number 00824300 (100 per cent owned by Cranswick Country Foods plc)
• Ramona’s Kitchen Limited*, registered number 05492903 (100 per cent owned by Cranswick Country Foods plc)
• Holdco Alpha Limited*, registered number 08126846 (100 per cent owned by Cranswick Country Foods plc)
• Cranswick Pet Products Limited*, registered number 00896298 (100 per cent owned by Holdco Alpha Limited)
• Cranswick Mediterranean Foods Limited*, registered number 14649146 (100 per cent owned by Katsouris BrothersLimited)
• Elsham Linc Limited*, registered number 05525289 (100 per cent owned by Cranswick Country Foods plc)
• Froch Foods Limited*, registered number 13667244 (100 per cent owned by Cranswick Country Foods plc
• Piggy Green Limited*, registered number 05773607 (100 per cent owned by Cranswick Country Foods plc)
• Fornham Pigs Limited*, registered number 07526203 (100 per cent owned by Cranswick Country Foods plc)
• J.S.R. Genetics Limited*, registered number 03902341 (100 per cent owned by Cranswick Country Foods plc)
• JSR Pyramid Limited*, registered number 11905245 (100 per cent owned by J.S.R. Genetics Limited)
• T.W. Cook Limited*, registered number 01231451 (100 per cent owned by Wold Farms Limited), acquired on 4 July 2025
• James T Blakeman & Co (Holdings) Limited*, registered number 02707551 (100 per cent owned by Cranswick Country Foods plc),
acquiredon 16 May 2025
• James T Blakeman & Co Limited*, registered number 02712341 (100 per cent owned by James T Blakeman & Co (Holdings) Limited),
acquired on 16 May 2025
• James T. Blakeman (Services) Limited*, registered number 03772993 (100 per cent owned by James T Blakeman & Co (Holdings) Limited),
acquired on 16 May 2025
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9. Investments (continued)
Except where otherwise stated, each of the companies is registered in England and Wales, with registered office Crane Court, Hesslewood
Country Office Park, Ferriby Road, Hessle, East Yorkshire, HU13 0PA, and Cranswick plc holds directly 100 per cent of the shares and voting
rights of each subsidiary undertaking.
* For the year ended 28 March 2026, Cranswick plc has provided a guarantee in respect of the outstanding liabilities of the subsidiary undertakings
inaccordance with sections 479A – 479C of the Companies Act 2006, as these UK subsidiary companies of the Group are exempt from the requirements
ofthe Companies Act 2006 relating to the audit of financial statements by virtue of section 479A of this Act.
The financial asset investment as at 28 March 2026 was:
• BIA Analytical Ltd, registered number NI657772 (3.30 per cent held by Cranswick Country Foods plc)
In the opinion of the directors, the value of the Company’s investments in its subsidiaries is not less than the amount at which it is shown
inthebalance sheet.
10. Trade and Other Receivables
2026
£’m
2025
£’m
Financial assets:
Amounts owed by subsidiary undertakings 10.5 5.4
Other receivables 0.4 5.7
10.9 11.1
Non-financial assets:
Prepayments 2.2 2.3
13.1 13.4
Non-current assets
Amounts owed by subsidiary undertakings 383.8 315.5
Amounts owed by subsidiary undertakings are unsecured, interest free, have no fixed date of repayment and are repayable on demand.
11. Trade and Other Payables
2026
£’m
2025
£’m
Current  
Trade payables 2.1 2.1
Amounts owed to subsidiary undertakings 74 .6 61.3
Tax and social security 8.1 7. 4
Other creditors 14.8 14.4
Other accruals 3.8 5.5
103.4 90.7
Amounts owed to subsidiary undertakings are unsecured, interest free, have no fixed date of repayment and are repayable on demand.
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12. Financial Liabilities
2026
£’m
2025
£’m
Non-current:
Amounts outstanding under revolving credit facility 79.0 46.0
Unamortised issue costs (1.5) (0.4)
77.5 45.6
All financial liabilities are carried at amortised cost.
Banking facility
Details in respect of Company banking facility is presented in Note 20 of the Group Financial Statements.
13. Provisions
Lease
provisions
£’m
At 29 March 2025 0.8
Created –
Utilised –
Movement on discount –
At 28 March 2026 0.8
Analysed as:
2026
£’m
2025
£’m
Current liabilities 0.8 0.8
Non-current liabilities – –
0.8 0.8
Lease provisions are held against dilapidation obligations on leased properties. These provisions are expected to be utilised over the next year.
14. Cross guarantee
The Company’s debt is subject to a cross guarantee between the Company, certain subsidiary undertakings, and Lloyds Bank plc, National Westminster
Bank plc, HSBC UK Bank plc, Bank of China Limited, Coöperatieve Rabobank U.A. and Handelsbanken plc in respect of the Group’s facility with
those banks. Drawn down amounts totalled £79.0 million as at 28 March 2026 (2025: £46.0 million).
15. Called-up Share Capital
Details in respect of called-up share capital are presented in Note 23 of the Group Financial Statements.
16. Shares held in trust
Details in respect of shares held in trust are presented in Note 24 of the Group Financial Statements.
17. Share-based payments
The Group operates three share option schemes, a revenue approved scheme (‘SAYE’), a Long-Term Incentive Plan (‘LTIP’) and a Buy As You
Earn (‘BAYE’) share incentive plan, all of which are equity-settled. All disclosures relating to the plans are given in Note 25 of the Group
Financial Statements.
NOTES TO THE COMPANY FINANCIAL STATEMENTS
CONTINUED
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SHAREHOLDER
INFORMATION
192 Stakeholder Information Five Year Statement
192 Financial Calendar
193 Shareholder Analysis
193 Share Price Movement
194 Advisers
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STAKEHOLDER INFORMATION
FIVE YEAR STATEMENT
FINANCIAL CALENDAR
2026
£’m
2025
£’m
2024
£’m
2023
£’m
2022
£’m
Revenue 2,982.5 2,723.3 2,599.3 2,323.0 2,008.5
Profit before tax 215.8 181.6 158.4 139.5 129.9
Adjusted profit before tax* 220.0 197.9 176.6 140.1 136.9
Earnings per share 295.9p 250.5p 210.4p 208.3p 195.7p
Adjusted earnings per share* 301.7p 273.4p 242.8p 210.0p 205.4p
Dividends per share 112 . 5p 101.0p 90.0p 79.4p 75.6p
Capital expenditure 163.4 137.6 91.4 85.1 93.7
Net debt 240.8 172.4 99.4 101.4 106.0
Net assets 1,088.9 987.9 911.5 842.9 768.9
* Adjusted profit before tax and earnings per share exclude certain non-cash items including the net IAS 41 valuation movement on biological assets,
amortisation and impairment of acquired intangible assets, and profit on sale of a business. These are the measures used by the Board to assess the Group’s
underlying performance.
Dividends per share relate to dividends declared in respect of that year.
Net (debt)/funds is defined as per Note 27 to the accounts.
Preliminary announcement of full year results May
Publication of Annual Report and Accounts June
Annual General Meeting July
Payment of final dividend August
Announcement of interim results November
Payment of interim dividend January
Cranswick plc Annual Report & Accounts 2026
192
Strategic Report Corporate Governance Financial Statements Shareholder Information
SHAREHOLDER ANALYSIS
AT 5 MAY 2026
SHARE PRICE MOVEMENT
Cranswick’s share price movement over the six year period to May 2026 and comparison against the FTSE 350 Food Producers and Processors
PriceIndex (FTSE FPP) and against the FTSE All Share Price Index (FTSE All Share), all rebased to Cranswick’s share price at 1 May 2020
(3,730p), isshown below:
Number of
holdings
Number of
shares
Classification
Private Shareholders 1,533 2,349,027
Corporate bodies and nominees 606 51,949,728
2,139 54,298,755
Size of holding (shares)
1–1,000 1,391 417,465
1,001–5,000 322 738,116
5,001–10,000 80 575,639
10,001–50,000 179 4,332,779
50,001–100,000 60 4,384,747
Above 100,000 107 43,850,009
2,139 54,298,755
Share price
Share price at 29 March 2025 4,950p
Share price at 28 March 2026 5,130p
Low in the year 4,590p
High in the year 5,580p
Share Price Performance (p)
2026
2024 202520232021 20222020
7 000
5000
6000
4000
3000
2000
1000
0
Share Price (p) (rebased to Cranswick)
Key
Cranswick FTSE All Share
FTSE 350 Food Producers
Cranswick
FTSE All Share
FTSE 350 Food Producers
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ADVISERS
Secretary Steven Glover LLB
Company number 1074383
Registered office Crane Court
Hesslewood Country Office Park
Ferriby Road
Hessle
East Yorkshire
HU13 0PA
Stockbrokers Investec Investment Banking – London
Shore Capital Stockbrokers – Liverpool
Registrars MUFG Corporate Markets
Central Square
29 Wellington Street
Leeds
LS1 4DL
Tel: +44(0)371 664 0300 (Calls are charged at the standard geographic rate and will vary by provider.
Calls outside the United Kingdom will be charged at the applicable international rate. Lines are open
between 09:00–17:30, Monday to Friday excluding public holidays in England and Wales).
email: shareholderenquiries@cm.mpms.mufg.com
website: https://www.mpms.mufg.com
Independent auditors PricewaterhouseCoopers LLP - 29 Wellington Street, Leeds, LS1 4DL
Tax advisers KPMG – Leeds
EY – Leeds
Solicitors Wilkin Chapman Rollits LLP – Hull
Eversheds Sutherland (International) LLP – Leeds
Slaughter and May – London
Bankers Lloyds Bank plc
HSBC UK Bank plc
National Westminster Bank plc
Coöperatieve Rabobank U.A.
Bank of China Limited
Handelsbanken plc
Merchant bankers N M Rothschild & Sons – Leeds
Cranswick plc
Crane Court
Hesslewood Country Office Park
Ferriby Road
Hessle
East Yorkshire
HU13 0PA
01482 275 000
www.cranswick.plc.uk
Cranswick plc Annual Report & Accounts 2026
194
Strategic Report Corporate Governance Financial Statements Shareholder Information
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Cranswick
Cranswick plc
Crane Court, Hesslewood Country Office Park,
Ferriby Road, Hessle, East Yorkshire HU13 0PA
01482 275 000
www.cranswick.plc.uk