Princes Group plc is a leading international food and drink group with strong market positions in the UK, Netherlands, Italy, France and Germany, and a global supply base. Our broad and balanced and predominantly healthy portfolio — ranging from canned seafood, soup, vegetables and ready meals to dry pasta and cooking sauces, to soft drinks, seed and speciality oils and more — enables us to respond rapidly to changing consumer needs and shifting market dynamics.

With strong category expertise and a commitment to quality, we’re uniquely positioned to serve diverse global markets. Our diversity not only reinforces the resilience of our business model, but also drives agility, relevance, and long-term growth across an ever-evolving industry landscape.

We are the #1 player in the UK across several food and beverage categories, holding leadership positions in both customers’ own brands (COB) and branded products. Our average market share exceeds 65% in key sub-categories, and we also hold strong positions in Italy, Germany, the Netherlands, and other European markets.

At Princes Group plc, our broad portfolio of owned and licensed brands reflects our commitment to quality, innovation, and consumer trust across global markets. By continually responding to evolving consumer preferences and emerging trends, we strengthen brand loyalty and reinforce our market leadership.

Owned Brands

Our proprietary brands span multiple categories—from cooking essentials to ready meals—each with a distinct identity and loyal customer base. Here is a breakdown of just some of those brands:

Licensed Partnerships

We also manufacture and distribute products under license for several leading brands, enhancing our portfolio and expanding our reach:

This diverse portfolio exemplifies Princes Group plc’s commitment to building trusted brands that resonate with consumers and deliver consistent quality. These are kitchen cupboard essentials for millions of families every single day. By combining deep category expertise with agile innovation and operational strength, our brand portfolio continues to drive sustainable growth and long-term value across an evolving global food and soft drinks market.

We serve more than 8,000 clients worldwide, including the largest retailers in the UK, Europe, and beyond, making us a trusted partner to the most influential names in global food retail. Our reach extends far beyond Europe: we export to over 60 countries, ensuring our brands and customer own brand (COB) products are enjoyed across diverse markets and consumer groups.

Our strength lies in our ability to serve customers across many categories — from fish to Italian foods, oils, drinks, and ambient groceries — with the flexibility to supply both branded products and customer own brands at scale. This dual capability positions us as a uniquely valuable partner, allowing us to grow alongside our customers while supporting their strategic goals.

Because we operate as Category Captain, retailers rely on our insight, product development expertise, and supply reliability to help shape their categories. This role reinforces the depth of our relationships and ensures our presence on shelf in competitive markets.

Beyond retail, we also work in the food service and B2B channels, supplying high-quality, reliable products to restaurants, caterers and industrial partners who depend on our scale, expertise and category breadth.

We serve more than 8,000 clients worldwide, including the largest retailers in the UK, Europe, and beyond, making us a trusted partner to the most influential names in global food retail. Our reach extends far beyond Europe: we export to over 60 countries, ensuring our brands and customer own brand (COB) products are enjoyed across diverse markets and consumer groups.

Our strength lies in our ability to serve customers across many categories — from fish to Italian foods, oils, drinks, and ambient groceries — with the flexibility to supply both branded products and customer own brands at scale. This dual capability positions us as a uniquely valuable partner, allowing us to grow alongside our customers while supporting their strategic goals.

Because we operate as Category Captain, retailers rely on our insight, product development expertise, and supply reliability to help shape their categories. This role reinforces the depth of our relationships and ensures our presence on shelf in competitive markets.

Beyond retail, we also work in the food service and B2B channels, supplying high-quality, reliable products to restaurants, caterers and industrial partners who depend on our scale, expertise and category breadth.

At Princes Group plc, operational excellence and technical expertise are central to our strategic vision. We run more than 190 production lines with ~30% untapped capacity. Our highly automated, standardised manufacturing system gives us efficiency, scalability, and flexibility, allowing us to grow volumes without significant new investment. This expansive footprint enables us to harness advanced technologies and deep industry knowledge to deliver high-quality food and beverage products that meet the evolving expectations of modern consumers.

Supply Chain Enhancement

With a robust and flexible supply network, we ensure responsiveness to market shifts, resilience against disruption, and alignment with customer needs.

These pillars form the backbone of our operational strategy, enabling Princes Group plc to consolidate its leadership position, enhance competitiveness, and navigate the complexities of a dynamic global market.

Our operating model is anchored in five strategic pillars that drive performance and resilience:

• Engineering Excellence
  We invest in innovative design and automation to enhance efficiency, reduce downtime, and accelerate product development across our facilities.
• Quality Assurance
  Our proactive quality systems go beyond compliance, embedding rigorous standards and continuous monitoring to ensure product integrity and consumer trust.
• Cost Leadership
  Through disciplined cost management and a culture of continuous improvement, we maintain competitiveness while reinvesting in innovation and sustainability.
• Technology Enablement
  We integrate digital platforms and data analytics to optimise operations, improve traceability, and support agile decision-making across the value chain.
• Lean Deployment
  Our lean manufacturing principles focus on eliminating waste, empowering teams, and driving sustainable productivity through people-centric processes.

Princes Group plc delivered pro forma revenues exceeding £2.1 billion in 2024. Our success reflects a disciplined strategy built on integrating complementary assets, optimising our portfolio, and focusing on key markets. We continue to unlock organic growth through innovation in core categories, expansion into white space opportunities, and a sharper focus on evolving consumer needs.

Through efficient capital management and operational excellence, we’ve consistently created value—even in complex conditions. This sustained performance is rooted in long-term industrial expertise, financial discipline, and a commitment to sustainable development, positioning us for continued growth.

We have a clear roadmap to deliver >3% organic revenue CAGR over the medium term, underpinned by a broad set of strategic initiatives across categories, geographies, and products.

We grow by strengthening our core and expanding through global cross-selling: this framework illustrates how we capture growth across markets and products:

1. Growing our core: Driving further penetration of existing categories in our established markets.
2. Cross-selling into new products: Leveraging our customer relationships to introduce additional categories where we already operate.
3. Cross-selling into new markets: Expanding geographically by taking our existing strong categories into new regions.
4. Cross-selling new products into new markets: Unlocking the largest growth opportunities by entering entirely new categories and geographies.

Our growth strategy focuses on 6 key areas:

1. Modernising ambient foods to meet evolving consumer preferences.
2. Diversifying seafood and strengthening our leadership in tuna and other fish products.
3. Winning in Italian products, leveraging our heritage and credibility in pasta, sauces, and typical Italian food.
4. Elevating edible oils, expanding both in cooking oils and premium olive oils.
5. Driving drinks occasions through innovation in squash, juices, and new beverage formats.
6. Entering new categories to expand our customer offering.

We support these initiatives with a disciplined Revenue Growth Management (RGM) playbook, balancing price, promotions, terms, and assortment to ensure competitiveness and profitability.

Our growth is reinforced by a combination of innovation, international expansion, and scale advantages, which together provide significant upside and resilience:

• Innovation and product development: We operate a fully vertically integrated model, from idea to production, supported by a dedicated R&D team and extensive trial capabilities. This enables us to launch new products quickly, adapt to changing consumer needs, and capture premiumisation opportunities across categories.
• International expansion: We are strategically positioned with full European coverage, holding advantages in Central, Mediterranean, and Nordic regions, while also pursuing high-potential global markets such as the US. Our strong customer relationships across retail, foodservice, and B2B channels create a powerful platform for cross-border growth.
• Scale and capacity headroom: With ~30% spare manufacturing capacity, we can grow volumes significantly without major additional investment, unlocking operating leverage and margin improvement. Our broad, well-invested production footprint across 23 sites ensures efficiency, flexibility, and reliability.

Together, these factors position Princes as a resilient, scalable growth platform, capable of systematically expanding across categories and geographies while delivering sustainable value creation.

Mergers and acquisitions are a core driver of our growth strategy. Our management team has led and successfully completed more than 20 acquisitions over the past 35 years, consistently integrating businesses, delivering synergies and long-term value creation. Our M&A pipeline is active and highly selective: we only pursue opportunities that align with our long-term vision, strengthen our core categories, and enhance our pan-European platform. Every transaction is evaluated for its ability to generate sustainable returns and deliver effective industrial integration.

Our track record demonstrates that we know how to integrate, transform and grow acquired businesses, capturing operational efficiencies, expanding category reach, and unlocking cross-selling potential. This disciplined approach ensures that acquisitions create value not only for our Group but also for our customers, partners, and stakeholders. With a medium-term target of £1–£1.5 bn incremental revenue through M&A, we are well positioned to continue driving industry leadership through carefully executed expansion.

Our commitment to social and environmental sustainability is the core principle embedded across every facet of our business. Over recent years, we’ve made significant strides in reducing our environmental footprint and establishing new targets and then also improving conditions for the thousands of workers in our supply chain.

Governance is critical within ESG – this isn’t just about sustainability projects but strong governance, policies and embedding these into our business from top to bottom guiding investment decisions and day to day business. This reflects our ambition to lead not only in the food and beverage sector, but also in environmental stewardship and social responsibility.

Environmental Progress (2018–2024):

1. Carbon Emissions: We have achieved a 24% reduction in emissions across our manufacturing sites compared to our 2018/19 baseline.
2. Net Zero – our targets were validated by the Science Based Initiative in 2025.
3. Food Waste: Princes has reduced food waste by 29% since 2018/19.
4. Sustainable Sourcing: We are on track to meet our goal of 100% Marine Stewardship Council-certified branded tuna by the end of 2025 and are working towards our zero-deforestation commitment.
5. All non-recyclable plastics have been removed from our business and 97% of our products are considered “widely recyclable” for consumers.

Our Commitments and Envisaged Timings

	100% MSC-certified tuna sourcing for the Princes brand in all markets	2025
	Commitment to zero deforestation for key raw materials linked to deforestation	2025
	100% FSC-certified paper and cardboard	2026
	Integration of ESG policies to manage significant impacts and risks	2026
	100% certified sustainable palm oil	2028
	100% electricity from renewable sources	2030
	(50.4%) GHG emissions (Scope 1 & Scope 2)	2032
	(50.4%) GHG emissions (Scope 3) from purchased goods and services, upstream transportation and distribution, and operational waste	2032
	(90.0%) GHG emissions (Scope 1, 2 & 3) from energy procurement, operations, purchased goods and services, upstream transportation and distribution, and operational waste	2050

Social Impact:

• Suppliers human rights progress is monitored through a combination of auditing, deep dive projects and collaborative work with customers and – where applicable – competitors in a pre-competitive space. Such collaboration in our industry is commonplace, and we embrace it.
• We’ve maintained a leading position on human rights in Italian agriculture where we’ve worked to combat the exploitation of seasonal labour through ethical recruitment and transparent supply chain practices.
• Our ESG framework includes dedicated policies on modern slavery, migrant worker contracts, and ethical trade, all updated and published in 2024.

Financial Resilience:

While investing in ESG, Princes has continued to deliver strong financial performance, supporting its long-term growth strategy. These investments are not just ethical—they’re strategic, enabling cost efficiencies, brand trust, and long-term value creation.

By continuously improving our water, energy, and carbon intensity metrics, we demonstrate that sustainability and profitability are not mutually exclusive—they are mutually reinforcing.

Princes is led by a proven leadership team with extensive international food & beverage experience and a strong track record in organic growth, M&A integration, and operational transformation. Our executives bring diverse expertise from global industry leaders, while many have built their careers within Princes—offering a rare combination of fresh perspective and continuity.

We have a proven history of integrating acquisitions, driving operational efficiencies, and delivering growth, supported by a culture of innovation and resilience. This is underpinned by the long-term commitment of the Mastrolia family, who are not selling any shares in this primary-only raise. Their active involvement in governance and management ensures strategic stability, disciplined execution, and continuity of vision—reinforcing our focus on sustainable value creation.

Our Board of Directors

Our Non-Executive Directors

Our Experienced Executive Management Team

Angelo Mastrolia

Executive Chairman

Giuseppe Mastrolia

Interim CEO and Executive Director

Fabio Fazzari

CFO of Princes Group

Benedetta Mastrolia

Investor Relations Director

Neil Bohannon

Chief Procurement Officer

Barry McDonnell

Chief Operations Officer

Joe Dent

Chief People Officer

Ian Rooney

Chief Supply Chain Officer

Andrew Hargraves

Group Commercial Director

Fabrizio Carrara

Group Risk & ESG Director

Alastair Roberts

Group Sales Director

Statutory Board Member

Operating Board Member