THE GROUP’S STRATEGY
At Rémy Cointreau, a French family-controlled group, we boast a portfolio of exceptional world-renowned spirits. These include our Rémy Martin and LOUIS XIII cognacs, Cointreau and Belle de Brillet liqueurs, Greek METAXA spirit, Mount Gay rum, St-Rémy brandy, The Botanist gin, the Telmont Champagne Maison and the single malt whiskies Bruichladdich, Port Charlotte, Octomore, Westland and Hautes Glaces. Lastly, our portfolio was further enhanced with the creation of the luxury perfume house Maison Psyché in 2022.
Our sales for the financial year ended 31 March 2026 amounted to €935.3 million and we recorded a current operating profit of €165.4 million. This equates to a slight increase of 0.2% in sales and a 11.5% decrease in COP at constant scope and exchange rates. Current operating margin came to 17.7%.
Our internal organisation is structured around 11 brand divisions and 4 sales divisions (Americas, Europe/Middle East/Africa, Asia-Pacific and Global Travel Retail). All these divisions receive support from the holding company. Depending on the spirit category, production process and geographic sales distribution, our brands belong to one of the following two divisions: “Cognac” or “Liqueurs & Spirits”. Brands which we distribute through our network on behalf of third parties form a separate category, “Partner Brands”.
LAUNCH OF OUR 3-YEAR TRANSFORMATION PLAN: RC FORWARD
In a still challenging and volatile economic and geopolitical environment, Rémy Cointreau has chosen to go on the offensive by embarking on an ambitious three-year transformation plan called RC Forward.
This plan marks a decisive step forward for the Group, aimed at regaining market share, unlocking the full potential of our brands and strengthening our operating model for the long term. It will be a key lever in our medium-term strategy, with a view to steadily reducing our exposure to macroeconomic cycles.
RC Forward is structured around three main workstreams:
1. Implementing several major growth projects to shape the Group’s revenue trajectory over the medium term, aimed at injecting fresh, lasting momentum into cognac sales, accelerating the development of our other strategic categories and consolidating our presence in high-potential markets. We have identified initiatives in five areas: launching a breakthrough innovation for Rémy Martin in the United States in Q1 2027-28, fully unlocking the potential of Rémy Martin XO and the Prestige Division, scaling emerging markets and accelerating Global Travel Retail expansion. The contribution of these projects will materialise over time and make them key structural growth drivers for the years ahead.
2. Improving commercial execution by making our distribution networks more efficient, stepping up our Revenue Growth Management programme and optimising A&P spending efficiency.
3. Capturing additional synergies through more centralised Group purchasing.
Lastly, RC Forward will also involve an organisational shift towards a more agile and efficient model, with clearer roles between brands and regions and greatly simplified internal processes.
By 2028-2029, Rémy Cointreau expects these measures to have boosted current operating profit by around €100 million compared with 2025-2026. This estimate reflects the gross contribution expected from the RC Forward plan, based on the current economic environment, at constant exchange rates.
The value that RC Forward will deliver will support our medium-term targets, which we will announce on 25 November 2026 to coincide with our interim earnings release.
Sustainability in action – a concrete, evidence-based strategy
Faced with accelerating climate, agricultural and social challenges, Rémy Cointreau is taking structured, measurable action. Launched in 2020, our “Sustainable Exception” roadmap brings all our teams and partners together to achieve specific objectives, with three strategic focuses:
- Protecting our terroirs,
- Acting for our people and our communities,
- Committing through time.
Since 2020, our Sustainable Exception programme is not static but continuously evolving, helping to make the Rémy Cointreau model more resilient and effective
