Results Presentation Year Ended 30 April 2017

One Conviviality: the whole is greater than the sum of the parts…

We are well positioned to deliver our Strategic Goal… our target is to consolidate and leverage our strength in each market through 5 core objectives

2

Establish each customer-facing brand as the leader in its target segment

Be the category expert and insight leader in our core markets

Leverage our national scale and expertise in logistics and distribution

Embed the systems and capabilities to support our growth engine

Be recognised as our suppliers’ and customers’ strategic partner of choice for sourcing, ranging and distribution solutions

Conviviality Plc: offering competitive advantage

| A robust business model delivering choice and insight to

customers from over 14,000 alcohol sku’s, serving c. 25,000

hospitality outlets, c. 700 Franchised retail stores, and a

supplier to the supermarket multiples and over 400

independent specialists

| First choice partner for the On Trade as customers improve

efficiencies by consolidating their supplier base e.g Bill’s,

Brasserie Blanc, Busaba, The Caring Group, Prezzo, Rank

and Searcys

| Off Trade benefits from the connection to the On Trade

with exclusive brands and products to differentiate: over

54,000 bottles of exclusive wines have been sold through the

retail estate and future benefits will continue as the business

develops own brand ranges for retail

| Scale and reach enables us to work with suppliers to offset

some of the impact of FX providing our customers with

greater value whilst maintaining margins. Many suppliers

see Conviviality as a strategic partner e.g. Asahi sales up

19% and Pernod Ricard up 13% over the past year

| Key supply agreements and agency agreements being

added to the business e.g. Santa Rita and Luis Felipe

Edwards, Codorniu exclusive distributor to independent

specialists

| Distribution of Agency brands increased significantly with

Larios Gin now available in 1,900 outlets and Sauza Tequila

to 1,300 outlets

3

Conviviality Plc highlights: a transformational year for the Group highlights for the year ended 30 April 2017

Revenue nearly doubled to £1,560.1m (FY16: £841.0m)

Adjusted EBITDA doubled to £60.9m (FY16: £30.2m)

Organic sales up 5.8% for the full year all areas of the business performing well

Acquired Bibendum PLB Group 20th May 2016

Successfully delivered stated synergies of £6million with integration of acquisitions still ahead of plan

Sales per on trade outlet up 4.8% demonstrating that customers are starting to use Conviviality as a one stop shop

Retail LFL continues to improve to (1.0)% with +0.5% in the second half

4

Underlying performance has been strong with organic growth in all business units alongside a transformative integration programme

Organic sales growth has outstripped the market

Driven by:

• Conviviality Retail returning to positive LFL growth in H2 (+1.5% excl tobacco)

• Customers responding to proposition advantages of Matthew Clark and Bibendum coming together as Conviviality Direct

Alongside transformative programme of integration that has delivered:

• Central shared services for Logistics, HR, IT and Finance

• ERP transitions for Conviviality Retail and Bibendum

• Office migrations between London and Bristol

5

Organic Sales Growth, FY17

+2.0%

+1.0%

Conviviality Direct

Conviviality Trading

Conviviality Retail

+6.4%

+6.1%

+5.8%

Convenience Market2

+1.3% Drinks Market1

Conviviality Group

112 months to 31 December 2016. Source: Wine and Spirit Trade Association / Nielsen / CGA 2Calendar year 2016. Source: IGD

3 Organic growth is calculated by comparing reported sales for the 52 weeks to 30 April 2017 plus sales from acquired businesses from 1 May 2016 to date of acquisitions to reported sales for the 52 weeks to 1 May 2016 plus sales from acquisitions for the same period

Financial Highlights II.

6

Financial highlights

| Revenue up 85% to £1,560.1m (FY16: £841.0m)

| Adjusted EBITDA up 102% to £60.9m (FY16: £30.2m)

| Adjusted Profit before tax* up 111% to £45.8m (FY16: £21.7m)

| Adjusted fully diluted earnings per share* up 48% to 21.0 pence (FY16 14.2 pence)

| Free cash flow improved 349% to £51.2m (FY16: £11.4m)

| Net debt of £95.7m (1St May 2016: £86.1m) reflecting the acquisition of Bibendum PLB Group

| Full year proposed dividend up 33% to 12.6 pence (FY16 full year dividend: 9.5 pence)

Adjusted EBITDA is calculated as profit before tax adding back interest, depreciation, amortisation, exceptional items, share based payment charges and fair value movements on foreign exchange derivatives

*Excludes exceptional items, FX mark to market adjustments and amortisation of Matthew Clark and Bibendum PLB Group acquisition intangibles.

7

Underlying growth and acquisitions drive Adjusted Profit before tax* up 111%

£m FY17 FY16 Variance

Revenue 1,560.1 841.0 719.1

Gross margin % 13.3% 12.0% 1.3% points

Gross margin 207.1 101.2 105.9

Distribution (65.9) (33.8) (32.1)

Overheads (80.3) (37.2) (43.1)

Adjusted EBITDA 60.9 30.2 30.7

Depreciation/amortisation (7.5) (4.2) (3.3)

Finance costs (5.2) (2.5) (2.7)

Share based charges (2.4) (1.8) (0.6)

Adjusted Profit before tax* 45.8 21.7 24.1

8

Adjusted EBITDA is calculated as profit before tax adding back interest, depreciation, amortisation, exceptional items, share based payment charges and fair value movements on foreign exchange derivatives

*Excludes exceptional items, FX mark to market adjustments and amortisation of Matthew Clark and Bibendum PLB Group acquisition intangibles.

The business has relatively low seasonality

9% 8%

9% 9% 8% 8%

9%

11%

6%

8% 8% 9%

May June July Aug Sept Oct Nov Dec Jan Feb March April

Sales Seasonality %

12.6% 13.9%

4.3% 4.1% 5.4% 4.9%

H1 H2

% of Sales

Gross Margin Distribution Overheads

Sales were evenly split with 51% in H1 and 49% in H2 Margins were stronger in H2 due to product mix and supplier funding Distribution costs were higher in H1 due to festivals Overheads in H2 reflect some cost efficiencies

9

Strong underlying growth has been delivered throughout the integration

Organic Sales Growth (%)

6.4% 6.1%

1.0%

10

841

633 1,474 86

1,560

FY16 Acquisitions Pro Forma FY16 Organic Growth FY17

Sales Growth (£m) FY16 – FY17

The quality of the Franchise business continues to improve

(0.1%)

(2.6%)

(3.5%)

1.4%

Gold Silver Fail Wine Rack

LFL: Store Standards

(2.5%) (1.5%)

2.5%

Pre 2004 2004-11 Post 2012

LFL: Age of Store

Underlying JCR* Total

Opening 607 109 716

New 60 - 60

Closed (29) (34) (63)

Closing 638 75 713

• Number of stores operated by Multi Site Franchisees with at least five stores has increased 3%

• Multi Site Franchisees LFL sales are 2.1% points better than single unit Franchisees

• Multi Site Franchisees responsible for 59% of wholesale sales to Franchisees

• Stores run by Multi Site Franchisees generate 14% more sales than comparable sites run by single site Franchisees

• New stores opened this year sales performed 30% better than prior year openings

• Newer and gold standard stores perform better

11 * James Convenience Retail – a multi site Franchisee

Gross margin has benefited from delivery of stated buying synergies

FY14 FY15 FY16 FY17

Gross Margin (%)

9.2% 10.2%

12.0% 13.3%

12

• Matthew Clark and Bibendum PLB have higher margins than Conviviality Retail.

• Synergies delivered

• Tobacco mix reduced from 30% of sales to 7%

The impact of FX on gross margins has been well managed

41%

50%

9%

Cost of Goods Sold

Duty Sterling Foreign Currency

• Duty significantly reduces impact of exchange rate

fluctuations

• The sales teams have significant experience in range helping customers revise their ranges to reflect cost price changes

• Customer contracts include price increases

• Majority of supply contracts are denominated in sterling and negotiated annually

• Suppliers recognise the benefits of working with Conviviality to minimise the impact of price increases

13

Adjusted fully diluted EPS up 48%

FY17 FY16 Variance

Adjusted PBT 45.8 21.7 111%

Effective tax rate 18.8% 22.0% 3.2% pts

Tax (8.6) (4.7) (83)%

Adjusted PAT 37.2 17.0 119%

Weighted average diluted shares 177.0 119.4 48%

Adjusted Diluted EPS 21.0 14.2 48%

14

Adjusted PBT is calculated as profit before tax adding back amortisation of acquisition intangibles, exceptional items and fair value movements on foreign exchange derivatives

Adjusted PAT is Adjusted PBT less tax at the effective rate

Adjusted diluted EPS is Adjusted PAT divided by the diluted weighted average shares

Good cash management with Free Cash Flow up 349%

FY17 FY16 Variance

EBITDA 60.9 30.2 30.7

Net capital expenditure (13.4) (11.6) (1.8)

Movement in working capital 17.3 (1.8) 19.1

Interest (5.3) (2.9) (2.4)

Tax (8.3) (2.5) (5.8)

Free Cash Flow 51.2 11.4 39.8

9.8

6.0

3.1

-6.3

0.8

4.3 3.4 3.3

0 0.6

IT Stores Depots Proceeds Other

Capital Expenditure (£m)

FY17 FY16

15

Significant benefits in working capital through the implementation of best practice process

£m April 17 Opening Change

Stock 93.8 85.2 (8.6)

Debtors 232.3 214.9 (17.4)

Creditors (308.6) (265.3) 43.3

Net 17.5 34.8 17.3

19 19

FY17 FY16

Stock Days

43

45

FY17 FY16

Debtor Days

57

55

FY17 FY16

Creditor Days

16

Strong free cash flow drives net debt below plan

£m FY17

Free cash flow 51.2

Purchase of subsidiaries & other business combinations (43.5)

Net debt acquired on purchase of subsidiaries (19.1)

Proceeds from sale of shares 31.8

Dividends (19.9)

Exceptional items/other (10.1)

Movement in debt (9.6)

Opening Net Debt (86.1)

Closing Net Debt (95.7)

£m Leverage

Amounts drawn on receivables

financing facilities 10.7

Term Loans 95.8

Unamortised banking fees/other (0.4)

Cash (10.4)

Total debt 95.7

EBITDA 60.9

Leverage 1.57

17

The combined integration of Matthew Clark and Bibendum PLB has delivered a more efficient approach to expenditure

Exceptional items £m

Integration and Restructuring costs 8.7

Bibendum PLB Group acquisition costs 1.6

Peppermint contingent consideration (3.4)

Elastic contingent consideration 1.4

Other 1.7

Total 10.0

Integration and restructuring was completed as a single project which drove benefits: • Reduced disruption • Increased speed of delivery • Reduced costs • Benefits realised more quickly

A new organisational structure created which has: • Driven organic sales growth • Improved customer service • Reduced overheads • Reduced working capital

18

Business Model and Synergies Update III.

19

The Business Units and Group Functions work collaboratively to maximise opportunities for cross business success

The UK‘s largest franchised convenience and off-licence chain

Customer-facing Brands

Recognition

Headquarters

Crewe

One-stop-shop for sourcing, ranging, brand building, merchandising, activation and events

Customer-facing Brands

Events Served

100 Agency Brands

34 Sales, FY17

£146m

Recognition

Innovation of the Year – Gancia

Leggero Launch Best Bar Company

2016 & 2017

Headquarters

London

Supplier Award –

Implementation 2016 &

2017

The UK’s foremost drinks distributor to the on-trade

Customer-facing Brands

Recognition

Headquarters

Bristol

Outlets Served

25,000 Products Available

14,000 Sales, FY17

£1,040m

Chief Executive Officer Diana Hunter

Managing Director Mark Aylwin

Managing Director David Robinson

Managing Director James Lousada

Stores

713 Franchisees

352 £378m Sales, FY17

20

The Business Units and Group Functions work collaboratively to maximise opportunities for cross business success

Adjusted Diluted EPS

21p Commercial

Vehicles

307 Depot Employees

>1,000 Depot Space

(Sq Ft)

>850k

Chief Executive Officer Diana Hunter Group Logistics Director

Nigel Basey Group People Director

Sarah Miles

Chief Financial Officer Andrew Humphreys

People

Employed

2,640 Support

Offices

4 22 Charities

Supported

Supporting the business units and the Group to maximise its returns and measure its performance

Building a strong employment community and providing great opportunities and rewards for

our people

Providing a market-leading, efficient national distribution service to all our customers and

partners

11 Depots

5 Stockless Outbases

2 Partner Depots

Group Values

Agility Passion Teamwork Customer focus

& excellence

Values Champions: 33 employees

Financial Reporting,

Planning and Analysis

Strategy and Change

Management

Tax, Treasury, Legal and

Risk Management

Transactional

Processing

21

Free cash flow

improved 349%

Our unified business model enables brands to be built using the scale and reach of the entire group

| Peppermint - Travelling rum shack

- Pop-up cocktail making

- Bar listings at major festivals

| Elastic - Brand image and activation

- Outdoor carnivals

- Boat parties

Conviviality Trading outdoor and on-premise | Insights

- Demographic tailoring

- Product design

- Consumer testing

| Design - Brochures and POS

- Labelling and packaging

- Bespoke cocktail lists

| Innovation - Developing the

concept

- Developing the liquid

- Developing serves

and complements

Internal capabilities

Rolling Calf has been developed to take advantage of the high consumer interest in spirits and, notably the spiced Rum category, a competitively priced product targeted at the everyday cocktail market.

| Wine Rack - On-site tastings

- Mixologist sessions

| Bargain Booze - Exclusive to chain

- First to market

- National distribution

Conviviality Retail to Off Trade consumers

| Matthew Clark - Customer Reach

- Digital promotion

- National partnerships

| Bibendum - Back-bar takeovers

- Perfect serve training

- Lighthouse accounts

Conviviality Direct to the On Trade

Synergies

FY17

• Buying synergies from acquisition of Matthew Clark

FY18

• £2m additional buying synergies from acquisition of Matthew Clark

• £4m of buying and organisation synergies from the acquisition of Bibendum PLB

• £1.2m of distribution synergies

FY19

• Full year impact of distribution efficiencies delivered in FY18

• £3.0m of additional synergies from wine buying and organisation

Synergies FY17 FY18 FY19 FY20

Matthew Clark Buying 6.0 8.0 8.0 8.0

Bibendum PLB - 4.0 4.0 4.0

Distribution - 1.2 1.5 1.5

Previous estimate 6.0 13.2 13.5 13.5

Wine Buying - - 2.0 2.0

Organisation - - 1.0 1.0

Current estimate 6.0 13.2 16.5 16.5

23

13.4% 10.8%

5.1% 8.0%

15.8%

London Brighton Liverpool Glasgow Bristol

Sales Growth during 2017

Revenue Synergies are being delivered primarily through the City strategy

5 priority cities have been identified for all teams to focus on increasing share from existing and new customers London | Brighton | Liverpool | Glasgow | Bristol Significant gap fill potential as Conviviality Direct serves 23% of the 115,400 outlets in the On Trade but has only 12% market share. Key new customers include Nobu, Caprice & Barworks A successful approach means extending to a further 20 cities for 2018

24

We are on track to deliver the stated distribution synergies

7%

18%

8%

5% 51%

11%

Distribution Costs

Rent & Rates Third Party Logistics Vehicles leases

Fuel Staff costs Other

> Actions to increase efficiency and save £1.2m in FY18 and £1.5m in FY19

• Sharing best practice

• Established National Transport Planning Centre

• Complete roll out of Paragon route panning software

• Targeted new customer acquisition to increase drop density

• Consolidate supply chain for Matthew Clark and Bibendum Wine in Scotland

• Conviviality Direct onward delivery to Franchisees in the South

> Actions to increase capacity and reduce logistics to 4.1% of sales

• Consolidate slower moving lines

• Implement single warehouse management system

• Utilise third parties to support festivals

• Create single stocking points within some of our depots for common lines for

Matthew Clark and Bibendum

> Third party distribution provides flexibility

• Bristol Port supply goods to Conviviality Direct’s depots

• Trade Team operate a distribution centre in Reading making c.10% of the

Group’s deliveries.

25

Organisational efficiencies will be realised over the next three years

Actions to reduce overheads to 4.5% of sales by FY20

• Implement JDE into Conviviality Retail and Bibendum Wines

• Streamline processes, remove duplication and focus on value add activities

• Establish further group support teams where appropriate i.e. marketing services, inventory management

• Consolidate procurement of goods not for resale, introduce group wide buying process and retender processes

Actions to leverage digital to drive revenue and efficiency

• Sales team will be enabled to take orders via digital when at customer sites from October 2017

• Customers’ engagement on digital platform increased to 4,645 customers

• Value of customer orders via digital is over £100 higher than traditional channels

• Enriched product data and navigation, 48% of customers interact daily

26

A market leading wine buying team on track to deliver further buying synergies

27

Actions to deliver wine buying synergies of

£2m by FY19 and mitigate FX risk

• Consolidate and retender inbound freight - £1m

• Consolidate and increase UK bottling - £0.5m

• Increase exclusive supply agreements - £0.5m

Actions to mitigate impact of price

fluctuations

• Harmonised terms across the group

• Reduced wine range by 16% to 4,900

• Leverage reach across the UK market to

reduce proposed supplier increases

Current Trading & Outlook IV.

28

Trading for 9 weeks ended 2 July 2017 and Outlook

Conviviality Direct up 9% As new customers come on stream and existing customers deepen engagement with the business, including switching to the digital platform

Conviviality Retail like for like sales up 0.5%; LFL sales (excluding tobacco) improved from 1.5% in the second half to 2.4%. New promotional mechanics, digital marketing and refurbished stores continue to perform well

Conviviality Trading sales up 7.6% With festivals and events performing well momentum building across all businesses

Integration significantly ahead of plan Confident to detail further benefits of £3m in FY19 and our targets of costs as 8.6% of sales by 2020

Strong organic growth continues across the Group Strong pipeline of Franchise openings, new On Trade customers and potential exclusive agency agreements

Our balanced outlet portfolio creates resilience to broad changes in consumer spending and confidence Well positioned across the On Trade and Off Trade, and premium and mainstream parts of the market

29

Business Unit Highlights V.

30

| The team continue to focus on serving the customer throughout the integration:

• Number of new customers up 235 in the year

• Sales per outlet up 4.8%

• The proportion of Bibendum customers buying all categories from 5% to 12%

| 11% more customers are being served by both Matthew Clark and Bibendum

| Managing redundant stock well with sales of over 54,000 bottles of stock sold to Retail Franchisees

| Suppliers positive about the acquisition with over 310 exclusive suppliers now working across the Group

| Plans for transitioning to one customer contact centre underway and progressing well

| 20% more customers moving to our digital platform creating a more efficient way of working between customers and Conviviality Direct

| City plans achieving positive results

31

| 23 existing Franchisees opened stores during the year and we welcomed 39 new Franchisees to the Group. We have 273 single site Franchisees and 79 multi site Franchisees operating 635 stores

| Refurbished stores continue to perform well with 9% revenue growth post refurbishment

| Actions to improve LFL sales gaining traction with 0.5% LFL achieved in the second half of FY17

| Wine Rack continues to deliver positive 1.4% LFL and is an important brand we will grow

| Social Media and digital continues to demonstrate effectiveness with weekly visits to our Facebook page, website and the Bargain Booze App up 216% to 79,000

| E Cigarettes and Vapes launched across 249 stores, stocking 120 liquids and the top three brands. Sales increased to £220 per store per week . Market is forecast grow 10% to 15% p.a. over the next 5 years

32

| The centre of gravity of the portfolio has moved towards more premium products e.g premium branded wines from Chile and regional specialist wines like Picpoul de Pinet in place of lower margin wines such as Pinot Grigio and Prosecco, as well as Estrella Galicia, Bottega Prosecco and various craft spirits brands like Eden Mill Gin

| New strategic brands signing exclusive agreements e.g. Santa Rita and Luis Felipe Edwards. After winning the distribution rights for Larios Gin and Sauza tequila, the team have built over 1,900 distribution points for Larios and over 1,300 distribution points for Sauza tequila

| Launched two own brand labels: Rolling Calf spiced rum and Whipstitch festival cider, both in May 2017

| The Festivals and experiential team completed over 100 events during the past year an increase of more than 20 events on the prior year. Events included Royal Ascot, the Cheltenham Jazz Festival, Winter Wonderland, BST Hyde Park

33

Appendix V1.

34

Case Study – Bud Light, AB Inbev

“America’s favourite beer brand, Bud Light, officially landed in the UK in March 2017. It’s no over statement to say that this was one of our biggest ever UK launches. In fact, it was probably the biggest beer launch the UK has seen in the past twenty years.

Our ambitions were high. We knew from our research that many UK consumers were already aware of Bud Light and we were frequently asked by our fans to bring it to the UK. Our challenge was to gain the maximum amount of reach and impact to capitalise on the opportunity to drive growth in the category and, in particular, attract the next generation of 18-24 year olds.

Conviviality provided a route to the whole UK market, right across the On Trade and Off Trade. Scale and reach were matched with marketing expertise

and a team of people who were committed to our success. They translated our brand strategy into a high impact marketing campaign to drive On Trade listings and consumer excitement across the Off Trade. The results speak for themselves. We secured over 700 Bud Light installs in just a few months and across retail, Bargain Booze was the first to market with in-store takeovers across its 700+ retail stores.

Conviviality understood our needs and delivered for us at scale and pace. They were true partners in achieving success.”

Andre Amaral Finamore Marketing Manager, Bud Light

LAUNCH HIGHLIGHTS

Over 700 Bud Light

installs across the On

trade within 16 weeks of

launch

Bargain Booze first

retailer to market with in-

store takeovers across

700+retail stores

Case Study – Tony Townsend, Bargain Booze Multiple Franchisee

“I was a global finance business partner for Unilever for eight years, overseeing a budget of £500m and leading a big team. Despite having this high profile role, I had a yearning to set up my own business. I’d always had a big interest in the off licence trade, ever since working for Victoria Wines back when I was managing five stores at the age of 21.

I’ve watched the development of Bargain Booze over the years – from one store in Crewe to over 700 under Conviviality and, with the acquisition of Matthew Clark and Bibendum, it was clear that this was a business that was really going place. I’ve recently taken on my first three stores in Buxton, Otley and Garforth. Joining a Franchise business takes away the risk of setting up on your own. Bargain Booze has provided everything I need to get started – and I’ve built up a strong relationship with the team. I’m keen to build my portfolio further. I feel like the future is full of promise.”

Tony Townsend Multiple Franchisee: Bargain Booze

Case Study – Catena

“Although I am the fourth generation of my family making wine, I came to winemaking as my second profession. My first was as a Doctor of Medicine, because I dreamed of a life in serving others, and did not initially imagine that I could do this while making wine. When I joined my father in the 1990’s in his mission to elevate Argentine wine, I came to the realization that we were changing lives, one bottle at a time. When I was a child, rural Mendoza was a very poor area where life was extremely hard and many were moving to the cities in search of opportunity. Today, rural Mendoza is thriving; you can tell by the beautiful gardens, well painted adobe homes, and thriving small towns, where everything from healthcare to education have improved dramatically. And in addition, our noble Argentine Malbec brings daily joy to wine drinkers all over the world, Salud!

From the beginning, when my father presented the wines of Catena to Bibendum in 1991, we have felt that Bibendum and now Conviviality are our partner in every new adventure. And most importantly that they believe in our dream to make Argentine wines that can stand with the best of the world. When we came to Bibendum with the Adrianna single parcel wines, before we had received two 100 point ratings, Bibendum

gave us its full support, and today UK is our number one market for these wines in the world. More recently, my father and I decided that we should try to bring the miracle of Mendoza to other more impoverished provinces in Argentina and to their undiscovered high altitude terroirs. Our partners at Conviviality wholeheartedly embraced our vision and helped us to launch the project, from the storytelling, to the choice of varieties, to the packaging. And that is how UK became the first export market in the world for these extraordinary regional wines: Altaland and Pasarisa from Salta, La Rioja Argentina and Patagonia.

I must admit that at first we were a bit worried about working with a larger company, but the various divisions of Conviviality have been able to focus on our different brands and terroir-concepts in a way that has made each one of them stronger. Most importantly, the team at Conviviality shares our vision that we are preserving the farming traditions of Argentina and the world, and I honestly believe that in the end they believe in our dream as much as we do.”

Dr. Laura Catena General Director, Bodega Catena Zapata

Case Study – JD Wetherspoon

“Our two companies have had a working relationship for over 25 years. Be it business, marriage or friendship; in a relationship lasting this many years, both parties evolve and constantly adapt. Sometimes you choose to compromise and at other times you stand ground. The important thing is that both parties have a common understanding of each other’s objectives and communication is fluid.

In our time working with Matthew Clark, our company has grown from less than 100 pubs to over 900. At each stage of our development, we have received a reliable and appropriate service in terms of product range, distribution and management support.

Whether it be through the complete supply chain management of our house wine, Coldwater Creek, to the supply and distribution of the UK’s most popular vodka brand, Smirnoff, the end result for our Managers is the same. The lorry turns up when it should, the driver puts the

delivery away and there are very few errors. Reducing the increasingly complex task of sourcing and delivering wines and spirits for Wetherspoon to such simplicity has been, in my view, a real accomplishment.

Which is why, 25 or so years into our relationship, despite the obvious quarrels and squabbles that one would naturally expect over so many years, we are still together.”

John Hutson Chief Executive Officer, JD Wetherspoons

CREWE

Unit 1, Weston Road, Crewe,

Cheshire CW1 6BP

LONDON

109a Regents Park Road

London NW1 8UR

BRISTOL

Whitchurch Lane

Bristol BS14 0JZ