Cremonini: 600 million in investment on the way
A three-year plan running to 2028 that is based on four pillars: the implementation of an integrated value chain, internationalisation, efficiency improvements and organic growth, supported by a €600 million investment package. This is the plan launched by the Cremonini Group “to achieve a turnover of 7.5 billion by 2028, whilst the secondary objective is to maintain an average growth rate of 9–10 per cent over the coming years” explains Vincenzo Cremonini, CEO of the Cremonini Group and a second-generation member of the family business. If this growth trend is maintained, the Group could approach €10 billion in revenue by 2030.
2025 ended with a turnover of over 6.4 billion, whilst 2026, following a series of transactions carried out over the last two years – including the move in the catering sector to merge the subsidiary steakhouse chain Roadhouse into Chef Express – is a year of consolidation, with single-digit growth bringing revenue to at least 6.7 billion. “High energy costs continue to weigh on profit margins, but in the medium term we expect growth in both revenue and profit margins,” notes the CEO.
The 2026 investment package includes a tranche of over 150 million, of which 40 is earmarked for the catering sector, with two key areas of focus: following the merger, Chef Express will see its structure optimised, alongside a plan for new openings with a focus on Southern Italy. “In the commercial catering sector, we are focusing on new openings in southern Italia, particularly in Puglia and on the major islands, where we are strengthening our presence; we have identified significant opportunities for our brands here,” emphasises the CEO. “Over the coming years, the South will be the driving force behind our growth.” In the ‘on-the-go’ catering sector, the company will continue to bid for concessions at airports and railway stations – where Cremonini is the market leader – as well as along motorways. The remaining resources are allocated to the production of beef and cured meats through Inalca, and the distribution of foodstuffs for the hotel and restaurant market (Ho.Re.Ca) via Marr. In Italia, Marr is implementing a plan to modernise and improve the efficiency of its logistics hubs: new, modern branches have come on stream in Rome, Lombardy and Puglia, whilst another efficiency-enhancement programme is being rolled out in Northern Italy. A key factor is the decline in consumption, as the out-of-home sector is suffering due to 2026 having begun – according to Fipe data – with a slowdown in footfall at public establishments. ‘Consumption in the catering sector and, overall in Italia, is essentially stable. Admittedly, the trend is not particularly bright due to the loss of purchasing power,” notes Cremonini. Marr is the leader in Italia in Ho.Re.Ca. distribution, with a turnover of around 2.1 billion, and can be considered the Group’s distribution arm, even though sales of fish far exceed those of meat. Meat, on the other hand, is at the heart of Inalca’s strategy: “Through Inalca, the Group has over 230,000 head of cattle across Italia and Poland. In Poland, we operate a major production hub in Sochocin for the slaughter of livestock and meat processing. “In Italia, we aim to accelerate our efforts by expanding our network of livestock farmers to achieve greater integration,” continues Vincenzo Cremonini. “In the medium term, our objective is to enhance the Italian livestock sector by increasing the number of head of cattle in our beef supply chain. ‘There are many opportunities for growth.’ The internal development strategy prioritises investment and internationalisation. Forty per cent of Inalca’s revenue is generated abroad, primarily in Europe, followed by Africa and Russia. The entrepreneur does not rule out further expansion into North America, perhaps starting with Canada, where the company already has a facility for packaging Italian-made cured meats. “Through a small acquisition or by expanding via joint ventures with local partners,” emphasises the CEO. These operations could also be finalised in the coming years using funds from the investment plan, “with new factories, distribution centres and restaurants. It is the strategy and philosophy of being a family-run business that sets us apart and which we will continue to pursue,” concludes Vincenzo Cremonini.
