Headline:Renew Infra Grp Ld – Announcement of 2025 Annual ResultsDate/Time:27/02/2026 07:00:50 ▼

27 February 2026

The Renewables Infrastructure Group Limited

The Renewables Infrastructure Group (“TRIG” or “the Company”) is a London-listed renewable energy investment company. TRIG creates shareholder value through a resilient dividend and long-term capital growth, underpinned by a diversified portfolio of renewable energy infrastructure, and managed jointly by specialist investment and operations managers.

Announcement of 2025 Annual Results

TRIG announces its Annual Results for the Company for the year ended 31 December 2025. The Annual Report and Accounts are available on the Company’s website: www.trig-ltd.com.

Highlights

For the year ended 31 December 2025

Resilient cash generation and reduction in Net Asset Value in a challenging macro environment:

·	Operational cash flows of £375 million, covering the dividend 2.1x on a gross basis (2024: 2.1x) and 1.0x (2024: 1.0x) on a net basis after the repayment of £192m project level debt.
·	Net Asset Value (“NAV”) per share2 of 104.0p (31 December 2024: 115.9p), a reduction of 11.9p over the year, driven primarily by external factors including lower power price forecasts, low wind resource and higher discount rates.
·	The weighted average Portfolio Valuation3 discount rate as at 31 December 2025 has increased to 9.0% (31 December 2024: 8.6%), primarily reflecting discount rate increases for European assets and UK offshore wind assets and regulatory changes.

Disciplined capital allocation and conservative balance sheet management:

·	£200 million private placement debt raised post year‑end in February 2026, with a repayment profile that maintains the Company’s low interest rate risk and low refinancing risk. Approximately 90% of project-level debt is fixed rate and fully amortising.
·	Long-term gearing represents 41% of look-through enterprise value with disposals being actively progressed to further reduce short term borrowings.
·	Strong revenue visibility with 75% of portfolio revenues fixed per MWh over the next five years.
·	£80m of the Company’s £150m share buyback programme has been completed, consistent with the proceeds from the €100m partial sell-down of the Gode offshore windfarm. With the private placement raised, the Board is accelerating the share buyback programme alongside these results.

Clear strategy to support long‑term returns:

·	Active portfolio management delivered £32 million of value‑enhancing commercial and operational initiatives during the year.
·	Progress across TRIG’s 900MW development pipeline, with over 200MW of projects in construction, including the 78MW Ryton battery storage project and repowering of Cuxac onshore wind farm.
·	Target dividend for 2026 maintained at 7.55p per share3, reflecting the Board’s focus on balancing an attractive income yield with the restoration of net dividend cover to support future growth.

Richard Morse, Chairman of TRIG, said:

“2025 was a challenging year impacted by policy uncertainty, low wind resource and lower power price forecasts, all of which weighed on the Company’s valuation.

Despite these challenges, TRIG’s portfolio and business model has again demonstrated its resilience by generating £375 million of operational cash which funded a fully covered dividend and enabled significant debt reduction to strengthen the Company’s balance sheet.

Our priority is to restore dividend cover to historical levels and to deliver on the targets we set last year. The Board remains confident in TRIG’s standalone strategy to provide our investors with a sustainable dividend and the opportunity for capital growth.”

Footnotes:

The Company

The Renewables Infrastructure Group (“TRIG” or the “Company”) is a leading London-listed renewable energy infrastructure investment company. The Company seeks to provide shareholders with an attractive long-term, income-based return with a positive correlation to inflation by focusing on strong cash generation across a diversified portfolio of predominantly operating projects.

TRIG is invested in a portfolio of wind, solar and battery storage projects across six markets in Europe with a net operational capacity of 2.3GW. In 2025, the portfolio generated enough renewable electricity to power the equivalent of 1.6 million homes and to avoid 1.8 million tonnes of carbon emissions per annum.

Further details can be found on TRIG’s website at www.trig-ltd.com.

Investment Manager

InfraRed is a leading international mid-market infrastructure asset manager. Over the past 25 years, InfraRed has established itself as a highly successful developer, particularly in early-stage projects, and an active steward of essential infrastructure.

InfraRed manages US$13bn of equity capital¹ for investors around the globe in listed and private funds across both core and value-add strategies.

InfraRed combines a global reach, operating worldwide from offices in London, Frankfurt, Madrid, New York, Miami, Sydney and Seoul, with deep sector expertise from a team of more than 160 people.

InfraRed is part of SLC Management, the institutional alternatives and traditional asset management business of Sun Life, and benefits from its scale and global platform.

Operations Manager

TRIG’s Operations Manager is RES (“Renewable Energy Systems”). RES is the world’s largest independent renewable energy company, working across 24 countries and active in wind, solar, energy storage, biomass, hydro, green hydrogen, transmission, and distribution. An industry innovator for over 40 years, RES has delivered more than 29GW of renewable energy projects across the globe.

As a service provider, RES has the skills and experience in asset management, operations and maintenance (O&M), and spare parts – supporting 45GW of renewable assets worldwide. RES brings to the market a range of purposeful, practical technology-based products and digital solutions designed to maximise investment and deployment of renewable energy. RES is the power behind a clean energy future where everyone has access to affordable zero carbon energy bringing together global experience, passion, and the innovation of its 4,500 people to transform the way energy is generated, stored and supplied.

Further details can be found on the website at www.res-group.com.

Chair’s Statement

Overview

2025 was, in many ways, a frustrating year for The Renewables Infrastructure Group and I would like to extend my thanks to our shareholders for their support throughout. A combination of external factors including macroeconomic and public policy uncertainty (particularly in the United Kingdom); exceptionally low wind speeds; and reductions in power price forecasts all resulted in a lower Net Asset Value (“NAV”) of the Company and a tightening of the dividend cover.

The withdrawal of HICL from the proposed combination with TRIG late in the year was disappointing. While the combination process has delayed the implementation of TRIG’s standalone strategy that was set out at the Capital Markets Seminar in May 2025, including targeted asset sales and debt financing, the Board remains convinced that TRIG is well positioned as an independent business. Our confidence is underpinned by a clear strategy, a high-quality portfolio and shareholder support.

Our 2025 results reinforce the resilience and robustness of TRIG’s business model, reflected in £375m of operational cash generated¹, which funded a fully covered dividend in line with expectations and the repayment of £192m of project-level debt. We are pleased to have completed the £200m private placement debt issuance, which was announced on 12 February 2026. Disposal activity remains a key priority.

The Board remains committed to delivering capital and income growth to shareholders. Central to this is our policy of increasing the dividend to the extent it is prudent to do so, while retaining the flexibility to invest for attractive capital growth and desire to build cash dividend cover². The Board has decided to maintain the target dividend for 2026 at 7.55p per share. Having discussed the rate of dividend progression with shareholders over recent months, the Board has concluded that there is recognition that the current dividend level is already at a highly attractive level, which represents 7% of NAV and a c.11% dividend yield³. The Board considers it important to prioritise restoring net dividend cover to the range 1.1x-1.2x to generate sufficient cash to fund investments that will drive future growth of the NAV. The Board will continue its open dialogue with shareholders on the Company’s strategy in 2026.

Facilitating long-term growth through active portfolio management is core to TRIG’s strategy. This strategy is underpinned by debt capacity and active portfolio rotation, accretive reinvestment and additional commercial and operational levers. It is anchored by a robust approach to capital allocation and a resilient dividend. Feedback from shareholders has been supportive of this strategy.

Key highlights of strategic progress made by the two Managers in 2025:

In 2025, our 2.3GW portfolio generated 5.4TWh of clean electricity, the equivalent of 2% of the UK’s total electricity generation⁴. TRIG’s high-quality portfolio located across the UK and Europe is the Company’s bedrock. Over 65% of the portfolio’s revenues are fixed per MWh generated over the next ten years, and c.90% of debt is fixed rate and fully amortising in line with the profile of fixed-price revenues. This deliberately considered approach to revenue and balance sheet management is unique among listed renewables investment companies and gives the Board maximum flexibility when evolving the strategy and appraising the options for the Company in order to maximise long-term returns for shareholders.

During the year, the Board secured a reduction in management fees for TRIG, amounting to c.£8m p.a. (a 28% reduction), which contributes to the cost efficiency of the Company⁵. The total operating expenses ratio for 2025 was 0.94%. Good and efficient governance remains a focus and the breadth of skills of the Directors means that TRIG is able to deliver a diversified, active-management strategy at scale with a lean Board of Directors.

Financial performance

TRIG’s portfolio is highly cash generative with operational cash flows generated in 2025 totalling £375m, representing 2.1 times gross cash cover of the 2025 dividend. After project-level debt repayments of £192m across the Group⁶, net dividend cover was 1.0 times.

As signalled in the Company’s 2025 Interim Results, dividend cover for 2025 was moderated by below budget portfolio generation predominantly due to significantly lower than average wind speeds in H1. Meanwhile, actual power price levels achieved during the year were broadly in line with budgeted levels.

The Company’s Net Asset Value per share as at 31 December 2025 was 104.0p, an 11.9p reduction to the prior year driven principally by macro and external factors. The external factors that weighed on the valuation included lower revenue price forecasts (-6.5p), low wind resource in the year and unscheduled, uncompensated grid outages (-4.2p) and higher discount rates reflecting the increase in European reference rates and the softer market for UK offshore wind investments (-2.4p).

The Managers’ value enhancement activities including improving energy yields through software and hardware upgrades and entering into fixed power price arrangements added 1.3p to NAV. Earnings per share for the year was -5.4p, reflecting the reduction in valuation.

Capital allocation

Given the prevailing weakness in the TRIG share price, which is consistent with the broader sector, the Board recognises the extraordinary value offered through buying back the Company’s shares. £80m of the Company’s £150m share buyback programme has been completed, consistent with the proceeds from the €100m partial sell-down of the Gode offshore windfarm. The Board has varied the pace of the buyback programme throughout the year in response to TRIG’s share price, while being mindful of the Company’s cash resources. New investments entered into exceeded the hurdle rate set by share buybacks.

With the private placement debt now raised, the Board is increasing the pace of the buyback. A further assessment will be made as to the size and pace of the share buyback programme as disposals are executed. The Board remains focused on disciplined capital allocation to drive shareholder returns and will continue to consider carefully the right balance between retaining capital for accretive growth and returning capital to shareholders through dividends and share buybacks.

Outlook

Every asset class is defined by its return relative to the risk taken. It is how opportunities are pursued and risk is managed that defines the success of any investment strategy over the longer term.

Renewables assets are subject to the same principal risks today as in 2013, when the first renewables infrastructure investment companies, including TRIG, were launched. This principally includes exposure to movements in power prices, underlying portfolio performance, and regulatory and public policy risk. The increased risks have weighed on sector NAVs and sentiment over the past 24 months, overlaid with an increase in the cost of capital to levels not seen for almost 20 years.

The TRIG Board believes the companies that will weather these challenges and deliver long-term value to shareholders are those that can operate at scale with a growth investment pipeline, remain diversified across geographies and technologies, provide clear cash flow visibility, resilient portfolio earnings and a robust capital structure. TRIG is the only London-listed renewables investment company fulfilling all of these criteria, managed by its unique dual manager structure.

The Company will have its first Continuation Vote at the Annual General Meeting in June 2026. Ahead of that vote, the Board will present a fulsome update on strategy to shareholders at a Capital Markets Seminar in May 2026, which will seek to give investors the opportunity to support the Company’s long term future with confidence.

Looking forward, the energy transition remains embedded within government policy and central to corporate strategies across Europe. Society continues to demand more secure and cleaner electricity generation. TRIG provides investors with access to the megatrend of global electrification and the UK’s desire for a cleaner, secure and affordable energy system.

In 2025, energy demand in the European Union returned to growth for the first time since 2017 and electricity demand is forecast to increase by around 2% per year through 2030. While Britain recorded a second consecutive year of power demand growth and the fastest annual growth for the first time in over two decades.⁷ Renewables capacity continues to grow, with capacity expansions setting records for 22 years running.⁸ TRIG is actively participating in this transition, reinvesting into new capacity to extend the life of our portfolio, while continuing to offer shareholders an attractive, resilient dividend alongside the potential for capital growth.

Richard Morse

Chair
26 February 2026

Investment Report

Financial highlights

Financial performance and near-term outlook

For a full table of financial performance metrics for the year, see the table on page 18 of the Annual Report.

The Company expects to sell assets in line with the portfolio rotation strategy, which can be expected to reduce revenue, EBITDA, project and fund-level debt. New higher returning projects can be expected to grow revenue and EBITDA as these come into operation once through construction.

Cash flows and near-term outlook

The Group’s operational cash flow for the year was £375m, which represents 2.1 times gross cover of the £182m cash dividend paid to shareholders. Operational cash flows were used to repay £192m project-level debt. After operating expenses, finance costs and working capital, the Group’s distributable cash flow of £183m (2024: £184m) covered the cash dividend 1.0 times.

Pro-forma portfolio EBITDA for the year was £459m (2024: £493m). The table on the previous page shows TRIG’s share (pro-rated for TRIG investment %) of revenues, portfolio EBITDA and cash received from investments. The reduction from 2024 is predominantly due to a combination of the partial sale of Gode (c.£25m of the reduction) in addition to low wind resource, low power prices in Sweden (resulting in economic curtailment) and higher uncompensated grid downtime during 2025.

The balances on the opposite page are not on a statutory IFRS basis, but are pro-forma portfolio balances, which show the Group’s share of the revenue and EBITDA for each of the projects. These balances have been provided to give shareholders more transparency as to the Group’s underlying portfolio performance, capacity for investments and resilience to service the dividend.

In the absence of any disposals or assets entering operations, and assuming the normalisation of wind resource and recognising that the more significant grid outages experienced in 2025 are being resolved, revenues are expected to improve from 2025 to 2026.

Revenues were lower in 2025 compared to 2024, driven by the same factors as covered above for portfolio EBITDA (Gode disposal, wind resource, economic curtailment and grid downtime). Distributable cash flow reduced less than revenue and portfolio EBITDA from 2024 to 2025, principally as a result of taxes and debt service paid at Gode reducing the impact with the sell down of the investment.

Portfolio EBITDA margin was strong at 71% reflecting the high capital expenditure and low operational gearing of renewables projects. After servicing project finance interest and debt repayments, tax and working capital, cash is distributed from the portfolio to TRIG.

Valuation

The Company’s Net Asset Value as at 31 December 2025 was 104.0p per share (31 December 2024: 115.9p per share) and the Company’s portfolio valuation was £2,875m. Earnings for the year were -5.4p per share (2024: -4.7p), principally due to macro and external factors.

InfraRed and RES continue to actively manage TRIG’s portfolio to reduce the impact of the macro environment and external factors on the portfolio valuation, adding c.£32m in the year to portfolio valuation.

Active management of TRIG’s financial and operational activities includes energy yield enhancements across several assets, profit on disposal for the partial stake in Gode, active revenue management across the portfolio and value addition in relation to a planned adjacent battery project to the existing Valdesolar solar farm in Spain. These resulted in a combined positive impact to NAV per share. In addition, share buybacks added 0.8p per share to NAV.

Macroeconomic movements and changes in government policy adversely impacted the Portfolio Valuation, and therefore earnings, by 7.6p per share. These included reductions in revenue forecasts, increases in discount rates across Europe and UK offshore wind, changes in the UK Government’s indexation basis for RO and FIT arrangements, and reductions in capital allowances and increases in business rates announced in the UK Government’s Autumn 2025 Budget. Other factors, principally lower than forecast generation due to low UK wind speeds, reduced the NAV by a further 6.3p per share.

Greater detail on the valuation movements for the year ended 31 December 2025 can be found in the Valuation of the Portfolio section on page 37.

Capital allocation

Responsible balance sheet management and disciplined capital allocation are important factors to help address TRIG’s 38% share price discount to Net Asset Value as at 25 February 2026.

In March 2025, €100m of proceeds were received from partial sale of a stake in the Gode offshore wind farm at a 9% premium to NAV to the valuation of the investment as at 31 December 2023.

In February 2026, TRIG issued a £200m debt private placement. Following strong demand, the issuance was upsized from the £150m target and pricing tightened to a weighted average interest rate of 5.23%. The debt has an amortisation profile aligned with the term of TRIG’s current fixed-revenue arrangements that ensures TRIG continues to have low interest rate and low refinancing risks.

The market for secondary renewables transactions has evolved over the past couple of years with an oversupply of renewables assets, in particular resulting from developers selling positions to strengthen their balance sheet, relative to the capital looking to deploy into renewables investments. An imbalance partly caused by regulatory uncertainty, particularly in the UK. While it was positive that potential plans to overhaul and disrupt the electricity market were abandoned by the UK Government during the summer, this was promptly followed by a consultation to retrospectively change the basis of indexation for RO and FIT arrangements, which has continued to depress sentiment towards the sector going into 2026 despite robust underlying performance of investments.

During 2025, the Board has progressed its capital allocation priorities.

Share buybacks delivered 0.8p of NAV per share accretion in the year to 31 December 2025 from the repurchase of 73 million shares for £57m. Buybacks at a significant discount to NAV are accretive to NAV per share and distributable cash flow per share. The buyback programme was suspended from 17 November 2025 while the proposed combination with HICL was announced, before being recommenced on 12 January 2026.

The vast majority of TRIG’s debt is long-term, fixed-rate, amortising project-level debt. The average interest rate on TRIG’s overall debt is 3.8%. Project-level debt was reduced by £192m in the period and was £1.7bn as at 31 December 2025, representing 37% of enterprise value. Including the £200m private placement signed post-year-end, this structural debt would represent 41% of enterprise value. TRIG’s exposure to floating-rate debt and refinancing risk is limited to the Company’s Revolving Credit Facility. Borrowings under the RCF were £213m on 25 February 2026 following receipt of proceeds from the private placement issuance. The interest rate on the RCF is currently c.5%, drawn in both Sterling and Euros.

£116m of construction spend was incurred during the year, mostly relating to the Ryton and Spennymoor battery storage projects and the repowering of the Cuxac onshore wind farm. Development and construction-stage investments are a strategic priority of the Company to enhance returns, extend the life of the portfolio and progress technology diversification. New investment decisions are benchmarked against alternative uses of capital, particularly share buybacks.

As at 31 December 2025, the Company had outstanding investment commitments of £114m, principally relating to construction activities.

Dividend

The Company’s dividend policy is to increase the dividend when the Board considers it prudent to do so, considering forecast cash flows, expected dividend cover, inflation across TRIG’s key markets, the outlook for electricity prices and the operational performance of the Company’s portfolio. The dividend target for 2026 has been set at 7.55p per share, maintaining the level of the 2025 dividend. The Board has discussed the rate of dividend progression in detail with shareholders during 2025 and there is recognition that this dividend level, which represents 7% of NAV, is at a highly attractive level while prioritising restoring net dividend cover to 1.1x-1.2x. The 2026 dividend target represents a c.11% yield to TRIG’s closing share price on 25 February 2026

Commenting on today’s results, Lucinda Riches, Chairman of Greencoat UK Wind, said:

“The Board and the Investment Manager recognise that this has been a further challenging year for investors and have been working tirelessly to protect and build shareholder value. Net cash generation remained robust at £291 million. Material progress has been made on capital allocation in 2025, having delivered a 12th consecutive year of dividend increases with or ahead of inflation, significant divestments at prevailing NAVs, a sector-leading share buyback programme and a material reduction in debt principal.

We recognise the need to continue to take further action to rebuild shareholder value and we have clear priorities for capital allocation during 2026 which include further divestments, reducing gearing, continuing share buybacks and a disciplined return to reinvestment. Beyond that, our structurally high dividend cover model is expected to deliver around £1 billion of excess cashflow over the next five years which, when supported by further strategic disposals, provides significant optionality to enhance value for shareholders. The Board and the Investment Manager remain fully aligned with shareholders and committed to making the right decisions to deliver long term value for all shareholders.”

Dividend Policy

Following the outcome of the Renewable Obligation (RO) Indexation Consultation, which changed the indexation basis for the RO scheme, the Company has reviewed its dividend policy.

The principal instrument from which the Company derived explicit RPI cashflow linkage was the RO scheme, which will now be indexed to CPI. The Company’s CFD investments also have explicit CPI linkage. The Board therefore determined that its dividend policy will now be to aim to provide shareholders with an annual dividend that increases in line with CPI inflation and, accordingly, the Company will target a dividend of 10.70 pence per share for 2026, a 3.4 per cent increase in line with December 2025’s CPI, which continues to be underpinned by our strong cashflow generation.

Current yield 10.7%

Current discount to NAV 30%

After falling up to 45% in 2025, are these now the best stocks to buy in 2026?

Market downturns and managerial mistakes have sent these stocks plummeting, but are they now potentially some of the best to buy for a long-term recovery?

Posted by Zaven Boyrazian, CFA

Published 22 February

DGE SFR

You’re reading a free article with opinions that may differ from The Motley Fool’s Premium Investing Services.

When it comes to finding top stocks to buy, often the best place to start is among the biggest losers. Why? Because even when shares fall for a good reason, investors can often overreact, turning a once-overvalued stock into a bargain buying opportunity.

Looking at some of the weakest performers in 2025, Diageo (LSE:DGE) stands out as a frail player, having dropped around 34%. And Severfield (LSE:SFR) has seen its market-cap shrink even further by 45% over the same period.

Diageo’s turnaround potential

Let’s start with the FTSE 100’s leading beverages business. Diageo’s been mired by adverse market conditions alongside poor strategic decisions from management. But with a new leader at the helm since 2026 kicked off, the company’s already making some radical moves to change its fate.

Portfolio optimisation efforts are already underway, with several of the group’s underperforming brands now under review for potential divestments. No new major disposals have yet been confirmed in 2026. However, such moves would rapidly raise some welcome liquidity to tackle outstanding debts while simultaneously refocusing the business on its best brands.

Of course, divestments also carry significant execution risks. There’s no guarantee Diageo will be able to get a fair price and may end up destroying shareholder value in the process. At the same time, with younger generations seemingly drinking less, it introduces some notable long-term demand uncertainty.

Nevertheless, with the stock trading at just 11.6 times forward earnings following its multi-year share price decline, that might be a risk worth considering.

Engineering steely resolve

Severfield, meanwhile, is another international enterprise hit hard in recent years. As the UK’s largest steel contractor, the business has been hit with a number of headwinds.

Rising commodity prices alongside US tariffs have been squeezing profit margins. And the impact has only been compounded by soft construction sector activity due to higher interest rates. The result has been a sharp decline in sales and a complete collapse of underlying operating profits.

However, the firm’s fortunes could be about to change. With interest rates still on a steady downward trajectory, commercial infrastructure projects have started ramping back up again.

That’s already translated into some early recovery signs for its order book, with management highlighting attractive large-scale projects landing in its 2027 fiscal year (ending in May). And with the UK government also outlining new infrastructure spending ambitions in the coming years, Severfield could be positioned for a multi-year recovery.

What’s the verdict?

To say which stock is the best is very subjective. But between these two fallen icons, Diageo currently looks more interesting, in my opinion. The business appears to have notably more levers it can pull to get things back on track, while Severfield appears more dependent on an external market recovery beyond management’s control.

Diageo shares plunge another 7% on grim results – buying opportunity or value trap?

Diageo shares are falling yet again as 2026 interims disappoint investors this morning. But Harvey Jones wonders if we’re finally looking at the turning point.

Posted by Harvey Jones

Published 25 February

DGE

You’re reading a free article with opinions that may differ from The Motley Fool’s Premium Investing Services.

Investors who thought Diageo (LSE: DGE) shares were finally ripe for a recovery have had a brutal wake-up call today (25 February), as full-year 2026 interim results brought yet more bad news. How long can this go on?

I’ve personally bought shares in the FTSE 100 spirits giant five times since the meltdown began in November 2023, triggered by a profit warning as sales in its Latin American and Caribbean market slumped. Despite being one of Britain’s most admired blue-chips, a globally diversified operation with a fantastic array of drinks brands, the news just keeps deteriorating. So is today’s dip the end of the road, or the start of something special?

Serial FTSE 100 struggler

A word of warning. My glass has always been half full with Diageo. Every time the shares have fallen in the last two-and-a-half years, I’ve added another chunk to my SIPP. Today, its glass looks pretty empty. Yet I’m still tempted.

This morning, the Guinness and Johnnie Walker maker cut full-year 2026 guidance for the second time in three months, with organic net sales expected to fall by 2%-3%. Strong growth in Europe, Latin America and Africa was more than offset by sluggish US sales, where cash-strapped consumers are trading trade down from Diageo’s premium brands to cheaper alternatives. Chinese white spirits also continued to struggle.

Net sales fell 4% to $10.5bn in the six months to 31 December. Adjusted operating profit slipped 2.8% to $3.3bn. For me, the killer blow was news that Diageo slashed its dividend in half, from 40.5 US cents per share to 20 cents.

That’s a real blow, especially as the shares had started to stir, rising around 10% over the last month. Now they’re down 15% over one year and a painful 48% over three.

Dave Lewis must turn this stock around

I suspected the first results under new CEO Dave Lewis might prove sticky. Lewis is best known for his turnaround at Tesco. He began there with a bout of so-called kitchen sinking, getting the bad news out early to reset expectations. I wondered if he might try something similar here. To a degree, he has.

I’m deeply disappointed by the dividend cut. The one consolation of a falling share price was the prospect of a higher yield, which was nearing 5%. Now we’re back around the old 2%. Lewis will have to justify that sacrifice by delivering bags of growth, and hiking the dividend when the good times return. Assuming they do.

He insists he already sees significant opportunities to act more decisively, sharpen competitiveness and broaden the portfolio to drive higher growth. Savings from slashing the dividend will strengthen the balance sheet and boost financial flexibility. Let’s hope he’s right.

Diageo shares now trade on a price-to-earnings ratio of 15.4. That looks good value, but then again it’s looked good value for sometime, and the news keeps getting worse. There may be more painful days ahead, and the lower dividend won’t ease the pain. But for long-term investors willing to sit tight, I still believe Diageo is worth considering. Let’s hope one day I’m proved right.

I’ve bought 11686 shares in FGEN for 8k.

Foresight Environmental Infrastructure

Net Asset Value and Dividend Announcement

25/02/2026 7:00am

RNS Regulatory News

FORESIGHT ENVIRONMENTAL INFRASTRUCTURE LIMITED

(“FGEN” or the “Company”)

Net Asset Value and Dividend Announcement

The Board of FGEN, a leading investor in private environmental infrastructure assets across the UK and mainland Europe, announces that its unaudited Net Asset Value (“NAV”) at 31 December 2025 was £651.7 million (104.6 pence per share). After paying the quarterly dividend of 1.99 pence per share, the Company delivered a positive NAV Total Return of 1.8% for the quarter.

Highlights in the period

·   NAV of £651.7 million as at 31 December 2025 (£652.7 million as at 30 September 2025). NAV per share of 104.6 pence, broadly in-line with the end of the prior quarter (104.7 pence as at 30 September 2025).

·   Delivering on dividend commitment: Quarterly dividend declared of 1.99 pence in line with the Company’s target of 7.96 pence per share for the year to 31 March 2026, a 2.1% uplift on the previous financial year.

·   Cash generation remains robust, underpinned by the resilience of the Company’s diversification strategy, FGEN remains on track to deliver a dividend cover of 1.20x-1.30x for the year after amortising project debt facilities.

·   Maintaining a conservative balance sheet remains a key priority. Gearing of 30.9% at 31 December 2025 (30.6% at 30 September 2025).

·   Income and growth potential with Rjukan, the Glasshouse and CNG Fuels continuing to progress through their ramp-up phases.

Ed Warner, Chair of FGEN said:

“FGEN has delivered another quarter of stable performance, with NAV broadly unchanged and cash generation remaining robust. Our diversified portfolio continues to demonstrate its resilience, supporting our confidence in meeting the dividend target for the year while maintaining strong dividend cover.

“We remain firmly committed to a disciplined approach to gearing and balance sheet management, ensuring the Company is well positioned for long‑term sustainable growth.

“Our growth assets – including Rjukan, the Glasshouse and CNG Fuels – are progressing through their ramp‑up phases and we see some encouraging signs that support the growth and value-creation potential of the portfolio.”

Summary of changes in NAV:

	NAV per share
NAV at 30 September 2025	104.7p
Dividends paid in the period	-2.0p
Power price forecasts	-0.9p
RO/FIT consultation outcome	-0.5p
Battery energy storage forecasts	+0.4p
Inflation	+0.1p
Portfolio performance	-0.1p
Other movements (including discount rate unwind less fund overheads)	+2.9p
NAV at 31 December 2025	104.6p

Valuation factors

Power price forecasts

Short-term power price forecasts provided by independent third-party consultants have softened since the prior valuation date. While this has reduced forward merchant pricing assumptions across the portfolio, the impact has been partially offset by the Company’s existing power price fixes and contracted revenues across a diversified pool of underlying sectors. Overall, the net effect of updated power price forecasts was a reduction in NAV per share of 0.9 pence.

RO/FIT consultation outcome

In line with the Company’s announcement on 14 November 2025, updated assumptions reflecting the outcome of the UK Government’s Renewable Obligation and Feed-in Tariffs consultation have been incorporated into the valuation. From 1 April 2026, both schemes will be indexed at the Consumer Price Index (“CPI”). The impact of these changes reduced NAV per share by 0.5 pence in the period.

Battery energy storage forecasts

Updated third-party revenue forecasts for FGEN’s 100MW operational battery energy storage assets reflect a recovery in market conditions across South England and Scotland. The revised assumptions resulted in an increase in NAV per share of 0.4 pence.

Inflation

Inflation inputs have been updated to reflect the December-to-December actuals for 2025, with RPI and CPI set at 4.18% and 3.32% respectively.

The CPI forecast has been revised to 2.5% from 2026 to 2030, based on third-party forecasts, with longer-term assumptions unchanged. The net impact of updated inflation assumptions increased NAV per share by 0.1 pence.

Portfolio performance

Overall, the portfolio performed broadly in line with expectations, with energy generation being 1.6% under budget before any potential recoveries are considered through either the contractual security in place with external operators or through insurance means.

Within that, national wind speeds and solar irradiance performed below long run averages and unplanned downtime occurred at FGEN’s biomass facility due to leaks in sections of the boiler which are currently being assessed. Offsetting that is another period of exceptional above-budget performance from the Company’s crop-based anaerobic digestion investments – again showing the importance of a diversified portfolio across technologies that include crucial baseload assets that are less susceptible to short term fluctuations in weather patterns.

After another period of resilient operational performance, the Company remains on track to deliver a slightly improved full year dividend cover versus the 1.22x reported for the first six months of the financial year.

Other NAV movements

The usual discount rate unwind net of fund operating costs accounted for 2.1 pence per share of the overall positive movement of 2.9 pence per share for the period. The majority of the balance is driven by two specific value enhancement initiatives.

The Pressure Reduction System which underpins the Gas Shipping value enhancement initiative at Vulcan Renewables contributed 0.6 pence per share to the NAV this quarter, reflecting further value realisation through newly agreed offtake arrangements and continued strong performance on site.

In addition, CNG Fuels’ renewable transport fuel certificate pricing assumptions were raised to 27p, reflecting sustained recent performance and market expectations, adding 0.4 pence per share.

Update on status of FGEN’s growth assets

CNG Fuels continues to perform strongly, with biomethane‑fuelled HGVs remaining the leading large‑scale decarbonisation option supporting a 15% year‑on‑year increase in fuel dispensed, alongside growing adoption of heavier 6×2 vehicles. The RTFC business also remains strongly cash‑generative. At the Rjukan aquaculture facility, operations continue to be optimised and refined following first harvest in 2025 with a gradual production ramp up to the long-term target of 8,000 tonnes of sales per annum by 2028 and EBITDA breakeven forecast for H1 2027 as a critical milestone. Meanwhile, the Glasshouse continues to show strong traction as the UK’s leading domestic supplier of high‑quality medical cannabis, now supplying six of the eight largest clinics in the UK and showing gross profit and EBITDA figures ahead of budget for the year to date – with monthly sales peaking at 270kg in November – above the breakeven level of approximately 200kg per month required to be cash positive.

Gearing

In line with the Company’s stated approach to capital allocation and prudent debt management, FGEN continues to maintain one of the lowest gearing levels in the sector. As at 31 December 2025, total gearing was 30.9%, (30.6% at 30 September 2025) with £128.3 million drawn under the Company’s £150m Revolving Credit Facility.

Dividend

The Company also declares a quarterly interim dividend of 1.99 pence per share for the quarter ended 31 December 2025, consistent with the full-year target of 7.96 pence per share for the year to 31 March 2026, as set out in the 2025 Annual Report. This equates to a yield of 11.8% on the closing share price on 24 February 2026.

Dividend Timetable

Ex-dividend date         5 March 2026

Record date                6 March 2026

Payment date                         27 March 2026

This Major Market Rotation Just Handed Dividend Investors A Huge Gift

Feb. 23, 2026

Samuel Smith

Summary

• Capital is rotating aggressively, and most investors are reacting emotionally instead of strategically.
• Some sectors look unstoppable… others look broken. The truth may surprise you.
• Here’s how I’m taking advantage of this massive market rotation to target 7-8% yields with below-market volatility.

So far in 2026, there is sharp dispersion going on in various sectors with the dividend stock universe (SCHD). On the one hand, you have energy stocks (XLE), MLPs (AMLP), infrastructure (UTF), utilities (XLU), and precious metals (GDX) related stocks that are soaring higher.

At the same time, BDCs (BIZD) and alternative asset managers (GPZ) are getting crushed.

While this is causing many investors who own shares in BDCs and/or alternative asset managers to panic, for me, it is an ideal investing environment. This is because volatility and dispersion of performance of these income-generating sectors is the very fuel that powers my strategy and my long-term total return outperformance, rather than threatening it. When capital rotates aggressively from one sector to another, valuation multiples tend to become detached from fundamentals, both on the upside and on the downside. This enables me to implement disciplined value investing principles and to recycle capital to produce outsized total returns over the long term. In this article, I will detail why.

When Volatility Becomes a Gift for Income Investors

Put simply, when markets get very volatile and some sectors soar while others plunge, it allows a disciplined value investor to harvest gains from fully valued or overvalued positions and recycle that capital into deeply undervalued opportunities. This enables me to both accelerate my passive income growth by trimming stocks whose dividend yields have become suppressed from soaring stock prices and recycle the capital into stocks whose dividend yields have soared due to their stock price getting beaten down, as well as accelerate my long-term total return compounding because it enables me to arbitrage fluctuations in valuation multiples on top of the compounding already being generated by dividend payouts and growth. By pursuing this strategy while still maintaining some portfolio diversification, it enables me to allow volatility to serve me rather than the other way around.

Why Sector-Level Sell-Offs Are Even Better Than Market Crashes

While a general market sell-off is typically something that I appreciate as an investor who has earned income coming in because it enables me to deploy capital at lower valuations than I would have otherwise, I actually like sector-level volatility far more. Such volatility enables me to not only deploy new capital at attractive yields and valuations into the out-of-favor sectors, but it also enables me to recycle some capital out of in-favor sectors into these out-of-favor sectors, thus further amplifying the amount at which I am able to take advantage of these sell-offs. This is especially true when these dislocations are far more substantial than the underlying changes in fundamentals.

Today, BDCs and alternative asset managers are being hammered by negative headlines, causing leading BDCs like Blackstone Secured Lending (BXSL), Hercules Capital (HTGC), Ares Capital Corporation (ARCC), Blue Owl Capital Corporation (OBDC), and many others to sell off aggressively, while alternative asset managers like Blackstone (BX), Ares Management (ARES), Apollo Global Management (APO), KKR & Co. (KKR), and others are also getting hammered. At the same time, however, these companies all continue to post solid underlying fundamentals, are growing their assets under management and their dividends (in the case of alternative asset managers), and (in the case of BDCs) are keeping their non-accruals fairly low while continuing to pay out attractive dividends. Thus, I think that the sell-off presents a compelling buying opportunity.

Meanwhile, midstream companies generate fairly stable cash flows regardless of the commodity price environment, but they have been soaring higher recently, as have utilities and other infrastructure plays. Precious metals miners have also been soaring higher. Yes, the fundamentals are solid in these businesses, but I think that, in some cases, the run-up has been excessive relative to changing fundamentals. Thus, I am finding increasing opportunities to trim or even sell my holdings in the energy, infrastructure, and precious metals sectors and recycle the capital into higher-yielding and deeply undervalued yet still high-quality alternative asset managers and BDCs that are posting solid fundamentals yet are deeply undervalued.

My Three Unshakable Pillars for Navigating Market Rotations

So how exactly am I doing this, and what principles do I follow as I decide where and how much to trim from positions that are soaring and reallocate to positions that have been oversold by the market?

First of all, value investing discipline guides all of my trades. What that means is I try as much as possible to block out market sentiment and not allow stocks rising rapidly to color my view of fair value, nor a plunging stock to color my view of fair value. Instead, I look at the fundamentals, the conservative outlook for future growth for that business, and determine what a fair value is for that stock.

Another pillar is maintaining portfolio diversification. What this means is that even if one sector is very much in favor and another one is very much out of favor, I seldom would ever go fully into the out-of-favor sector, even if I think it offers much better value, because ultimately I realize that I am not omniscient and that the market could be seeing something that I am not. Therefore, I try to maintain at least some portfolio diversification to guard against a major macro shift completely obliterating my portfolio.

At the same time, though, I implement opportunistic capital recycling. So when fundamentals and value diverge, I tend to rotate capital as guided by my valuation principles, while at the same time somewhat limited by my diversification framework into rotating capital from overvalued positions into undervalued positions.

In so doing, I still maintain diversification, which helps keep my risk-adjusted returns attractive, while also accelerating the compounding process of both my passive income stream as well as my total returns over the long term. It can definitely feel painful in the short term, especially if I sell a position and it continues to soar higher, or I buy a stock, and it continues to plunge lower. In fact, more often than not, this seems to be the case. However, over the long term, this strategy has paid off richly for me, and I expect it to continue doing so moving forward, especially if I can maintain proper diversification so that, at the times when I do get it wrong, it does not completely set me back.

Positioning for AI Disruption Without Overreaching

Another major risk to the strategy in the current market is that AI disruption has the potential to be very significant in the coming years. Therefore, if the market is selling off a stock because of concerns that AI is going to disrupt industries such as the software-as-a-service industry, as I recently detailed here, I need to take extra precautions to make sure that I am not betting heavily against future disruption. I think one way to do this is to either steer clear of sectors altogether or, if I feel like I have a degree of understanding of how the disruption is going to impact it, try to position myself conservatively in the capital stack such that it will likely weather the disruption just fine and, due to the large margin of safety in the valuation that I am buying at, will end up generating attractive total returns over time. This is what I am doing with my investments in senior secured software loans in diversified, actively managed portfolios with skilled managers like HTGC, rather than simply buying the dip in software common equities.

Why This is the Most Important Market Rotation Nobody is Talking About

While chasing hot stocks can be fun and even easy in the near term and lead to strong short-term results, you also run the risk of buying near the top and then getting hammered on the inevitable correction. Instead, if you can be guided by valuation and fundamentals and invest where those are disconnected, while still tempering that opportunistic capital recycling approach with proper portfolio diversification principles, you can view periods of market volatility like this as incredible gifts, as they enable you to allow valuation multiple expansion and contraction to work alongside dividends and per-share growth to accelerate your compounding process over time.

After much deliberation I’ve decided to sell the SNOWBALL shares in SUPR for a total profit of £1,181.00.

The SNOWBALL bought too early so anyone buying later should have earned more profit but it has earned 3,099 pounds in dividends and these have earned more dividends as they were re-invested.

If the SNOWBALL was near to withdrawing the earned dividends, I wouldn’t have sold, as it’s one of the safest highest dividends in the Investment Trust world but as it’s trading back to NAV there may be better but more risky opportunities in the market.

GCP Infrastructure – Delivering on its promises

• 20 February 2026
• GCP Infrastructure : GCP
• James Carthew

Delivering on its promises

GCP Infrastructure (GCP) is now over 15 years old. Investors who subscribed at IPO have already received all of their investment back in dividends alone.

While the NAV has been fairly stable, factoring in both income and capital from launch to the end of December 2025, GCP generated a total NAV return of 187%. Despite this long-term record, GCP’s shares have traded on a wide – and we feel unjustified – discount for several years. That boosts its dividend yield, which is currently 9.1%.

For two years, GCP has been releasing capital from its portfolio to reduce leverage, fund share buybacks, and improve the overall risk/reward profile of the portfolio. The recently announced exchange, which, if completed, will result in a repayment of £47.5m of loans secured against a portfolio of social housing properties, would take the total to about £128m, well on the way to its £150m target. GCP has repaid almost all of its debt, with the small remaining balance expected to be cleared following this repayment. Alongside this, the company has completed share buybacks totalling £24m of its £50m target. In addition, its investment adviser Gravis Capital Management (Gravis) has identified a £200m pipeline of further potential disposals.

Public-sector-backed, long-term cashflows

GCP aims to provide shareholders with sustained, long-term distributions and to preserve capital by generating exposure primarily to UK infrastructure debt or similar assets with predictable long-term cashflows.

Share price and premium/(discount)

Time period 31/01/2021 to 18/02/2026

Performance over 5 years

Time period 31/01/2021 to 31/01/2026

12 months ended	Share price TR (%)	NAV total return (%)	Earnings1 per share (pence)	Adjusted2 EPS (pence)	Dividend per share (pence)
30/09/2021	(7.9)	7.2	7.08	7.90	7.0
30/09/2022	3.8	15.8	15.88	8.33	7.0
30/09/2023	(25.2)	3.7	3.50	8.58	7.0
30/09/2024	28.2	2.2	2.25	7.09	7.0
30/09/2025	0.9	3.1	2.15	6.73	7.0

Source: Bloomberg, GCP, Marten & Co. Note 1) EPS figures taken from 30 September each year. Note 2) As disclosed by the company.

Company profile – regular, sustainable, long-term income

More information is available on the trust’s website

GCP Infrastructure Investments Limited (GCP) is a Jersey-incorporated, closed-ended investment company whose shares are traded on the main market of the London Stock Exchange. GCP aims to generate a regular, sustainable, long-term income while preserving investors’ capital. The company’s income is derived from loaning money predominantly at fixed rates to entities which derive their revenue – or a substantial portion of it – from UK public-sector-backed cashflows. Wherever it can, it tries to secure an element of inflation protection.

GCP’s portfolio is diversified across a range of different infrastructure subsectors. It includes exposure to renewable energy projects (where revenue is partly subsidy and partly linked to sales of power), PFI/PPP-type assets (whose revenue is predominantly based on the availability of the asset), and specialist supported social housing (where local authorities are renting specially-adapted residential accommodation for tenants with special needs).

The AIFM and investment adviser is Gravis Capital Management Limited (Gravis). Philip Kent is its CEO and the lead fund adviser to GCP.

The board is targeting a full-year dividend of 7.0p per share for the financial year ended 30 September 2026.

In December 2023, GCP announced a new capital allocation policy which prioritised a reduction in its leverage, improved risk-adjusted returns from the portfolio, and return of capital to shareholders through the use of share buybacks.

Opportunities to provide an attractive dividend yield from a relatively low risk portfolio

As the capital allocation policy progresses, GCP’s core proposition of providing an attractive dividend yield from a relatively low-risk portfolio should shine through.

Annualised downward revaluations of just 0.51%

The infrastructure sector is characterised by a relatively low economic sensitivity. It supports essential services, and this helps underpin predictable and reliable cash flows, which tend to be less correlated with wider markets. For GCP, which targets investments in debt rather than project equity, ranking higher up in the capital structure provides additional comfort. The company’s track record since launch reflects that, with annualised downward revaluations of GCP’s investments running at just 0.51% since launch, and we believe that this would have been lower still had ultra-low interest rate policies not distorted markets. GCP’s loans are backed by assets, which benefits its recovery rate in the event of default.

In the environment of higher interest rates that we find ourselves in, it is easier for GCP to achieve its target rate of return while managing down its risk profile. Under the capital allocation policy, the investment adviser has set out to improve the risk profile – by rebalancing the portfolio to be more debt-like and reducing the volatility in the valuation, while targeting exits in the supported living sector and reducing equity-like exposures – rather than chase ever-higher returns.

For the moment, the emphasis is on driving down GCP’s discount. At the current discount, buying back stock offers a better risk-adjusted return than making new investments. However, there should come a point where the balance shifts. The opportunity set available to GCP is considerable and, when the numbers add up, we would expect that most investors would be keen to see GCP make new investments.

It is clear that cash-strapped governments need to look to the private sector to help fund replacements for crumbling post-war infrastructure, achieve decarbonisation goals, and digitalise economies. GCP can and should have a role to play in this.

Market backdrop

Interest rates

As Figure 1 shows, UK interest rates have fallen across the board since the end of July 2025 (around the time that we last published on GCP). Concerns about UK government finances appear to have been allayed by the recent budget. Against this backdrop, the Bank of England cut its base rate to 3.75% in December 2025, and we could see a further reduction in a matter of weeks as four of nine members of its Monetary Policy Committee voted in favour of cutting the base rate to 3.5% at the last meeting on 4 February 2026.

Figure 1: Shift in UK yield curve since end July 2025

Source: Bloomberg

For GCP, the more important shift is in the medium-to-long-term interest rates. At the end of December 2025, the average life of the portfolio was 11 years and the weighted average yield on the portfolio was 8%.

Inflation

UK inflation has moderated, but in recent months CPI seems to have settled in the 3.0%–4.0% range. A number of economists are predicting that the rate will fall sharply over coming months, which would strengthen the case for further interest rate cuts. At the end of December 2025, 49% of GCP’s portfolio had some form of inflation protection. This provides a degree of cushioning if inflation does prove stickier than expected. Figure 14 on page 10 shows the estimated sensitivity of GCP’s NAV to changes in inflation assumptions.

Figure 2: UK inflation – CPI and RPI

Source: ONS, Marten & Co

UK infrastructure plan

In June 2025, the UK government published its 10-year strategy for economic, housing, and social infrastructure. The plan outlined £725bn of government funding for infrastructure over the next decade, but also promised to create opportunities to unlock other types of new investment into infrastructure, to maximise public investment. Whilst the numbers and the timeframes can be taken with a pinch of salt, it does underscore the need for UK infrastructure investment, and the inability of the government to fund this off its own balance sheet.

Cost disclosures

The issue of misleading cost disclosure, which had been a factor in the emergence of GCP’s discount, has been partially resolved. The FCA’s new rules on consumer composite investments should prove less of a deterrent for investors evaluating investment companies. However, there is still a need to reform MiFID regulations as wealth managers, for example, are still obliged to give their customers misleading information. The FCA is reviewing the situation. Gravis was heavily involved in the campaign for cost disclosure reform.

Asset allocation

As of 31 December 2025, there were 47 investments in GCP’s portfolio, down from 48 at the end of June 2025. The average annualised portfolio yield over the financial year was 8.0% (7.9%), and the portfolio had a weighted average life of 11 years (unchanged).

Figure 3: Split of the portfolio at 31 December 2025

Source: GCP Infrastructure Investments

Since end June 2025, the exposure to PPP/PFI has risen by 2 percentage points, while biomass, gas peaking, hydro-electric, and supported living are all up by 1 percentage point. At the other end of the scale, Solar is down 3 percentage points, while onshore wind and anaerobic digestion are both down by 1 percentage point.

Figure 4: Sector allocation at 31 December 2025

Source: GCP Infrastructure Investments

Figure 5: Security allocation at 31 December 2025

Source: GCP Infrastructure Investments

Since the end of June 2025, GCP’s equity exposure has fallen further from 5% to 4% of the portfolio. This was one of the aims of the capital recycling programme, as was a plan to reduce the exposure to social housing, which will take a big step forward with the recently announced exchange of contracts.

Figure 6: GCP sources of income as at 31 December 2025

Source: GCP Infrastructure Investments

Top 10 investments

Figure 7: GCP’s 10 largest investments as at 31 December 2025

	% of total assets 31/12/25	Cashflow type	Project type
Cardale PFI	14.3	Unitary charge	PFI/PPP (18 underlying assets)
Gravis Solar 1	9.2	ROC/FiT	Commercial solar
GCP Programme Funding S14	5.7	ROC/RHI/Merchant	Biomass
GCP Programme Funding S10	5.5	Lease	Supported Living
GCP Bridge Holdings	5.3	ROC/PPA	PPE – Energy-from-waste / Energy efficiency
GCP Biomass 2	4.7	ROC/PPA	Biomass
GCP Social Housing 1 B	4.4	Lease	Supported living
Gravis Asset Holdings H	3.9	ROC/RHI	Onshore wind
GCP Green Energy 1	3.7	ROC/PPA	Commercial solar/onshore wind
GCP Rooftop Solar Finance	3.6	FiT	Rooftop solar

Source: GCP Infrastructure Investment

We long been conscious that the list of GCP’s holdings offers limited insight into what the underlying characteristics of the portfolio. To address this, GCP recently made an investor portal available – Carapace – which allows registered users to explore the portfolio in greater depth.

We would encourage interested readers to request access to the site via GCP’s website.

Figure 8: Top 10 revenue counterparties as at 30 September 2025

Firm	% of total portfolio
Ecotricity Limited	10
Npower Limited	7
Viridian Energy Supply	7
Statkraft Markets GmbH	6
Bespoke Supportive Tenancies Limited	6
Good Energy Limited	4
Gloucestershire County Council	4
Engie Power Limited	4
Power NI Energy Limited	4
Smartestenergy Limited	3

Source: GCP Infrastructure Investments

Figure 9: Top 10 project service providers as at 30 September 2025

Firm	% of total portfolio
WPO UK Services Limited	19
PSH Operations Limited	13
Solar Maintenance Services Limited	10
A Shade Greener Maintenance	10
Vestas Celtic Wind Technology Limited	7
Cobalt Energy Limited	5
Veolia ES (UK) Limited	5
Urbaser Limited	4
Gloucestershire County Council	4
Burmeister and Wain	3

Source: GCP Infrastructure Investments

Recent investment activity

No new investments were made during GCP’s 2025 financial year, although the company did make £24.7m of follow-on investments to support existing borrowers. By the time of the publication of the annual report in mid-December, GCP had made an additional £1.7m of follow-on investments.

Figure 10: Outflows (investments) 12 months to end September 2025

Source: Gravis Capital Partners

Figure 11: Inflows (repayments) 12 months to end September 2025

Source: Gravis Capital Partners

Reflecting the progress made on the capital recycling programme, inflows comfortably exceeded outflows. Over FY25, GCP received £48.5m from scheduled repayments of principal and a further £27.7m of unscheduled prepayments of principal. After the period end and up to mid-December, GCP received an additional £4.4 of cash inflows.

The recent deal in supported housing

On 2 February 2026, GCP announced that certain borrowers had exchanged contracts for the disposal of properties that are leased to registered providers of supported social housing. The proceeds of such disposals, if completed, will repay £47.5m of loans and, allowing for deferred amounts, will generate day one cash proceeds of £43m.

The disposal was in line with the valuation of those loans in GCP’s end September 2025 NAV.

We understand that the loans being repaid include most of those that comprise most of GCP Programme Funding 1 Ltd Series 1, GCP Social Housing 1 Ltd D and two thirds of GCP Social Housing 1 Ltd B. About a third of the loans in that vehicle relate to accommodation leased to MySpace, which was not included in the sale.

We understand that further exits from this part of the portfolio are likely over the course of the rest of the year.

Capital recycling

The investment adviser has identified a substantial pipeline of potential disposals that will reshape the portfolio and free up capital to complete the capital recycling programme.

At 30 September 2025 (before the most recent transaction), the disposal pipeline included portfolios of 33 and 55 supported living assets, a large onshore wind farm, a portfolio of operational and ready-to-build solar assets, a portfolio of gas-to-grid anaerobic digestion plants, and the equity interest in a biomass plant. In addition, there is scope to refinance a portfolio of ground-mounted solar projects, as well as a biomass project.

If executed in full, the disposal programme would reduce the weighted average life of loans in the portfolio from 11 to eight years. However, it would also translate into an increase in the weighted average annualised yield on the portfolio from 8.0% to 8.3%.

GCP Infrastructure – Delivering on its promises

Conservative assumptions

Figure 12 summarises the key assumptions that underpin the cash flow forecasts for renewable assets in which the company is invested, and the range of assumptions that the investment adviser observes in the market. GCP’s investment adviser traditionally takes a conversative approach, with the chart highlighting alternative, more aggressive valuation assumptions that could be taken.

The net effect of this is that, were GCP to assume the most conservative assumptions in every category, the end-September NAV of 101.40p would have been reduced to 98.64p. By contrast, were GCP to assume the least conservative assumptions in each category, the NAV would have been 109.27p.

Figure 12: Valuation assumptions as at 30 September 2025

Source: GCP Infrastructure Investments

Sensitivities

The investment adviser also provides a sensitivity analysis for its forecast cash flows. Figures 13 and 14 show the impact of changes in power prices and changes in its base case inflation forecast.

The sensitivity to power prices has fallen once again (in the note we published in January 2025, a 10% fall in prices would have meant a 9.1p fall in the NAV, by August 2025, that figure was 4.7p, and now that figure is 4.0p.

Figure 13: Impact of change in forecast electricity prices

Source: GCP Infrastructure Investments

Figure 14: NAV impact associated with a movement in inflation

Source: GCP Infrastructure Investments

Performance

GCP continues to deliver steady progress in its NAV total return. As in past notes, we have compared GCP’s returns to those of sterling corporate bonds which have some similar risk characteristics to GCP’s investment approach. As Figure 16 shows, GCP has delivered returns well-ahead of sterling corporate bonds over the past five years.

Figure 15: GCP NAV total return

Source: Bloomberg, Marten & Co

Figure 16: GCP NAV total return performance relative to sterling corporate bond performance

Source: Bloomberg, Marten & Co

For shareholders, the main problem has been the widening of the discount that occurred over 2022. Fortunately, more recently the discount has been narrowing again to the benefit of shareholder returns.

Figure 17: Cumulative total return performance over periods ending 31 December 2025

	3 months (%)	6 months(%)	1 year(%)	3 years (%)	5 years (%)
GCP share price	5.2	6.0	15.5	(4.0)	2.5
GCP NAV	0.0	1.0	1.5	6.9	34.9
Sterling corporate bonds	2.8	3.6	7.1	19.6	(6.6)

Source: Bloomberg, Marten & Co

Drivers of recent performance

Financial year ended 30 September 2025

Figures 18 and 19 show the factors affecting GCP’s performance over the 12-month period ended 30 September 2025.

Figure 18: Cumulative total return performance over periods ending 31 December 2025

	Impact (£m)	Impact (pence)
Inflation forecast	6.8	0.81
O&M budget update	3.1	0.37
Ofgem audits resolved	2.5	0.30
Other	3.7	0.44
Total	16.1	1.92

Source: GCP Infrastructure Investments

The largest positive contributor to the NAV return came from an upward revision of inflation forecasts. Cost savings within GCP’s operations and maintenance budget also helped. In addition, a longstanding issue relating to subsidy entitlements for certain solar projects – which had been under review by Ofgem – has been resolved.

Figure 19: Negative factors affecting FY2025 performance

	Impact (£m)	Impact (pence)
Revaluation of AD portfolio	(38.1)	(4.55)
Lower than forecast renewable generation	(15.0)	(1.79)
Discount rates	(6.7)	(0.80)
Reassessment of likely curtailment of output at Northern Irish wind assets	(3.4)	(0.41)
Power price move	(2.0)	(0.24)
Other	(1.1)	(0.13)
Total	(66.3)	(7.92)

Source: GCP Infrastructure Investments

On the downside, there was a hit to the NAV that resulted from a reduction in the assumed long-term availability forecast of a portfolio of anaerobic digestion plants.

Although the investment adviser has been working to reduce the portfolio’s sensitivity to power prices and output, lower than forecast generation was an issue over this period. Also, even though gilt yields have been trending down recently, back in Q4 2024 they were rising. That would have been a factor in the decision to increase discount rates.

Factors affecting GCP’s Q4 2025 performance

Over Q4 2025, the most significant influence on the NAV was a further reduction in power price forecasts, which took 0.5p off the NAV. This is an issue that has plagued renewable energy companies and whilst disappointing to see, it is encouraging that the hit to GCP’s NAV was relatively minor. Actual generation was a positive contributor to the NAV. The only other meaningful negative (-0.53p) was the UK government’s puzzling decision to impose changes to the way that subsidies are calculated by replacing RPI with CPI in the calculation. This occurred despite overwhelming opposition, and we fear it will raise the cost of financing the UK’s infrastructure programme as investors factor in an additional risk premium to contracts.

Up-to-date information on GCP and its peers is available on the QuotedData website

Peer group

GCP sits within the AIC’s infrastructure sector. Within this peer group its closest comparator is Sequoia Economic Infrastructure, which – like GCP – invests primarily in infrastructure debt, but using a much broader definition of what constitutes infrastructure. As we have done in previous notes, we have included some information on the renewable energy sector as GCP’s underlying asset exposures are biased to this area.

Figure 20: GCP peer group comparisons

	Discount (%)	Yield (%)	Market cap (£m)	NAV 1-year (%)	NAV 3-years (%)	NAV 5 years (%)
GCP	(23.0)	9.1	643	2.1	2.5	6.3
Sequoia Economic Infrastructure	(11.9)	8.4	1,224	5.6	7.1	5.1
Median of other infrastructure peers	(18.5)	3.8	804	12.1	8.0	8.3
Median of renewable energy sector	(40.1)	11.3	293	(2.5)	(2.1)	5.2

Source: QuotedData website as at 19 February 2026

GCP’s five-year returns look reasonable versus its immediate and renewable energy peers and the relative resilience of its debt portfolio versus the equity portfolios of companies in the renewable energy sector is apparent. Sequoia has less renewable exposure than GCP.

Quarterly dividend

Dividends are declared and paid quarterly. Shareholders are able to elect to take their dividend as scrip (in shares rather than cash). For its new financial year, GCP’s target dividend remains stable at 7.0p in line with its previous four financial years.

Premium/(discount)

Over the 12 months ended 31 December 2025, GCP’s shares have traded on an average discount of 28.1%, and as wide as 35.1% and as narrow as 21.3%. As of publishing, the discount stood at 23.0%.

The widening of the discount was initially triggered by the sharp rise in interest rates aimed at choking off inflation. This was compounded by selling from funds of funds and wealth managers, prompted by the misleading cost disclosure rules we discussed on page 5. Since then, progress with disposals and buybacks under the capital allocation programme should have contributed to a reduction in the discount as should cuts to interest rates over the last few quarters and the – albeit partial – resolution to the cost disclosure issue. However, we do not believe that these positives are yet fully reflected in the discount, which should continue to narrow from here.

In pursuit of its capital recycling programme, GCP bought back £22.8m worth of shares over the course of its financial year ended 30 September 2025. Since then, well over 3m more shares have been repurchased. In total, since the programme was announced, 34,610,234 shares have been repurchased.

Figure 21: GCP discount over five years ending 31 January 2026

Source: Bloomberg, Marten & Co

Structure

Fees and costs

The investment adviser receives an investment advisory fee of 0.9% a year of the NAV net of cash. This fee is calculated and payable quarterly in arrears. There is no performance fee. The investment adviser is also entitled to an arrangement fee of up to 1% (at its discretion) of the cost of each new investment made by GCP. Gravis will charge the arrangement fee to borrowers rather than to the company. To the extent that any arrangement fee negotiated by the investment adviser with a borrower exceeds 1%, the benefit of any such excess shall be paid to the company. The investment adviser also receives a fee of £70,000 (subject to RPI adjustments) a year for acting as AIFM, which was £92,000 for the 2025 financial year.

The investment advisory agreement may be terminated by either party on 24 months’ written notice.

Capital structure and life

As of 18 February 2026, GCP has 884,797,669 ordinary shares outstanding, of which 51,595,253 are held in treasury. The number of shares with voting rights is 833,202,416.

GCP is an evergreen company with no fixed life and no regular continuation vote. The company’s financial year end is 30 September and AGMs are held in February.

Gearing

Structural gearing of investments is permitted up to a maximum of 20% of NAV immediately following drawdown of the relevant debt. However, GCP has been targeting debt reduction, and at the end of December 2025 it had net gearing of just 1.2%.

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XD Dates may not be a complete list of xd’s so as usual it’s best to