2017 Integrated Annual Report Coca‑Cola Hellenic Bottling Company 2017 Integrated Annual Report UNDERSTAND EVOLVE ENERGISE Contents Strategic Report Financial Statements 1 Understand, evolve, energise 128 Independent Auditor’s Report 8 Our business 133 Financial Statements 10 Joint Q&A with the Chairman 139 Notes to the Financial Statements and Chief Executive Officer 16 Market review Swiss Statutory Reporting 18 Our business model 198 Report of the statutory auditor on 21 Our strategy and KPIs Coca‑Cola HBC AG’s consolidated 28 People financial statements 34 Communities 204 Report of the statutory auditor 38 Consumers on Coca-Cola HBC AG’s financial 44 Customers statements 48 Efficiencies 207 Coca‑Cola HBC AG’s financial 55 Risk and materiality statements 64 Financial review 218 Report of the statutory auditor on 68 Market highlights the Statutory Remuneration Report 70 Viability Statement 219 Statutory Remuneration Report Corporate Governance Supplementary Information 72 Board of Directors 223 Alternative performance measures 76 Corporate Governance Report 227 Assurance statement 104 Directors’ Remuneration Report 230 Shareholder information 126 Statement of Directors’ Responsibilities Glossary Key highlights for the year We announced our financial results for the year ended 31 December 2017 on 14 February 2018. In addition to the reported and comparable metrics we highlight below from these financial results, we report on our progress towards our 2020 target KPIs on pages 24-25. VOLUME NET SALES REVENUE (m unit cases) (€m) 2,104 6,522 2016: 2,058 2016: 6,219 COMPARABLE COMPARABLE EBIT MARGIN1 (%) NET PROFIT1 (€m) 9.5 450 2016: 8.3 2016: 352 COMPARABLE EBIT1 NET PROFIT (€m) (€m) 621 426 2016: 518 2016: 344 1. For details on APMs refer to the Alternative performance measures section. About our report The 2017 Integrated Annual Report (‘Annual Report’) consolidates Coca-Cola HBC AG’s UK and Swiss disclosure requirements while meeting the disclosure requirements for its secondary listing on the Athens Exchange and the sustainability reporting standards. For more information about our Integrated Annual Report, see page 234. 2017 has been a busy and exciting year for Coca‑Cola HBC. Changing market environments and evolving consumer preferences compel us to better UNDERSTAND our consumers' needs and to EVOLVE and reformulate our portfolio. We are ENERGISED by our position now, and our excellent progress against our strategy leaves us in a confident position for the year ahead. Coca‑Cola Zero Lemon launch in Italy and the Czech Republic helped grow Coke Zero volumes in these countries by more than 20% in 2017. We work hard to understand the preferences of our consumers and the changing dynamics of our customers. Consumer preferences are changing The fastest growing retail sectors are all faster than ever before, with an driven by the need for a convenient and increasing number of people looking for cost-effective shopping trip, whether healthier, more functional or simply this is online shopping and home unique beverages to suit their lifestyles. delivery or the emergence of smaller We work hand-in-hand with The stores or discounters. We work hard in Coca-Cola Company to understand the our markets to support the established consumer insights that shape the formats capture the changing shopper non-alcoholic ready-to-drink (NARTD) and also take advantage of the beverages industry and are excited opportunity in the faster growing about the opportunities these trends formats. In turn, we are mindful of the offer our business. impact that latest consumer trends have on packaging decisions and we UNDERSTAND The retail landscape is also in constant continue our strategy to use more evolution, driven by the needs of recycled packaging and less shoppers, with established formats packaging overall. being challenged. See more on market trends in the Market review section NARTD beverages value by category in our footprint (€ billion, 2014-2022) 97.5 Expected market value in 2022 100 0 60 40 20 0 14 1 16 17 1 1 20 21 22 an beeaes R ea RTD coffee Wae negy dns anbased day ue dns aueadded day Company and TCCC estimates for 2018‑2022 A very successful innovation launched in Russia in 2017, Sprite Cucumber will be rolled out in several other countries. To meet changing consumer preferences, we evolve our portfolio, creating new beverages and reformulating our products. Jointly with our partners The Coca-Cola Our route-to-market (RTM) initiatives deliver Company, we develop new beverages, flavours tailored solutions to the continuously changing and packages to meet the changing needs retail landscape, ensuring that we capture the of our consumers. We also evolve our recipes, growth opportunities in every market and every providing more options to consumers with channel. The consistent growth of smaller fewer calories, while keeping the great taste households is boosting the search for that consumers love. Key developments in convenience, while discounters are the most 2017 have been Coca-Cola Zero Lemon, dynamic segment. We are gaining incremental Coca-Cola with stevia and no calories, Sprite revenue by accelerating our ‘small baskets’ Cucumber, Schweppes Pomegranate, Monster initiatives and single-serve packages. Digital Hydro and Vegified juice. commerce is also redefining the grocery shopping experience, presenting us with opportunities in increased transactions and closer engagement with the consumer. EVOLVE See more on our initiatives in the Consumers and Customers sections Growth achieved from new launches in 2017 New package formats New categories and brands 46% 5% Variants of Coca‑Cola 28% We sold 47 million cases of innovative products and packages, accounting for 2.3% volume growth vs 2016. 5% Calories reduced in total portfolio vs 2016 Flavours of other sparkling brands 15% Other flavours Flavours for adults 2% 4% Schweppes Pomegranate is one of our adult drink offerings. Launched in Russia in 2017, this variant was instrumental in growing Schweppes volumes by 15% in the year. We energise our business by investing in it and nurturing it for long‑term growth. We have a cash-generative business and a In markets where we can generate higher value tremendous opportunity to deploy the cash to by increasing single‑serve volumes, we intend take advantage of volume and value growth to continue our investment in coolers. opportunities. In production, we are investing in It is crucial that we invest in the promising new technologies for categories such as new categories and brands we are launching, plant-based beverages and innovative in the form of both advertising and in‑store packaging. Cooler technology is also advancing, execution. We have strong plans for with digital coolers that can ‘connect’ with our investment in this area and our consumers as well as more energy-efficient investment is matched by our partner, and environmentally friendly coolers, which will The Coca‑Cola Company. further drive down carbon emissions. Investing in revenue growth 5.9% ENERGISE FX‑neutral revenue growth in 2017 6% 12% % 10% 4% % % 6% 2% 4% 1% 2% 0% 0% 1% 11 12 1 14 1 16 17 neua eenue CapEx as % of revenue Toa aen eenses groh % sae (RH scale) as % of revenue (RH scale) OUR BUSINESS We have built the foundation for future growth and long‑term SUCCESS We have unique strengths to support We have a diverse portfolio of some our future journey of the world’s leading brands We are primed for growth. The fundamentals supporting our We have substantially developed our product portfolio over the long‑term growth potential include the opportunities and years, expanding the share of still drinks in our volumes to 31%. demographics in our countries, our diverse and attractive product This is quite unique in the Coca‑Cola System and gives us an edge, portfolio, and our strong position in the vast majority of our as many still drinks categories, such as water and plant‑based markets. These fundamentals are supported by our relentless beverages, are forecast to grow faster than the industry as a whole. focus on maximising the value of every case we sell and the lean Our experience with product innovation and new product launches, infrastructure we have built through significant restructuring. coupled with the evolution of our beverage portfolio pursued Our strategy and ambitions are clear, and we measure and with The Coca‑Cola Company to address changing consumer manage our ongoing progress using financial and non‑financial preferences, powers our plans for more innovation, reformulation targets set for 2020. and selective acquisitions in still drinks. See more in the Strategy and KPIs sections See more in the Consumers section We seek efficiency in everything we do The optimisation of our production and logistics infrastructure and the right‑sizing of operating costs give us an efficient cost base with sufficient capacity headroom to continue to grow our revenues. Importantly, efficiency is a discipline that runs through everything we do at Coca‑Cola HBC. We continue to look for ways to reduce the cost of our inputs and the resources we use, and to minimise our impact on the environment. Prdu olio ‑31% ‑290bps by ue sd reduction in number fall in comparable operating expenses of plants since 2008 as % of net sales revenue since 2008 See more in the Efficiencies section an beeaes 2 ue 6% Wae 19 R ea 4 Lo and nae san dns 7 negy and he 2 8 Coca-Cola HBC 2017 Integrated Annual Report We can develop and fuel growth Strategic Report in our markets During the period from 2009 to 2015, our business faced unprecedented challenges from macroeconomic turmoil. This situation served to demonstrate our strength and resilience and the commitment and dedication of our people. In the last couple of years, we have seen the macroeconomic environment in our markets gradually improve and this is driving growth in the non‑alcoholic ready‑to‑drink (NARTD) beverages industry.