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What It Takes to Deliver INTEGRATED ANNUAL REPORT 2019 2019 highlights Coca‑Cola HBC VOLUME (m unit cases) NET SALES REVENUE (€m) 2,265 7,026 Integrated Annual Report 2019 WHAT IT 2018: 2,192 2018: 6,657 COMPARABLE EBIT (€m) COMPARABLE EBIT MARGIN (%) TAKES 759 10.8 TO DELIVER 2018: 681 2018: 10.2 COMPARABLE NET PROFIT1,2 (€m) NET PROFIT2 (€m) 522 487 2018: 480 2018: 447 COMPARABLE EPS1 (€) BASIC EPS (€) 1.436 1.340 2018: 1.306 2018: 1.216 PRIMARY PACKAGING COLLECTED CARBON EMISSIONS INTENSITY REDUCED FOR RECYCLING (EQUIVALENT) ACROSS THE VALUE CHAIN The paper used in this report is 100% recycled and FSC® certified. 48% 31% Printed in the UK using vegetable based inks. The printer is ISO 14001 2018: 48% 2018: 25% accredited and Forest Stewardship Council® (FSC®) chain of custody certified. Under the framework of ISO 14001 a structured approach is 1. For details on APMs, refer to the Alternative taken by the company to measure, improve and audit their environmental performance measures section. status on an ongoing basis. FSC® ensures there is an audited chain of 2. Net profit and comparable net profit refer to net profit and comparable net profit respectively after tax custody from the tree in the well-managed forest through to the finished attributable to owners of the parent. document in the printing factory. Designed and produced by Black Sun Plc Coca‑Cola HBC AG Turmstrasse 26, CH-6312 Steinhausen, Switzerland www.coca-colahellenic.com [email protected] [email protected] Watch our video and learn more at https://coca-colahellenic.com/en/ investors/2019-integrated-annual-report/ Our business at a glance We are a leading strategic bottling partner Where we operate of The Coca-Cola Company, bringing beverage Our geographic footprint spans from the West Coast of Ireland to the Pacific coast of Russia; from Northern Europe to our most brands to life in 28 countries on three continents. southerly market, Nigeria. This combination of countries creates Our vision is to be the leading 24/7 beverage a unique and diverse balance. We benefit from operating in growth markets with significant opportunities to increase the per-capita partner, growing with our customers by ensuring consumption of our products, while also maintaining a leading that we have a beverage for each consumer presence in established markets. moment around the clock. Established markets +1.3% Currency-neutral revenue growth 2019 Our commitment to sustainability After years of embedding sustainability, our 10.2% CSR strategy today is a business imperative Comparable EBIT margin 2019 and integral to our decision-making and targets. We are ranked as Europe’s most sustainable Developing markets beverage company by the Dow Jones Sustainability +4.2% Index and are ranked amongst the top performers Currency-neutral revenue growth 2019 on other ESG benchmarks such as CDP Climate 10.8% and Water, MSCI ESG, and FTSE4Good. Read Comparable EBIT margin 2019 more about what we are doing to achieve our sustainability agenda and how we measure our Emerging markets performance on pages 48-49. +7.1% (+5.6% excl. Bambi) Currency-neutral revenue growth 2019 11.3% (11.0% excl. Bambi) Comparable EBIT margin 2019 28 3 Countries Continents Our people Our 24/7 portfolio Visit us We’re a company of over 28,000 diverse, Our portfolio is the strongest, broadest and most www.coca‑colahellenic.com Write to us talented colleagues. We share a passion flexible in the beverage industry. Our products The Group site features all the latest news We have dedicated email addresses which for serving our customers, developing cater to a growing range of tastes with a wider and stories from around our business and you can use to communicate with us: choice of healthier options, premium products our people and delivering more for all communities, as well as an interactive online [email protected] our stakeholders. and increasingly sustainable packaging, giving us version of this report. [email protected] an undisputed ability to delight consumers across all consumption occasions. More than 28,389 100 Employees brands across eight categories INTEGRATED ANNUAL REPORT 2019 1 SR CG FS SSR We have set out to deliver Contents SI Strategic Report more for all of our 12 Our purpose and strategy 14 Chairman’s letter stakeholders through our 16 Our business model 19 Our stakeholders 20 Market review new strategy, targets and 22 Chief Executive Officer’s letter 24 Growth Story 2025 vision. Achieving our goals 26 Leverage our unique 24/7 portfolio 30 Win in the marketplace 34 Fuel growth through is made possible by our bold competitiveness and investment 38 Cultivate the potential of our people approach to products and 42 Earn our licence to operate 46 Key performance indicators 48 Sustainability performance portfolio strategy, route to 50 Tackling the problem of plastic 54 Managing risk and materiality market, passionate people, 66 Financial review 70 Segment highlights innovative thinking and 72 Non‑financial reporting directive Corporate Governance 76 Chairman’s introduction to corporate commitment to responsible, governance 80 Board of Directors sustainable practices 84 Corporate Governance Report 108 Directors’ Remuneration Report 129 Statement of Directors’ throughout our Company. Responsibilities Financial Statements 131 Independent auditor’s report 137 Financial statements 143 Notes to the consolidated financial statements Swiss Statutory Reporting 200 Report of the statutory auditor About our report on Coca‑Cola HBC AG’s consolidated financial statements The 2019 Integrated Annual Report (‘Annual Report’) consolidates 206 Report of the statutory auditor Coca‑Cola HBC AG’s UK and Swiss disclosure requirements while on Coca‑Cola HBC AG’s financial meeting the disclosure requirements for its secondary listing on the statements Athens Exchange and the sustainability reporting standards. For more 209 Coca‑Cola HBC AG’s financial information about our Integrated Annual Report, see page 236. statements 221 Report of the statutory auditor on the remuneration report 222 Statutory Remuneration Report Throughout the 2019 Integrated Annual Report, we have identified areas which are relevant to each of our five growth pillars. Supplementary Information These are indicated through the following icons: 226 Alternative Performance Measures LEVERAGE OUR UNIQUE 24/7 PORTFOLIO 230 Assurance statement 1 go to pages 26‑29 233 Shareholder information WIN IN THE MARKETPLACE 234 Glossary 2 go to pages 30‑33 FUEL GROWTH THROUGH COMPETITIVENESS & INVESTMENT 3 go to pages 34‑37 CULTIVATE THE POTENTIAL OF OUR PEOPLE 4 go to pages 38‑41 EARN OUR LICENCE TO OPERATE 5 go to pages 42‑45 2 COCA-COLA HBC INTEGRATED ANNUAL REPORT 2019 3 SR CG Our portfolio lies at the heart of our future growth plans. FS As the strongest, broadest and most flexible in the industry it caters to a growing range of tastes and preferences. SSR With over 100 brands, covering eight categories, we have SI evolved our offering dramatically in the past two decades as we have innovated and shifted into new and exciting brands and categories. Each category has a unique strategy targeted at driving profitable growth. We are seeing strong growth in our low‑and no‑sugar variants, in line with our sustainability strategy, which includes reducing calories by 25% in the sparkling category over 10 years to 2025. Alongside that, we have increased our focus on premiumisation through accelerating the adult sparkling segment, adding premium water and juice offerings, introducing new products such as Coca‑Cola Energy and exploring new categories, such as plant‑based beverages with AdeZ. We consider coffee to be a highly promising category and The Coca-Cola Company’s acquisition of Costa Coffee is an exciting opportunity in the years ahead. Read more about how we are leveraging our unique 24/7 portfolio on pages 26‑29. IT TAKES BEING WITH CONSUMER CHOICE 4 COCA-COLA HBC INTEGRATED ANNUAL REPORT 2019 5 SR CG FS IT TAKES BEING SSR SI IN THE MARKETPLACE Our route-to-market strategy ensures that we create value for our customers by ensuring that the right outlets receive the right beverages, in the right pack, in the right quantities, at the right time and at the right price. In line with our improving portfolio, we are continuously strengthening our route to market and partnering with our customers to bring our 24/7 portfolio into the hands of our consumers faster and with greater efficiency. Our route to market is increasingly segmented to offer more customer service options, aiming to capture the full potential of each individual outlet rather than just the channel. At the same time the broader portfolio requires greater sales force specialisation, with dedicated teams for the premium CLUBS Hotels, restaurants and cafes (HoReCa) channel for RESTAU example, and this is an important part of how we RANT S & B ARS activate these great brands in the market. HOTELS Read more about how we win AT WORK in the marketplace on pages 30‑33. CONVENIENCE KIOSKS SUPERMARKETS PETROL STATIONS Meals g out at ho atin me its E b My ha m e e a o in m t m ut ho ho e o t m n R a e ts l o o h c s H t a A n E g A i R n Y LY g k A o r D E u o V ID t w E t M N A I N G S n a G c k M N t I i O m N e R E e m N i V t P IN E a h E n w y G T e a s A e y i L r c c f a r l S o a m c t h iv o it t m y u e o O g n in t k he rin go D B ing rea cialis kfast So e at hom 6 COCA-COLA HBC INTEGRATED ANNUAL REPORT 2019 7 SR CG FS SSR To ensure our business is fit for the future, SI we are transforming and digitalising many of our supply chain and sales execution processes.
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