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Coca‑Cola Hellenic Bottling Company 2018 Integrated Annual Report IN GOOD COMPANY 2018 Integrated Annual Report 2018 HIGHLIGHTS VOLUME (m unit cases) 2,192 2017: 2,104 NET SALES REVENUE (€m) 6,657 2017: 6,522 COMPARABLE EBIT 1 (€m) EBIT (€m) 681 639 2017: 621 2017: 590 COMPARABLE EBIT MARGIN1 (%) EBIT MARGIN (%) 10.2 9.6 2017: 9.5 2017: 9.0 COMPARABLE NET PROFIT1, 2 (€m) NET PROFIT2 (€m) 480 447 2017: 450 2017: 426 COMPARABLE EPS1 (€) BASIC EPS (€) 1.31 1.22 2017: 1.23 2017: 1.17 ROIC (%) 13.7 2017: 12.4 CARBON EMISSIONS REDUCED PACKAGING RECOVERED ACROSS THE VALUE CHAIN FOR RECYCLING 25% 45% COMPARED WITH 2010 BASELINE 1. For details on APMs, refer to the Alternative performance measures section. 2. Net Profit and comparable net profit refer to net profit and comparable net profit respectively after tax attributable to owners of the parent. Strategic Report SR Corporate Governance CG Financial Statements FS About our report CONTENTS Swiss Statutory Reporting SSR The 2018 Integrated Annual Report (‘Annual Report’) consolidates Supplementary Information SI Coca‑Cola HBC AG’s UK and Swiss Strategic Report disclosure requirements while meeting 3 Our business the disclosure requirements for its 4 Chairman’s letter secondary listing on the Athens Exchange 6 Chief Executive Officer’s Q&A and the sustainability reporting standards. 10 Our stakeholders For more information about our Integrated 12 Market review Annual Report, see page 256. 14 Our business model 16 Our growth model More online 17 Our strategy and KPIs 24 Our 2025 sustainability commitments www.coca‑colahellenic.com 26 Our people 34 Our communities Navigating this report 40 Our consumers We are In Good Company with all 48 Our customers our stakeholders. 54 Partners in efficiency We have identified issues that we believe 63 Managing risk and materiality are relevant to each of our stakeholders 79 Viability Statement throughout the report, and have indicated 80 Financial review these through the following icons. 84 Segment highlights Our people Corporate Governance Our communities 88 Chairman’s introduction to corporate governance 90 Board of Directors Our consumers 96 Corporate Governance Report Our customers 122 Directors’ Remuneration Report Partners in efficiency 145 Statement of Directors’ Responsibilities NGOs Financial Statements Shareholders 148 Independent Auditor’s Report 153 Financial Statements Governments 159 Notes to the Financial Statements The Coca‑Cola Company Swiss Statutory Reporting 221 Report of the statutory auditor on Coca‑Cola HBC AG’s consolidated financial statements 227 Report of the statutory auditor on Coca‑Cola HBC AG’s financial statements 230 Coca‑Cola HBC AG’s financial statements 241 Report of the statutory auditor on the Statutory Remuneration Report 242 Statutory Remuneration Report Supplementary Information 246 Alternative performance measures 250 Assurance statement 253 Shareholder information Glossary CREATING VALUE FOR ALL STAKEHOLDERS IS CORE TO OUR STRATEGY AND LONG‑TERM SUCCESS. WE THEREFORE ENGAGE CONTINUOUSLY WITH OUR PEOPLE, CUSTOMERS, PARTNERS, SHAREHOLDERS, AND COMMUNITIES TO ENSURE THAT WE ARE FOCUSED ON FULFILLING THEIR NEEDS NOW AND IN THE FUTURE – THAT’S WHAT WE MEAN BY BEING ‘IN GOOD COMPANY’. OUR BUSINESS We are generating strong Since we laid out our 2020 targets We remain focused on efficiency And we are cultivating We have the right teams in place Sustainable growth is core to revenue growth and in 2016, we have delivered in all we do, allowing our strong the potential of our people who are empowered to take our long-term success and to sustainable margin consistently at or above those revenue growth to drive improving and building trust with our intelligent risks and seize support that we launched new objectives. profitability. opportunities. 2025 sustainability expansion communities commitments this year. CURRENCY-NEUTRAL REVENUE GROWTH COMPARABLE EBIT MARGIN +5% on average +270bps 28,884 17 IN THE LAST THREE YEARS FROM 7.5% IN 2015 DIRECT EMPLOYEES NEW COMMITMENTS See progress against our strategy See more on pages 54‑62 See more on pages 26‑33 See more on pages 24‑25 on pages 18-23 Evolution of our portfolio % UNDERSTANDING BRINGING The faster pace of innovation and 64 6 9 17 22 launches helps us provide our customers OUR MARKETS BEVERAGES with the right packs, variants, categories and brands to achieve sustainable growth. e pacage formats We continue to invest in our 28 markets e categories a bras TO LIFE See pages 40‑47 for more ariats of ocaola to grow volumes and create value. information lavours of other sparlig bras lavours for aults Other flavours Emerging markets Route to market % of volume from new launches Currency‑neutral ustomers and broader, d revenue growth 2018 with c eeper ships rout + 6.8% ion beverage portfolio. e-to elat r total See -m e r m ou pag ark Comparable EBIT ativ fro es 4 et or lue 8-5 ap margin 2018 lab va 3 f pr ol ure or oa 10.5% c pt ALS EATING m ch ur ca ME OUT or O s L HOME PH e u OO AT YS in s SCH ACT ICA f lp T IVIT L o e A F Y A rm Developing markets h ROM WA HO Y ON a K M T ti OR E H o Currency‑neutral W E n T GO revenue growth 2018 A M + 11.9% Y M E A IN T RADE H T O T A ED T OR H M Comparable EBIT U S NT ECA E T ME O N O I E AG M T margin 2018 R B M R E S A O F 10.5% S H H N S D C E IG O I R I IM S TA E R RINS NRG E T E L N S K T C Established markets C N R A O T A A S U M I O M M N L C E C S E Currency‑neutral E IS R C D C E revenue growth 2018 N IC H O A A T N N + 2.1% W S S A G A T A H I F CFF Y N O H S C Comparable EBIT K F G SPRTS RINS T M A R C E U O E E O margin 2018 K R U M R D WAR B T 9.7% A A O T M R R W S E O O P P R A C G Y K T I N H A I H T & L K O U I R N PAN‑BAS BRAGS S M I SPARING BRAGS O E I R N E P D G U PRMIM SPIRIS S 4 COCA-COLA HBC CHAIRMAN’S LETTER Dear stakeholder, Our strong performance during 2018 was the result of the successful execution of Coca-Cola HBC’s growth strategy, increasingly efficient operations and the efforts of our talented and resourceful people. I am pleased to report that even as we transformed many aspects of our business, our approach of creating value for all of our stakeholders continued. In Good Company The theme of this year’s report, In Good Company, reflects the importance of our network of partners, including customers, shareholders, suppliers, our people and communities. The Board of Directors has striven to ensure that the Company has a comprehensive approach to stakeholder engagement, including building robust stakeholder engagement practices which allow us to listen to stakeholder concerns and feedback, and taking steps to engage further when deemed appropriate. As part of our commitment to ongoing dialogue and engagement, we, along with The Coca‑Cola Company, invited policy makers, investors, customers, non‑ governmental organisations and industry associations from across our markets to our Annual Stakeholder Forum. Anastasios Leventis and Charlotte Boyle represented the Board at our 2018 forum in Vienna, where we listened to stakeholders’ views on sustainability and the key issue of how we continue to tackle packaging waste. How and why we work with our stakeholders forms a key thread throughout this report. Sustainability We have made great progress in managing the environmental and social aspects of We are nurturing our people, our business and have already delivered on building trust in our a number of our 2020 sustainability targets, communities, growing ahead of schedule. New, ambitious 2025 partnerships with our customers, sustainability commitments were approved evolving our portfolio for our by the Board of Directors during the year consumers, and driving to ensure that sustainability remains efficiencies with our suppliers. integral to our future strategy. 2018 INTEGRATED ANNUAL REPORT 5 SR CG FS IN GOOD SSR SI COMPANY Our commitments focus on the areas With more new products successfully Priorities for 2019 of most material importance for our launched in 2018 than ever before, On behalf of the Board, I would like to take stakeholders, industry and society, we achieved currency‑neutral revenue this opportunity to give my thanks to such as: reducing emissions; water use growth in most markets. Our results for everyone at Coca‑Cola HBC for another and stewardship; a World Without Waste; the year are a testimony to the agility and year of outstanding progress towards our ingredient sourcing; nutrition; and our entrepreneurism of our people. They give 2020 targets. people and communities. me additional confidence that we have the right culture to succeed in the future. Our focus in 2019 will be on supporting Our sustainability leadership has long management with strategy and been recognised internationally. The 2018 Governance decision‑making as we continue our journey Dow Jones Sustainability Indices ranked to become a Total Beverage Company The Board benefits from a diverse range Coca‑Cola HBC in the top three of both and prepare for the next chapter of growth.
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