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 IT TAKES BEING 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 INTEGRATED ANNUAL REPORT 2019 5 SR CG FS SSR SI CLUBS RESTAU RANT S & B ARS HOTELS AT WORK 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. Innovation helps us become more customer‑centric. Our sales force automation tool embeds the latest technology into a single user‑friendly solution that enables our sales people to make customer‑specific suggestions of products and quantities, and track performance and execution in real time. At the same time, we are building a network of connected coolers that produce significantly lower emissions, while maximising performance by tracking door openings and inventory and undertaking automatic stocking and ordering. These ‘smart coolers’ connect directly to the sales person’s device, freeing up time to spend with the customer. We are also applying innovation to our manufacturing and logistics to expand our technical capabilities while ensuring productivity and cost savings. Innovative approaches to manufacturing are helping us manage growth at our mega plants while consuming less energy and water. New, automatic line changeovers reduce idle production time and free up volume capacity, effectively expanding our production line capacity by nearly 1% per year. These lines support smaller runs of new products, helping us supply niche market segments and respond to rapidly changing consumer preferences. And in the warehouse, new augmented reality technology helps us manage the complexity of our expanded 24/7 portfolio. The technology aids our warehouse colleagues in pulling inventory from stock and packing it for customer delivery, enhancing the speed and accuracy of our service. Read more about how we are fuelling growth through efficiency on pages 34‑37. IT TAKES HAVING OPERATIONS 8 COCA-COLA HBC We are creating a more sustainable business that makes a positive impact on our people, our communities and our planet. This begins by nurturing and cultivating the talent of our people. Our Company is made up of over 28,000 diverse, passionate professionals who are all committed to achieving long-term, sustainable success. We introduced a new set of comprehensive sustainability targets in 2018, called Mission 2025. We report on our progress towards these goals on pages 48‑49. This includes an update on our journey to a World Without Waste, the Coca-Cola System’s commitment to tackle the challenges of packaging waste, in particular plastics. Read more about how we cultivate the potential of our people and earn our licence to operate on pages 38-45. IT TAKES BEING TO OUR PEOPLE AND OUR COMMUNITIES INTEGRATED ANNUAL REPORT 2019 9 SR CG FS SSR SI 10 COCA-COLA HBC IT TAKES HAVING A FOR THE FUTURE Our vision is to be the leading 24/7 beverage partner – growing with our customers by ensuring that we have a beverage for every consumer moment around the clock. This vision can only be achieved by leveraging our 24/7 portfolio, which is the strongest, broadest and most flexible in the industry.