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| Share Name | Share Symbol | Market | Type | Share ISIN | Share Description |
|---|---|---|---|---|---|
| Coca-cola Hbc Ag | LSE:CCH | London | Ordinary Share | CH0198251305 | ORD CHF6.70 (CDI) |
| Price Change | % Change | Share Price | Bid Price | Offer Price | High Price | Low Price | Open Price | Shares Traded | Last Trade | |
|---|---|---|---|---|---|---|---|---|---|---|
| 2.00 | 0.08% | 2,538.00 | 2,534.00 | 2,536.00 | 2,554.00 | 2,530.00 | 2,534.00 | 910,209 | 16:35:11 |
| Industry Sector | Turnover | Profit | EPS - Basic | PE Ratio | Market Cap |
|---|---|---|---|---|---|
| Btld & Can Soft Drinks,water | 10.18B | 636.5M | 1.7061 | 14.85 | 9.45B |
From Apr 2019 to Apr 2024
TIDMCCH
RNS Number : 7967Z
Coca-Cola HBC AG
17 March 2017
FOR IMMEDIATE RELEASE
Coca-Cola HBC AG
Publication of the 2016 Integrated Annual Report
Zug, Switzerland - 17 March 2017 - Coca-Cola HBC AG (Coca-Cola HBC or the Company or the Group) announced today the publication of its integrated annual report for the year ended 31 December 2016 (Annual Report). A copy of the Annual Report will be submitted to the National Storage Mechanism and will be shortly available for inspection at: www.morningstar.co.uk/uk/nsm
The Annual Report is also available on the Company's website at: http://www.coca-colahellenic.com/investorrelations/annualreports
Printed copies of the Annual Report will be available from 10 April 2017 and can be requested by interested shareholders, free of charge, at: http://coca-colahellenic.com/en/investors/order-a-report/
In accordance with the Disclosure and Transparency Rule (DTR) 6.3.5R and the requirements it imposes as to how to make public annual financial reports, we are required to disclose such information from the Annual Report as is of a type that would be required to be disseminated in compliance with DTR6.3.5R(2). A condensed set of the Company's consolidated financial statements and information on important events that have occurred during the financial year ended 31 December 2016 and their impact on the financial statements were included in the Group's preliminary results announcement released on 16 February 2017. That information, together with the information set out in the Appendix to this announcement, which is extracted from the Annual Report, constitutes the material required by DTR6.3.5R to be communicated to the media in unedited full text through a Regulatory Information Service. Page numbers and notes to the accounts mentioned in the extracts from the Annual Report, refer to page numbers and notes to the accounts in the Annual Report. Terms used, but not otherwise defined in this announcement, have the meanings given to them in the Annual Report. This material is not a substitute for reading the Annual Report in its entirety.
Enquiries
Coca--Cola HBC Group Tel: +44 20 37 444 231 Basak Kotler basak.kotler@cchellenic.c Investor Relations Director om Caroline Crampton Tel : +44 20 37 444 230 Investor Relations Manager caroline.crampton@cchellenic.com Vasso Aliferi Tel: +30 210 6183 341 Investor Relations Manager vasso.aliferi@cchellenic.com International media contact: Teneo Tel: +44 20 74 203 145 Rob Morgan robert.morgan@teneobluerubicon.com Anushka Mathew anushka.mathew@teneobluerubicon.com Greek media contact: V+O Communications Tel: +30 211 7501219 Argyro Oikonomou ao@vando.gr
APPIX
1. Principal risks and uncertainties
The principal risks and uncertainties relating to the Company are as set out in the "Risk management and our principal risks - Our principal risks" section of the Annual Report, pages 17 to 21.
The following is extracted in full and unedited text from the Annual Report and is repeated here solely for the purpose of complying with DTR6.3.5R.
Our principal risks
Our strategic priorities provide the context for guiding us in the management of both the material matters and the principal risks faced by our business. The overview of our most important risks, involving an assessment of the likelihood of occurrence and potential consequences, does not include all the risks that may ultimately affect our Company. Some risks not yet known to us, or currently believed to be immaterial, could ultimately have an impact on our business or financial performance.
We remain constantly vigilant to changes to our economic and regulatory operating environments, to ensure we proactively identify and evaluate new risks and understand threats to our business viability. For the current reporting period, we validated the continued importance of our 12 identified principal risks. This was done through our ongoing ability to aggregate and analyse risk, our functional collaboration, and the think tank approach of the Company's Group Risk Forum.
Hot Features
Premium
Principal Risks Risk Potential impact Key mitigations Link to Risk
material issues Status
---------------- ----------------- --------------------------------------------------------- ------------------------------------------------------------- ---------------- -----------
1. Consumer Failure to adapt Health and Increasing
health to changing * Failure to achieve our growth plans * Focus on product innovation nutrition
consumer health
trends and Responsible
address * Damage to our brand and corporate reputation * Expand our range of low- and zero-calorie beverages marketing
misconceptions
about the health
impact of soft * Loss of consumer base * Introduce smaller entry packs
drinks.
* Reduce the calorie content of products in the
portfolio
* Clearer labelling on packaging
* Promote active lifestyles through consumer engagement
programmes focused on health and wellness
---------------- ----------------- --------------------------------------------------------- ------------------------------------------------------------- ---------------- -----------
2. Foreign Foreign exchange Not applicable Increasing
Exchange exposure arises * Financial loss * Treasury Policy requires the hedging of 25% to 80% of
from changes in rolling 12-month forecast transactional exposure
exchange rates,
as well as * Asset impairment
currency * Hedging beyond 12 months may occur if forecast
devaluation in transactions are highly probable
combination with * Limitations on cash repatriation
capital
controls, which * Derivative financial instruments are used, where
restricts available, to reduce net exposure to currency
movement of fluctuations
funds and
increases the
risk of asset
impairment.
---------------- ----------------- --------------------------------------------------------- ------------------------------------------------------------- ---------------- -----------
3. Climate, Failure to meet Carbon and Stable
carbon and our * Long-term damage to our corporate reputation * Water stewardship programmes that reduce our water energy
water stakeholders' consumption and our footprint and assure sustainable
expectations in end-to-end water use Packaging,
making a * Less influence in shaping the citizenship and recycling and
positive sustainability agenda waste
contribution to * Carbon and energy management programmes management
the
sustainability * Reduced profitability Sustainable
agenda, * Packaging waste management programmes sourcing
particularly
relating to Water
climate change, * Partnering with NGOs and International NGOs on common stewardship
packaging waste issues such as nature conservation
and water usage.
* Partnering with local communities to minimise
environmental impact
* Focus on sustainable procurement
---------------- ----------------- --------------------------------------------------------- ------------------------------------------------------------- ---------------- -----------
4. Channel mix A continued Not applicable Stable
increase in the * Reduced profitability * Continued to increase our presence in the discounter
concentration of channel during 2016
retailers and
independent
wholesalers on * Working closely with our customers to identify
whom opportunities for joint value creation
we depend to
distribute our
products. * Right Execution Daily (RED) strategy continues to
The immediate support our commitment to operational excellence,
consumption enabling us to respond to changing customer needs
channel remains across all channels
under pressure
as consumers
alter
consumption
habits.
---------------- ----------------- --------------------------------------------------------- ------------------------------------------------------------- ---------------- -----------
5. Declining Challenging and Direct and Decreasing
consumer demand volatile * Eroded consumer confidence affecting spending * Seek to offer the right brand, at the right price, in indirect
macroeconomic, the right package through the right channel economic
security and impacts
political * Inflationary
conditions can * Robust security practices and procedures to protect
affect consumer people and assets
demand and pressures
create security * Social unrest
risks across our * Crisis response and business continuity strategies
diverse mix of
markets. * Safety of people and security of assets
---------------- ----------------- --------------------------------------------------------- ------------------------------------------------------------- ---------------- -----------
6. Regulations on Not applicable Increasing
Discrimina-tory consumer health * Reduction in * Proactively working with
tax and the risk of
the targeting of
our products for profitability governments and regulatory
discriminatory authorities to ensure that the
tax and facts are clearly understood and that our products are not
packaging waste singled out unfairly
recovery. * Shaping the sustainability
agenda as it relates to
packaging and waste recovery
* Engaging with stakeholders
including NGOs and the
communities in which we
operate on strategies to protect the environment
---------------- ----------------- --------------------------------------------------------- ------------------------------------------------------------- ---------------- -----------
7. Quality The occurrence Product quality Stable
of quality * Reduction in volume and net sales revenue * Stringent quality processes in place to minimise the and integrity
issues, or the occurrence of quality issues
contamination of
our products. * Damage to brand and corporate reputation
* Early warning systems (Consumer Information Centres
and social media monitoring) that enable issue
* Loss of consumer trust identification
* Robust response processes and systems that enable us
to quickly and efficiently deal with quality issues,
ensuring customers and consumers retain confidence in
our products
---------------- ----------------- --------------------------------------------------------- ------------------------------------------------------------- ---------------- -----------
8. Regulatory Inadvertent Corporate Stable
challenges non-compliance, * Damage to our corporate reputation * Annual 'Tone from the Top' messaging governance,
by the Company business
or related third ethics and
parties, with * Significant financial penalties * Code of Business Conduct training and awareness anti-corruption
local
laws and Human rights
regulations, * Management time diverted to resolving legal issues * Anti-Bribery Policy and commercial compliance and diversity
that training
exist across our
diverse mix of
markets. * Internal control assurance programme with local
management accountability
* Risk-based internal control
* framework
* 'Speak Up' hotline
* Legal function in constant dialogue with regulators
---------------- ----------------- --------------------------------------------------------- ------------------------------------------------------------- ---------------- -----------
9. People and Inability to Employee Increasing
talent attract and * Failure to achieve our growth plans * Focus on developing leadership talent well-being and
retain engagement
sufficient
numbers of * Right people in the right positions across the
qualified and business
experienced
employees
in competitive * Focus on employee engagement ensuring support for our
talent markets values
and an inability
to ensure their
ongoing * Promote operational excellence
engagement and
commitment.
* Create shared value with the communities in which we
work to ensure we are seen as an attractive employer
---------------- ----------------- --------------------------------------------------------- ------------------------------------------------------------- ---------------- -----------
10. System Business Not applicable Increasing
availability stoppage due to * Financial loss * Monitoring, identifying and addressing cyber threats
and cyber applications or and suspicious internal computer activity
attacks systems
unavailability, * Operational disruption
or a loss of * Training on information management and the protection
personal data, of information
arising from * Damage to corporate reputation
data
centre failure * Disaster recovery testing and building resilience
or other * Non-compliance with statutory data protection into our cyber risk programme
internal or legislation
external cyber
threats and
vulnerabilities.
---------------- ----------------- --------------------------------------------------------- ------------------------------------------------------------- ---------------- -----------
11. Change Failure to Not applicable Stable
management effectively * Under-delivery of * Project plans and change
execute major
business
transformations, expected transformation results management strategies in
or performance * Disengaged employees place
issues with * Board and Operating Committee conduct regular
third-party tracking of the actual performance compared to
providers that * Reduction in profitability business case
we deploy as
part of
our business * Market confidence in our ability to deliver on
transformation. strategy is weakened
* Damage to corporate reputation
---------------- ----------------- --------------------------------------------------------- ------------------------------------------------------------- ---------------- -----------
12. Strategic We rely on our Not applicable Stable
stakeholder strategic * Termination of agreements or unfavourable renewal * Management focus on
relationships relationships terms could adversely affect profitability
and agreements
with The effective day-to-day interaction with our strategic
Coca-Cola partners
Company, Monster * Working together as effective partners for growth
Energy and our
Premium Spirits
partners. * Engagement in joint projects and business planning
with a focus on strategic issues
* Participation in 'Top to Top' senior management
forums
---------------- ----------------- --------------------------------------------------------- ------------------------------------------------------------- ---------------- -----------
2. Directors' responsibility statement
The following statement relates to and is extracted from the Annual Report, page 107. It is repeated here solely for the purpose of complying with DTR6.3.5R. It is not connected to the extracted information presented in this announcement or in the Company's results announcement published on 16 February 2017.
Statement of Directors' Responsibilities
The Directors, whose names and functions are set out on pages 60 to 63, confirm to the best of their knowledge that:
(a) The Annual Report, taken as a whole, is fair, balanced and understandable, and provides the information necessary for shareholders to assess the Group's position and performance, business model and strategy.
(b) The consolidated financial statements, which have been prepared in accordance with International Financial Reporting Standards, as issued by the IASB, give a true and fair view of the assets, liabilities, financial position and profit or loss of the Company and the undertakings included in the consolidation of the Group taken as a whole.
(c) The Annual Report includes a fair review of the development and performance of the business and the position of the Company and the undertakings included in the consolidated Coca-Cola HBC Group taken as a whole, together with a description of the principal risks and uncertainties that they face.
(d) The Directors are responsible for preparing the Annual Report, including the consolidated financial statements, and the Corporate Governance Report including the Remuneration Report and the Strategic Report, in accordance with applicable law and regulations.
(e) The activities of the Group, together with the factors likely to affect its future development, performance, financial position, cash flows, liquidity position and borrowing facilities are described in the Strategic Report (pages 1 to 59). In addition, notes 23 'Financial risk management and financial instruments', 24 'Net debt', and 25 'Equity' to the financial statements include the Company's objectives, policies and processes for managing its capital; its financial risk management objectives; details of its financial instruments and hedging activities; and its exposures to credit risk and liquidity risk. The Group has considerable financial resources together with long-term contracts with a number of customers and suppliers across different countries. The Directors have also assessed the principal risks and the other matters discussed in connection with the Viability Statement on page 59. The Directors considered it appropriate to adopt the going concern basis of accounting in preparing the annual financial statements and have not identified any material uncertainties to the Group's ability to continue to do so over a period of at least 12 months from the date of approval of these financial statements.
By order of the Board
Dimitris Lois
Chief Executive Officer
17 March 2016
About Coca--Cola HBC
Coca-Cola HBC is a leading bottler of The Coca-Cola Company with a sales volume of more than 2 billion unit cases. It has a broad geographic footprint with operations in 28 countries serving a population of approximately 595 million people. Coca-Cola HBC offers a diverse range of non-alcoholic ready to drink beverages in the sparkling, juice, water, sport, energy, tea and coffee categories. Coca-Cola HBC is committed to promoting sustainable development in order to create value for its business and for society. This includes providing products that meet the beverage needs of consumers, fostering an open and inclusive work environment, conducting its business in ways that protect and preserve the environment and contribute to the socio-economic development of the local communities. Coca-Cola HBC is ranked beverage industry leader in the Dow Jones Sustainability World and Europe Indices, and is also included in the FTSE4Good Index.
Coca-Cola HBC has a premium listing on the London Stock Exchange (LSE: CCH) and its shares are listed on the Athens Exchange (ATHEX: EEE). For more information, please visit http://www.coca-colahellenic.com.
This information is provided by RNS
The company news service from the London Stock Exchange
END
ACSKDLBFDXFFBBX
(END) Dow Jones Newswires
March 17, 2017 05:15 ET (09:15 GMT)
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