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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 | |
|---|---|---|---|---|---|---|---|---|---|---|
| 6.00 | 0.23% | 2,560.00 | 2,558.00 | 2,562.00 | 2,568.00 | 2,554.00 | 2,564.00 | 35,257 | 08:55:38 |
| Industry Sector | Turnover | Profit | EPS - Basic | PE Ratio | Market Cap |
|---|---|---|---|---|---|
| Btld & Can Soft Drinks,water | 10.18B | 636.5M | 1.7061 | 15.02 | 9.56B |
From Apr 2019 to Apr 2024
TIDMCCH
RNS Number : 9640H
Coca-Cola HBC AG
16 March 2018
Coca-Cola HBC AG
Publishes 2017 integrated annual report
"UNDERSTAND, EVOLVE, ENERGISE"
Zug, Switzerland - 16 March 2018 - Coca-Cola HBC AG today published its 2017 Integrated Annual Report, "Understand, Evolve, Energise". This highlights progress made on all aspects of business, governance and sustainability performance during 2017.
Zoran Bogdanovic, CEO, Coca-Cola HBC, said: "2017 was a busy and exciting year for us as we continued to evolve our business, our product portfolio and market execution in ways that meet changing consumer and customer needs and preferences. We are energised by our position and our excellent progress to date against our strategy, which leaves us confident for the year ahead."
You can find our 2017 Integrated Annual Report, here http://www.coca-colahellenic.com/investorrelations/annualreports
The report also provides an update on progress towards our 2020 sustainability targets, as highlighted in Zoran Bogdanovic's article, which can be viewed here: https://coca-colahellenic.com/en/media/news/building-sustainability-into-our-business-for-the-long-term/
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
Printed copies of the Annual Report will be available from 9 April 2018 and can be requested by shareholders, free of charge, at http://coca-colahellenic.com/en/investors/order-a-report/
The information in the Group's preliminary results announcement released on 14 February 2018, together with the information set out in the Appendix to this announcement, which is extracted from the Annual Report, constitutes the material required by the Disclosure Guidance and Transparency Rules (DTR 6.3.5R) 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
Basak Kotler Tel: +44 20 37 444 231 Investor Relations basak.kotler@cchellenic.com Director Joanna Kennedy Tel: +44 20 37 444 230 Investor Relations joanna.kennedy@cchellenic.com Manager Vasso Aliferi Tel: +41 44 835 9274 Investor Relations vasso.aliferi@cchellenic.com Manager David Hart External Communications Tel: +41 41 726 0143 Director david.hart@cchellenic.com International media contact: Teneo Blue Rubicon Tel: +44 20 7260 2700 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 "Effective management of risk" section of the Annual Report, pages 58 to 63.
The following is extracted in full and unedited text from the Annual Report and is repeated here solely for the purpose of complying with DTR 6.3.5R.
Our principal risks
Leveraging our robust risk management programme, we are constantly vigilant to uncertainty in our operating environments. In this way, we proactively identify new opportunities and risks, and understand the threats to our business viability.
This overview of our most important risks, which involves an assessment of the likelihood of occurrence and the potential consequences, does not include all risks that can ultimately affect the Company. There are risks not yet known to us, or currently believed to be immaterial, that could ultimately have an impact on our business or financial performance.
For the current reporting period, we have made three changes to our principal risk categories. Moving off the list is the risk of change management. With our major business transformation projects involving supply chain and information technology effectively implemented, the probability and impact of this risk was further reduced in 2017 and therefore it is no longer evaluated as a principal risk. However, the category will continue to be monitored as part of our
strategic risk review processes, which allows for its reclassification if required.
The people and talent risk has transformed into two separate risks due to the differing mitigations: people attraction and people engagement. Elevated to a principal risk is health and safety. While health and safety was always closely monitored as a strategic risk, the elevation to a principal risk emphases the critical importance of the well-being and safety of our employees and contractors, and the safety of others in the workplace.
With respect to the risk ratings, the principal risks of cyber and discriminatory taxes increased in comparison to 2016 in both likelihood and impact. The foreign currency risk observed a decrease in impact. The risk ratings were influenced by changes experienced in our operational environment.
Hot Features
Premium
Principal Description Potential Key mitigations Link Risk
risks impact to material Status
issues
---------- --------------- ---------------------------------------------------- ------------------------------------------------------------ ------------ -----------
1. Failure Health Stable
Consumer to adapt * Failure to achieve our growth plans * Focus on product innovation and expansion to a 24/7 and
health to changing total beverage portfolio nutrition
consumer Responsible
health * Damage to our brand and corporate reputation marketing
trends * Expand our range of low- and no-calorie beverages Product
and address quality
misconceptions * Loss of consumer base and
about our * Introduce smaller entry packs integrity
formulations
and the
health * Reduce the calorie content of products in the
impact portfolio
of soft
drinks..
* Clearer labelling on packaging
* Promote active lifestyles through consumer engagement
programmes focused on health and wellness
---------- --------------- ---------------------------------------------------- ------------------------------------------------------------ ------------ -----------
2. Foreign Direct Decreasing
Foreign exchange * Financial loss * Treasury policy requires the hedging of 25% to 80% of and
currency exposure rolling 12-month forecasted transactional exposure indirect
arises economic
from changes * Asset impairment impacts
in exchange * Hedging beyond 12 months may occur in exceptional
rates, cases subject to approval of the Group CFO
as well * Limitations on cash repatriation
as currency
depreciation * Derivative financial instruments are used, where
in combination available, to reduce net exposure to currency
with capital fluctuations
controls,
restricts
movement
of funds
and increases
the risk
of asset
impairment.
---------- --------------- ---------------------------------------------------- ------------------------------------------------------------ ------------ -----------
3. Failure Carbon Stable
Climate, to meet * Long-term damage to our corporate reputation * Water stewardship programmes that are reducing our and energy
carbon our water consumption, our footprint and assuring Packaging,
and water stakeholders' sustainable end-to-end water (from water sourcing, recycling
expectations * Less influence in shaping the citizenship and and using treated waste water for the benefit of our and waste
in making sustainability agenda communities, other users and stakeholders) management
a positive Sustainable
contribution sourcing
to the * Reduced profitability * Carbon and energy management programmes Water
sustainability stewardship
agenda,
particularly * Packaging waste management programmes
relating
to climate
change, * Partnering with NGOs and international NGOs on common
packaging issues such as nature conservation
waste and
water usage.
* Partnering with local communities to minimise
environmental impact
* Focus on sustainable procurement
---------- --------------- ---------------------------------------------------- ------------------------------------------------------------ ------------ -----------
4. A continued Direct Stable
Channel increase * Reduced profitability * Continued to increase our presence in the discounter and
mix in the channel during 2017 indirect
concentration economic
of retailers impacts
and * Working closely with our customers to identify
independent opportunities for joint value creation
wholesalers
on whom
we depend * Right Execution Daily (RED) strategy continues to
to distribute support our commitment to operational excellence,
our products. enabling us to respond to changing customer needs
The immediate across all channels
consumption
channel
remains
under pressure
as consumers
alter
consumption
habits.
---------- --------------- ---------------------------------------------------- ------------------------------------------------------------ ------------ -----------
Principal Description Potential Key mitigations Link Risk
risks impact to material Status
issues
--------------- ---------------- --------------------------------------------------------- ------------------------------------------------------------ ---------------- -----------
5. Declining Challenging Direct Stable
consumer and volatile * Eroded consumer confidence affecting spending * Seeking to offer the right brand, at the right price, and indirect
demand macroeconomic, in the right package through the right channel economic
security impacts
and political * Inflationary pressures Community
conditions * Robust security practices and procedures to protect investment
can affect people and assets and engagement
consumer * Social unrest
demand
and create * Crisis response and business continuity strategies
security * Safety of people and security of assets
risks across
our diverse
mix of
markets.
--------------- ---------------- --------------------------------------------------------- ------------------------------------------------------------ ---------------- -----------
6. Regulations Direct Increasing
Discriminatory on consumer * Reduction in profitability * Proactively working with governments and regulatory and indirect
taxes health, authorities to ensure that the facts relating to economic
government formulations are clearly understood and that our impacts
misconceptions products are not singled out unfairly
relating
to formulations
and the * Shaping the sustainability agenda as it relates to
risk of packaging and waste recovery
the targeting
of our
products * Engaging with stakeholders including NGOs and the
by governments communities in which we operate on strategies to
and NGOs protect the environment and build consumer trust
for
discriminatory
taxation
and packaging
waste recovery.
--------------- ---------------- --------------------------------------------------------- ------------------------------------------------------------ ---------------- -----------
7. Quality The occurrence Product Stable
of quality * Damage to brand and corporate reputation * Stringent quality processes in place to minimise the quality
issues, occurrence of quality issues and integrity
or the
contamination * Loss of consumer trust
of our * Early warning systems (Consumer Interaction Centres
products, and social media monitoring) that enable issue
across * Reduction in volume and net sales revenue identification
our diverse
total beverage
portfolio. * 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 business
Company ethics
or related * Significant financial penalties * Code of Business Conduct training and awareness and
third parties, anti-corruption
with laws
and * Management time diverted to resolving legal issues * Anti-Bribery Policy and commercial compliance Human
regulations, training rights
that exist and diversity
across
our diverse * Internal control assurance programme with local
mix of management accountability
markets.
* Risk-based internal control framework
* Whistle-blower hotline
* Legal function in constant dialogue with regulators
--------------- ---------------- --------------------------------------------------------- ------------------------------------------------------------ ---------------- -----------
Principal Description Potential Key mitigations Link Risk
risks impact to Status
material
issues
-------------- -------------- ---------------------------------------------------------- ------------------------------------------------------------ ----------- -----------
9. People Inability Employee Stable
attraction to attract * Failure to achieve our growth plans * Upgrade our employer value proposition and employer well-being
and retain brand and
sufficient engagement
numbers
of qualified * Develop leaders and people for key positions
and internally
experienced
employees
in * Improve leaders' skills and commitment to talent
competitive development
talent
markets.
* Create shared value with the communities in which we
work to ensure we are seen and considered as an
ethical business with an attractive purpose
* Expand employee pool by hiring a more diverse
workforce
-------------- -------------- ---------------------------------------------------------- ------------------------------------------------------------ ----------- -----------
10. People Inability Employee Stable
engagement to ensure * Failure to achieve our growth plans * Promote operational excellence and remove barriers to well-being
ongoing performance and
engagement engagement
and
commitment * Listen to our people to measure engagement and
of our address findings
workforce.
* Improve well-being of employees
* Improve leaders' skills so that they can enable,
engage and energise employees sustainably
* Promote an inclusive environment that allows all
employees to realise their full potential
-------------- -------------- ---------------------------------------------------------- ------------------------------------------------------------ ----------- -----------
11. Cyber A Direct Increasing
cyber-attack * Financial loss * Monitoring, identifying and addressing cyber threats and
or data and suspicious internal computer activity indirect
centre economic
failure * Operational disruption impacts
resulting * Training on information management and the protection
in business of information
disruption, * Damage to corporate reputation
or the
loss of * Disaster recovery testing and enhanced crisis
personal * Non-compliance with statutory data protection response capabilities
data. legislation
-------------- -------------- ---------------------------------------------------------- ------------------------------------------------------------ ----------- -----------
12. Strategic We rely Direct Stable
stakeholder on our * Termination of agreements or unfavourable renewal * Management focus on effective day-to-day interaction and
relationships strategic terms could adversely affect profitability with our strategic partners indirect
relationships economic
and impacts
agreements * Working together as effective partners for growth
with The
Coca-Cola
Company. * Engagement in joint projects and business planning
Monster with a focus on strategic issues
Energy
and our
premium * Participation in 'top to top' senior management
spirits forums
partners.
-------------- -------------- ---------------------------------------------------------- ------------------------------------------------------------ ----------- -----------
13. Health The risk Employee Stable
and safety of health * Death or injury of employees, contractors or thir * Standardised programmes, policies and legislation well-being
and safety d applied locally and
issues parties engagement
being
ineffectively * Group oversight by the health and safety team
managed. * Employee engagement and motivation
This
incorporates * Health and Safety Board with the clear purpose to
the management accelerate the implementation of the health and
of third-party safety step-change plan
providers,
particularly
fleet and
logistics.
Not linked
to viability
-------------- ---------------- -------------------------------------------------------- ------------------------------------------------------------ ----------- -----------
2. Directors' responsibility statement
The following statement relates to and is extracted from the Annual Report, page 126. It is repeated here solely for the purpose of complying with DTR 6.3.5R. It is not connected to the extracted information presented in this announcement or in the Company's results announcement published on 14 February 2018.
Statement of Directors' responsibilities
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.
The Directors, whose names and functions are set out on pages 72 to 75, 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.
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 70). In addition, Notes 23 'Financial risk management and financial instruments', 24 'Net debt' and 25 'Equity' 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 70. 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
Anastassis G. David
Chairman of the Board
16 March 2018
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 600 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
ACSEANDKFELPEEF
(END) Dow Jones Newswires
March 16, 2018 05:07 ET (09:07 GMT)
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