Financial performance

Downloadable Excel spreadsheet showing our financial data from 2008, to our most recent set of results.

Download our historical data in Excel

We measure our performance against our strategic objectives using specific KPIs. These KPIs allow us, and our stakeholders, to track our progress in delivering on our targets.

These are also the financial and operational milestones which we focus on in implementing our Growth Story 2025 strategy.

Volume growth Volume growth

Volume Growth (%)

How we measure our progress

Volume is measured in unit cases, where one unit case represents 5.678 litres. For Bambi volume, one unit case corresponds to 1 kilogram. We grow volume as we expand per-capita consumption of our products.

What happened in the year

2020 volume declines were contained at 5.7%, or 4.6% like-for-like, after a notable improvement in the second half with good recovery in Q3 and resilience in Q4.

Link to remuneration

Although revenue will continue to be a measure for MIP awards (and thus volume too as a key component of revenue), for 2020 it was not. The only two KPIs for MIP awards in 2020 were Comparable EBIT and free cash flow.

Currency neutral revenue growth Currency neutral revenue growth

Currency-neutral revenue growth (%) 

How we measure our progress

We measure revenues on a currency-neutral basis to allow better focus on the underlying performance of the business. We grow FX-neutral revenue per case through pricing as well as driving positive category and package mix.

What happened in the year

Currency-neutral revenue per case declined by 4.1%, seeing a stabilisation of trends in the second half with the benefit of improved trends in package mix. Currency-neutral revenue declined by 9.6%, or by 8.5% on a like-for-like basis.

Link to remuneration

Although revenue will continue to be a measure for MIP awards, for 2020 it was not. The only two KPIs for MIP awards in 2020 were Comparable EBIT and free cash flow.

OpEx and Comparable EBIT margin OpEx and Comparable EBIT margin

OpEx as percentage of NSR (%) and Comparable EBIT margin (%)

How we measure our progress 

We measure this by Comparable OpEx as a percentage of NSR and by Comparable EBIT margin. We generate positive operational leverage as we grow revenues on our efficient cost base.

What happened in the year

Comparable OpEx as a percentage of NSR increased by 40bps, closing the year at 27.3%. Comparable EBIT margins declined 20bps on a like-for-like basis, a strong performance considering the de-leverage from revenue decline.

Link to remuneration

Comparable EBIT is a measure for MIP awards.

CapEx and ROIC CapEx and ROIC

CapEx as percentage of NSR (%) and ROIC (%) 

How we measure our progress

We measure CapEx as a percentage of NSR, as well as ROIC, to ensure prudent capital allocation and efficient working capital management. Disciplined investment supports our growth.

What happened in the year

CapEx as a percentage of NSR expanded to 7.6%, while CapEx declined by 3.9% year on year. We reprioritised investments to focus on what mattered most in a year impacted by COVID-19. ROIC declined to 11.1% due to lower operating profit and a higher level of net debt.

Link to remuneration

ROIC is a measure for Performance Share Plan (PSP) awards.

employee engagement employee engagement

Employee Engagement

How we measure our progress

We conduct an engagement survey with an independent third party and measure our results against the norm for companies who perform highly on this metric.

What happened in the year

Our employee engagement is above the high-performing norm.

Link to remuneration

Maintaining our high engagement score was previously a part of the CEO’s individual performance metrics. However, as a result of COVID-19 individual performance metrics were not possible for our employees including the CEO and as such, maintaining our high engagement score did not form part of the CEO’s remuneration in 2020.

our sustainability commitments our sustainability commitments

Our sustainability commitments

How we measure our progress

Progress on Mission 2025.

What happened in the year

We are on track to meet our Mission 2025 sustainability commitments. You may find the table providing data on the progress of each of the six sustainability pillars here.

Link to remuneration

As a result of COVID-19 individual performance metrics were not possible for our employees including the CEO. As such, maintaining our leadership of the beverage industry in the DJSI did not form part of the CEO’s remuneration in 2020. We are introducing a sustainability KPI in the PSP from 2021 onwards.

We have invested approximately €1.5bn since 2000 to expand our business, primarily in still drinks.

 

Country Acquisition Year CCHBC / JV with TCCC
Italy Acquisition of Lurisia, a premium natural mineral water and adult sparkling beverages business 2019 JV with TCCC
Serbia Acquisition of Bambi, Serbia’s leading confectionery brand 2019 CCHBC
Lithuania Water acquisition: Neptūno Vandenys, UAB (“Neptunas”) 2016 JV with TCCC
Belarus Juice acquisition: Vlanpack 2011 JV with TCCC
Serbia Minority buy-out: CCHBC Serbia 2011 CCHBC
Northern Macedonia Minority buy-out: Pivara Skopje 2011 CCHBC
Nigeria Minority buy-out: Nigerian Bottling Co. 2011 CCHBC
Italy Territory expansion: Socib S.p.A., formerly Italy's largest Coca‑Cola franchise bottler 2008 CCHBC
Russia Production facility acquisition: Acquavision 2007 CCHBC
Hungary Acquisition of Yoppi Kft., a hot and cold beverage vending operator 2006 CCHBC
Italy Water acquisition: Fonti del Vulture S.r.l. 2006 JV with TCCC
Serbia Juice acquisition: Fresh & Co d.o.o. Group 2006 JV with TCCC
Cyprus Acquisition and territory expansion: Lanitis Bros Public Limited 2005 CCHBC
Serbia Water acquisition: Vlasinka d.o.o. 2005 JV with TCCC
Ireland Acquisition: Vendit Ltd, one of the largest independent vending operators 2005 CCHBC
Bulgaria Water acquisition: Bankya Mineral Waters Bottling Company E.O.O.D. 2005 JV with TCCC
Russia Juice acquisition: Multon Z.A.O Group 2005 JV with TCCC
Croatia Water acquisition: Gotalka d.o.o. 2004 JV with TCCC
Greece Acquisition: potato chip company Tsakiris S.A. 2003 CCHBC
Austria Water acquisition: Romerquelle 2003 JV with TCCC
Poland Water acquisition: Multivita sp. zo.o. 2003 CCHBC
Lithuania, Estonia, Latvia Acquisition: all bottling operations 2002 CCHBC
Romania Water acquisition: Dorna Apemin SA 2002 JV with TCCC
Switzerland Water acquisition: Valser Mineralquellen AG 2002 JV with TCCC
Russia Acquisition of TCCC territories, yielding full control of Coca‑Cola bottling operations 2001 CCHBC
Key

JV = Joint Venture
TCCC = The Coca‑Cola Company
CCHBC = Coca‑Cola Hellenic Bottling Company