Our stakeholders and materiality

The Integrated Annual Report of The Coca-Cola HBC Group, published annually, is in accordance with the principles of the International Council for Integrated Reporting and is prepared in accordance with the standards of the Global Reporting Initiative. This year, we have based our local report – which is not intended for regulatory purposes but serves as an overview of information for local stakeholders – on the revised structure introduced last year, which was developed following a gap analysis carried out by EY Denkstatt. The data for the local report was audited by a third party in May 2026: Audit report

2025 THROUGH THE EYES OF STAKEHOLDERS AND ITS FINANCIAL MATERIALITY

The Coca-Cola HBC Group has been assessing material issues for many years. As part of our day-to-day operations, we assess our impact on society and the environment, engage with relevant stakeholders and experts, and take account of emerging trends in sustainability. This approach enables us to actively identify and manage our evolving impacts, risks and opportunities (IRO) as we develop our business. We carry out a formal materiality analysis every year. For 2025, we have carried out a double materiality analysis (DMA) in accordance with the requirements of the European Sustainability Reporting Standards (ESRS), and this is our second year of reporting at Group level on this basis. Having assessed the materiality of the impact of our activities and their financial materiality, we have drawn up a materiality matrix , which includes every material topic from one of the perspectives (impact or finance), or from both perspectives. The most important issues for our stakeholders were our carbon footprint, environmental pollution and the circular economy. Water management remains a key topic.

CCHBC Group Stakeholder Forum – we listen to what really matters to our partners

very year, we bring together (in virtual format) a group of diverse stakeholders to formally review our sustainability performance and to understand their expectations for the future.
In 2025, 116 representatives from 28 countries, including customers, suppliers, NGO partners, local municipalities, community organisations and other valued stakeholders, came together under the theme 'Power of Place: Driving Measurable Impact in Local Communities'.
The Forum reflected a shared commitment to creating meaningful change at local level. As a business deeply rooted in the communities we serve, the Forum provided a platform to explore how innovation, partnership and collaboration can accelerate social impact where it matters most.

Discussions focused on four key areas :

• Reshaping social investment to deliver meaningful and sustainable impact.
• The role of place-based investment in strengthening community resilience.
• Meaningfully measuring social impact and why it matters.
• Strengthening local community outcomes through strategic partnerships.
  

The central message of the 2025 Forum was clear: achieving measurable social impact requires aligning efforts with local needs, the ‘power of place’, while leveraging broad collaboration and accountability.

Key learnings from the Stakeholder Forum included the following:

• Social impact as a strategic lever: Purpose-led initiatives are now core to business strategy, driving trust, reputation and resilience.
• Collaboration as a catalyst for change: Multistakeholder partnerships are essential to address complex challenges and deliver scalable, long-term solutions.
• Mutual value creation: Community programmes must deliver benefits for society and align with business priorities to ensure sustainability.
• Localisation and contextual relevance: Embedding local insights into programme design amplifies impact and fosters genuine community ownership.
• Authentic partnerships for scale: Long-term relationships built on trust and shared goals enable sustainable solutions that can grow.
• Transparency and measurement: Integrated systems for planning, monitoring, evaluation and learning are critical for accountability and credible impact.
  

These learnings will help shape the ongoing evolution of our sustainability programmes.

LEARNING FROM OUR STAKEHOLDERS

Besides the annual stakeholder forum, which we organize at group level, we actively seek out our stakeholders’ opinions and insights by:

• interviewing key internal decision makers and external partners.
• conducting in-depth interviews for our impact materiality with global stakeholders representing the main stakeholder groups: investors, shareholders, customers, industry associations, NGOs, local communities, suppliers and international institutions such as the UN Global Compact and the International Organisation of Employers.
• engaging with external stakeholders on an ongoing basis.
• surveying the local external stakeholders during the materiality surveys for the local business unit sustainability reports.
• considering the material issues list of TCCC and other bottlers as well as other food and beverage companies.
• regular Employee Engagement surveys for our own employees.
• reviewing the feedback received via our ‘SpeakUp!’ line, consumer link, social media, company’s contacts/emails and customers’ surveys;
• joint sustainability events with peer companies and customers at local business unit level.
• interviews for specific topics done by external auditors during the ISO audits, workplace accountability and suppliers audits.
• listening to feedback from our Group Risk and Compliance committee and all risk registers of our markets.
  

Hearing from our stakeholders on what matters most is essential for us. Every year, we bring together (in virtual format) a group of diverse stakeholders to formally review our sustainability performance and to understand their expectations for the future.

You can read more about our group approach to aligning our actions with the SDGs, or about the findings of the study on the impact of our business activities on natural capital, here.