|
|
|
|
|
|
|
|
|
|
Title of each class
|
|
Trading symbol(s)
|
|
Name of each exchange on which registered
|
American Depositary Shares
|
|
DEO
|
|
New York Stock Exchange
|
Ordinary shares of 28
101
/
108
pence each
|
|
|
|
New York Stock Exchange
(i)
|
2.875% Guaranteed Notes due 2022
|
|
DEO/22
|
|
New York Stock Exchange
|
8.000% Guaranteed Notes due 2022
|
|
DEO/22A
|
|
New York Stock Exchange
|
7.450% Guaranteed Notes due 2035
|
|
DEO/35
|
|
New York Stock Exchange
|
4.250% Guaranteed Notes due 2042
|
|
DEO/42
|
|
New York Stock Exchange
|
(i)
|
Not for trading, but only in connection with the registration of American Depositary Shares representing such ordinary shares, pursuant to the requirements of the Securities and Exchange Commission.
|
Large Accelerated Filer
þ
Accelerated Filer
¨
Non-Accelerated Filer
¨
Emerging growth company
¨
|
†
|
The term “new or revised financial accounting standard” refers to any update issued by the Financial Accounting Standards Board to its Accounting Standards Codification after April 5, 2012.
|
U.S. GAAP
¨
|
|
International Financial Reporting Standards
as issued by the International Accounting Standards Board
þ
|
|
Other
¨
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
5
|
|
|
Cross reference to Form 20-F
|
7
|
|
|
Introduction
|
9
|
|
|
Recent trends
|
10
|
|
|
Historical information
|
|
|
||
14
|
|
|
Strategic report
|
14
|
|
|
Business description
|
14
|
|
|
Our business model
|
16
|
|
|
Our strategy
|
22
|
|
|
Our brands
|
23
|
|
|
Our global reach
|
24
|
|
|
How we measure performance: key performance indicators
|
29
|
|
|
Chairman’s statement
|
32
|
|
|
Chief Executive’s statement
|
35
|
|
|
Market dynamics
|
38
|
|
|
Risk factors
|
47
|
|
|
Cautionary statement concerning forward-looking statements
|
|
|
|
|
49
|
|
|
Business review
|
49
|
|
|
Operating results 2019 compared with 2018
|
84
|
|
|
Liquidity and capital resources
|
86
|
|
|
Contractual obligations and commitments
|
86
|
|
|
Off-balance sheet arrangements
|
86
|
|
|
Risk management
|
87
|
|
|
Critical accounting policies
|
87
|
|
|
New accounting standards
|
88
|
|
|
Our role in society
|
110
|
|
|
Definitions and reconciliation of non-GAAP measures to GAAP measures
|
|
|
||
|
|
|
|
118
|
|
|
Governance
|
118
|
|
|
Board of Directors and Company Secretary
|
121
|
|
|
Executive Committee
|
124
|
|
|
Corporate governance report
|
136
|
|
|
Audit Committee report
|
140
|
|
|
Nomination Committee report
|
142
|
|
|
Directors’ remuneration report
|
174
|
|
|
Directors’ report
|
|
|
|
|
178
|
|
|
Financial statements
|
178
|
|
|
Report of independent registered public accounting firm
|
181
|
|
|
Consolidated income statement
|
182
|
|
|
Consolidated statement of comprehensive income
|
183
|
|
|
Consolidated balance sheet
|
184
|
|
|
Consolidated statement of changes in equity
|
185
|
|
|
Consolidated statement of cash flows
|
186
|
|
|
Notes to the consolidated financial statements
|
186
|
|
|
Accounting information and policies
|
190
|
|
|
Results for the year
|
206
|
|
|
Operating assets and liabilities
|
227
|
|
|
Risk management and capital structure
|
244
|
|
|
Other financial information
|
|
|
||
253
|
|
|
Additional information for shareholders
|
253
|
|
|
Legal proceedings
|
253
|
|
|
Articles of association
|
257
|
|
|
Exchange controls
|
257
|
|
|
Documents on display
|
257
|
|
|
Taxation
|
260
|
|
|
Warning to shareholders - share fraud
|
261
|
|
|
Exhibits
|
263
|
|
|
Signature
|
|
|
||
264
|
|
|
Glossary of terms and US equivalents
|
•
|
Disclosures under the headings ‘We innovate’, ‘We make’, ‘We market’, ‘We sell’, ‘Broad portfolio’, ‘Markets’, ‘Global functions, support and governance’, ‘Our people’, ‘Our values’, ‘Our role in society’, ‘Our brands’, ‘Our geographic footprint’, ‘Brilliant execution’, ‘Efficient supply and procurement’, and ‘Financial strength’ in the section ‘Strategic report – Our business model’ on pages 14 and 15.
|
•
|
Disclosures under the headings ‘Our sustainability and responsibility priorities and our commitment to governance and ethics’, ‘Promoting positive drinking’, ‘Building thriving communities’, ‘Reducing our environmental impact’, and ‘Highest standards of governance and ethics’ in the section ‘Strategic report – Our strategy’ on page 17.
|
•
|
Disclosures included under the titles ‘Water withdrawal (%)’ and ‘Carbon emissions (%)’ and ‘Number of employees (%)’ in the section ‘Strategic report – Our global reach – Diageo reports as five regions’ on page 23.
|
•
|
Disclosures on pages 26 and 28 in the section ‘Strategic report – How we measure performance: key performance indicators’ of non-financial key performance indicators.
|
•
|
Disclosures under the heading ‘Culture’, ‘Diageo in society’ ‘Communities’ and ‘Looking ahead’ in the Chairman’s statement on pages 29 to 31.
|
•
|
Disclosures under the heading ‘Trusted and respected’ in the Chief Executive’s statement on pages 33 and 34.
|
•
|
Disclosures included under the titles ‘Safeguarding our future by earning trust and respect’, ‘Promoting positive drinking’, ‘Promoting inclusivity and human rights’, ‘Climate change, water stress and a responsible environmental strategy’ and ‘Diageo sites located in water-stressed areas’ in the section ‘Strategic report – Market dynamics’ on pages 36 and 37.
|
•
|
Disclosures included under the titles ‘Sustainability and responsibility’ on pages 61, 65, 69, 73, and 77 in relation to each reporting segment in the Business review.
|
•
|
Disclosures in the section ‘Strategic report – Our role in society’ on pages 88 to 109.
|
•
|
Disclosures under the heading ‘Relations with shareholders’, ‘Internal control and risk management’, ‘Political donations’ , ‘Going concern’, ‘Responsibility Statement’, ‘Directors' responsibilities in respect of the Annual Report and financial statements’ in the Corporate governance report on pages 131 to 134.
|
|
|
Year ended 30 June
|
|
||||||||||||
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
|
2016
£ million |
|
|
2015
£ million |
|
Sales
|
|
19,294
|
|
|
18,432
|
|
|
18,114
|
|
|
15,641
|
|
|
15,996
|
|
Excise duties
|
|
(6,427
|
)
|
|
(6,269
|
)
|
|
(6,064
|
)
|
|
(5,156
|
)
|
|
(5,153
|
)
|
Net sales
|
|
12,867
|
|
|
12,163
|
|
|
12,050
|
|
|
10,485
|
|
|
10,813
|
|
Cost of sales
|
|
(4,866
|
)
|
|
(4,634
|
)
|
|
(4,680
|
)
|
|
(4,251
|
)
|
|
(4,610
|
)
|
Gross profit
|
|
8,001
|
|
|
7,529
|
|
|
7,370
|
|
|
6,234
|
|
|
6,203
|
|
Marketing
|
|
(2,042
|
)
|
|
(1,882
|
)
|
|
(1,798
|
)
|
|
(1,562
|
)
|
|
(1,629
|
)
|
Other operating expenses
|
|
(1,917
|
)
|
|
(1,956
|
)
|
|
(2,013
|
)
|
|
(1,831
|
)
|
|
(1,777
|
)
|
Operating profit
|
|
4,042
|
|
|
3,691
|
|
|
3,559
|
|
|
2,841
|
|
|
2,797
|
|
Non-operating items
|
|
144
|
|
|
—
|
|
|
20
|
|
|
123
|
|
|
373
|
|
Net interest and other finance charges
|
|
(263
|
)
|
|
(260
|
)
|
|
(329
|
)
|
|
(327
|
)
|
|
(412
|
)
|
Share of after tax results of associates and joint ventures
|
|
312
|
|
|
309
|
|
|
309
|
|
|
221
|
|
|
175
|
|
Profit before taxation
|
|
4,235
|
|
|
3,740
|
|
|
3,559
|
|
|
2,858
|
|
|
2,933
|
|
Taxation
|
|
(898
|
)
|
|
(596
|
)
|
|
(732
|
)
|
|
(496
|
)
|
|
(466
|
)
|
Profit from continuing operations
|
|
3,337
|
|
|
3,144
|
|
|
2,827
|
|
|
2,362
|
|
|
2,467
|
|
Discontinued operations
|
|
—
|
|
|
—
|
|
|
(55
|
)
|
|
—
|
|
|
—
|
|
Profit for the year
|
|
3,337
|
|
|
3,144
|
|
|
2,772
|
|
|
2,362
|
|
|
2,467
|
|
Weighted average number of shares
|
|
million
|
|
|
million
|
|
|
million
|
|
|
million
|
|
|
million
|
|
Shares in issue excluding own shares
|
|
2,418
|
|
|
2,484
|
|
|
2,512
|
|
|
2,508
|
|
|
2,505
|
|
Dilutive potential ordinary shares
|
|
10
|
|
|
11
|
|
|
11
|
|
|
10
|
|
|
12
|
|
|
|
2,428
|
|
|
2,495
|
|
|
2,523
|
|
|
2,518
|
|
|
2,517
|
|
Per share data
|
|
pence
|
|
|
pence
|
|
|
pence
|
|
|
pence
|
|
|
pence
|
|
Dividend per share
|
|
68.57
|
|
|
65.3
|
|
|
62.2
|
|
|
59.2
|
|
|
56.4
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
Basic earnings per share
|
|
|
|
|
|
|
|
|
|
|
|||||
Continuing operations
|
|
130.7
|
|
|
121.7
|
|
|
108.2
|
|
|
89.5
|
|
|
95.0
|
|
Discontinued operations
|
|
—
|
|
|
—
|
|
|
(2.2
|
)
|
|
—
|
|
|
—
|
|
|
|
130.7
|
|
|
121.7
|
|
|
106.0
|
|
|
89.5
|
|
|
95.0
|
|
Diluted earnings per share
|
|
|
|
|
|
|
|
|
|
|
|||||
Continuing operations
|
|
130.1
|
|
|
121.1
|
|
|
107.7
|
|
|
89.1
|
|
|
94.6
|
|
Discontinued operations
|
|
—
|
|
|
—
|
|
|
(2.2
|
)
|
|
—
|
|
|
—
|
|
|
|
130.1
|
|
|
121.1
|
|
|
105.5
|
|
|
89.1
|
|
|
94.6
|
|
|
|
As at 30 June
|
|
||||||||||||
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
|
2016
£ million |
|
|
2015
£ million |
|
Non-current assets
|
|
21,923
|
|
|
21,024
|
|
|
20,196
|
|
|
19,639
|
|
|
18,134
|
|
Current assets
|
|
9,373
|
|
|
8,691
|
|
|
8,652
|
|
|
8,852
|
|
|
7,670
|
|
Total assets
|
|
31,296
|
|
|
29,715
|
|
|
28,848
|
|
|
28,491
|
|
|
25,804
|
|
Current liabilities
|
|
(7,003
|
)
|
|
(6,360
|
)
|
|
(6,660
|
)
|
|
(6,187
|
)
|
|
(5,290
|
)
|
Non-current liabilities
|
|
(14,137
|
)
|
|
(11,642
|
)
|
|
(10,160
|
)
|
|
(12,124
|
)
|
|
(11,258
|
)
|
Total liabilities
|
|
(21,140
|
)
|
|
(18,002
|
)
|
|
(16,820
|
)
|
|
(18,311
|
)
|
|
(16,548
|
)
|
Net assets
|
|
10,156
|
|
|
11,713
|
|
|
12,028
|
|
|
10,180
|
|
|
9,256
|
|
Share capital
|
|
753
|
|
|
780
|
|
|
797
|
|
|
797
|
|
|
797
|
|
Share premium
|
|
1,350
|
|
|
1,349
|
|
|
1,348
|
|
|
1,347
|
|
|
1,346
|
|
Other reserves
|
|
2,372
|
|
|
2,133
|
|
|
2,693
|
|
|
2,625
|
|
|
1,994
|
|
Retained earnings
|
|
3,886
|
|
|
5,686
|
|
|
5,475
|
|
|
3,761
|
|
|
3,634
|
|
Equity attributable to equity shareholders of the parent company
|
|
8,361
|
|
|
9,948
|
|
|
10,313
|
|
|
8,530
|
|
|
7,771
|
|
Non-controlling interests
|
|
1,795
|
|
|
1,765
|
|
|
1,715
|
|
|
1,650
|
|
|
1,485
|
|
Total equity
|
|
10,156
|
|
|
11,713
|
|
|
12,028
|
|
|
10,180
|
|
|
9,256
|
|
Net borrowings
|
|
(11,277
|
)
|
|
(9,091
|
)
|
|
(7,892
|
)
|
|
(8,635
|
)
|
|
(9,527
|
)
|
|
|
Year ended 30 June
|
|
||||||||||||
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
|
2016
£ million |
|
|
2015
£ million |
|
Items included in operating profit
|
|
|
|
|
|
|
|
|
|
|
|||||
Indirect tax in Korea
|
|
(35
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
Guaranteed minimum pension equalisation
|
|
(21
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
French tax audit penalty
|
|
(18
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
Brand, goodwill, tangible and other assets impairment
|
|
—
|
|
|
(128
|
)
|
|
—
|
|
|
(118
|
)
|
|
—
|
|
Competition authority investigation in Turkey
|
|
—
|
|
|
—
|
|
|
(33
|
)
|
|
—
|
|
|
—
|
|
Customer claim in India
|
|
—
|
|
|
—
|
|
|
(32
|
)
|
|
—
|
|
|
—
|
|
Disengagement agreements relating to United Spirits Limited
|
|
—
|
|
|
—
|
|
|
23
|
|
|
(49
|
)
|
|
—
|
|
Restructuring programmes
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(82
|
)
|
Korea settlement
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(146
|
)
|
Associate impairment
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(41
|
)
|
|
|
(74
|
)
|
|
(128
|
)
|
|
(42
|
)
|
|
(167
|
)
|
|
(269
|
)
|
Non-operating items
|
|
|
|
|
|
|
|
|
|
|
|||||
Gains on sale of businesses
|
|
144
|
|
|
—
|
|
|
20
|
|
|
215
|
|
|
247
|
|
Step up gains
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
156
|
|
Other non-operating items
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(92
|
)
|
|
(30
|
)
|
|
|
144
|
|
|
—
|
|
|
20
|
|
|
123
|
|
|
373
|
|
French tax audit interest
|
|
(9
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
Items included in taxation
|
|
|
|
|
|
|
|
|
|
|
|||||
French audit settlement
|
|
(61
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
Tax rate change in the Netherlands
|
|
51
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
US tax reform
|
|
—
|
|
|
354
|
|
|
—
|
|
|
—
|
|
|
—
|
|
UK transfer pricing settlement
|
|
—
|
|
|
(143
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
UK industrial building allowance
|
|
—
|
|
|
(21
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
Tax credit on exceptional operating items
|
|
4
|
|
|
13
|
|
|
11
|
|
|
7
|
|
|
51
|
|
Tax on sale of businesses
|
|
(33
|
)
|
|
—
|
|
|
(7
|
)
|
|
49
|
|
|
—
|
|
|
|
(39
|
)
|
|
203
|
|
|
4
|
|
|
56
|
|
|
51
|
|
Exceptional items in continuing operations
|
|
22
|
|
|
75
|
|
|
(18
|
)
|
|
12
|
|
|
155
|
|
Discontinued operations net of taxation (note 3)
|
|
—
|
|
|
—
|
|
|
(55
|
)
|
|
—
|
|
|
—
|
|
Exceptional items
|
|
22
|
|
|
75
|
|
|
(73
|
)
|
|
12
|
|
|
155
|
|
|
|
|
|
Year ended 30 June
|
|
||||||||||||
|
|
|
|
2019
pence |
|
|
2018
pence |
|
|
2017
pence |
|
|
2016
pence |
|
|
2015
pence |
|
Per ordinary share
|
|
Interim
|
|
26.10
|
|
|
24.90
|
|
|
23.70
|
|
|
22.60
|
|
|
21.50
|
|
|
|
Final
|
|
42.47
|
|
|
40.40
|
|
|
38.50
|
|
|
36.60
|
|
|
34.90
|
|
|
|
Total
|
|
68.57
|
|
|
65.30
|
|
|
62.20
|
|
|
59.20
|
|
|
56.40
|
|
|
|
|
|
$
|
|
|
$
|
|
|
$
|
|
|
$
|
|
|
$
|
|
Per ADS
|
|
Interim
|
|
1.36
|
|
|
1.39
|
|
|
1.18
|
|
|
1.27
|
|
|
1.28
|
|
|
|
Final
|
|
2.11
|
|
|
2.10
|
|
|
2.02
|
|
|
1.85
|
|
|
2.14
|
|
|
|
Total
|
|
3.47
|
|
|
3.49
|
|
|
3.20
|
|
|
3.12
|
|
|
3.42
|
|
We innovate
|
|
We make
|
|
We market
|
|
We sell
|
Led by consumer insights, we unlock new opportunities to recruit and re-recruit consumers to our brands. We innovate with new offerings that meet changing consumer demands.
|
|
We are the makers of premium spirits and beer, committed to the highest quality and standards.
|
|
We invest in world-class marketing to responsibly build vibrant brands that resonate with our consumers.
|
|
We extend our sales reach through leading activations and advocacy to ensure our brands are part of consumer celebrations around the world.
|
Brands
|
|
Countries
|
200+
|
|
180
|
Production sites
|
|
Employees
|
150+
|
|
28,400
|
Outcomes of our strategy
|
|
① Efficient growth
|
③ Credibility and trust
|
② Consistent value creation
|
④ Engaged people
|
Location
|
|
Principal products
|
|
Production capacity in millions of equivalent units
(i)
|
|
|
Production volume in 2019 in millions of equivalent units
|
|
United Kingdom (Spirits)
|
|
Scotch whisky, gin, vodka, rum, ready to drink
|
|
96
|
|
|
53
|
|
UK, Ireland (Guinness)
|
|
Beer
|
|
8
|
|
|
8
|
|
Ireland (Baileys)
|
|
Irish cream liqueur
|
|
12
|
|
|
8
|
|
Italy (Santa Vittoria)
|
|
Vodka, rum, ready to drink
|
|
11
|
|
|
8
|
|
Turkey
|
|
Raki, vodka, gin, liqueur, wine
|
|
8
|
|
|
5
|
|
United States, Canada, US Virgin Islands
|
|
Vodka, gin, tequila, rum, Canadian whisky, American whiskey, progressive adult beverages, ready to drink
|
|
52
|
|
|
37
|
|
Brazil
|
|
Cachaça, vodka
|
|
10
|
|
|
4
|
|
Mexico
|
|
Tequila
|
|
3
|
|
|
3
|
|
Australia
|
|
Rum, vodka, ready to drink
|
|
4
|
|
|
2
|
|
Singapore
|
|
Finishing centre
|
|
7
|
|
|
1
|
|
India
|
|
Rum, vodka, whisky, scotch, brandy, gin, wine
|
|
64
|
|
|
41
|
|
Nigeria
|
|
Beer
|
|
7
|
|
|
6
|
|
South Africa
|
|
Spirits and ready to drink
|
|
4
|
|
|
4
|
|
East Africa (Uganda, Kenya, Tanzania)
|
|
Beer and spirits
|
|
17
|
|
|
15
|
|
Africa Regional Markets (Ethiopia, Cameroon, Ghana, Seychelles)
|
|
Beer
|
|
7
|
|
|
4
|
|
(i)
|
Impact Databank Value Ratings, May
2019
.
|
(ii)
|
Global Data, 2018.
|
(iii)
|
Global giants represent 41% of Diageo net sales.
|
(iv)
|
Local stars represent 20% of Diageo net sales.
|
(v)
|
Reserve brands represent 19%
of Diageo net sales.
|
(i)
|
The above diagram is intended to illustrate general geographic regions of the world in which Diageo has a presence and/or in which its products are sold, and is not intended to imply that Diageo has a presence in and/or that its products are sold in every country within a geographical region.
|
(ii)
|
Based on reported net sales for the year ended
30 June 2019
. Does not include corporate net sales of £53 million.
|
% share by region
|
|
North America
|
|
Europe and Turkey
|
|
Africa
|
|
Latin America
and Caribbean |
|
Asia
Pacific |
Volume
|
|
20.1
|
|
18.4
|
|
13.7
|
|
9.1
|
|
38.7
|
Net sales
(i)
|
|
34.9
|
|
22.9
|
|
12.4
|
|
8.8
|
|
21.0
|
Operating profit before exceptional items
(ii)
|
|
45.2
|
|
23.6
|
|
6.4
|
|
8.5
|
|
16.3
|
Operating profit
(iii)
|
|
45.8
|
|
23.4
|
|
6.5
|
|
8.6
|
|
15.7
|
Water withdrawal
|
|
12.2
|
|
39.5
|
|
38.5
|
|
1.3
|
|
8.5
|
Carbon emissions
(iv)
|
|
9.3
|
|
40.5
|
|
38.9
|
|
3.2
|
|
8.1
|
Employees
(v)
|
|
9.7
|
|
36.9
|
|
15.0
|
|
8.8
|
|
29.6
|
(i)
|
Excluding corporate net sales of £53 million.
|
(ii)
|
Excluding exceptional operating charges of £74 million (
2018
– £128 million) and net corporate operating costs of £189 million (
2018
– £158 million).
|
(iii)
|
Excluding net corporate operating costs of £210 million (
2018
– £158 million).
|
(iv)
|
Excludes corporate offices which account for <2% of combined impacts.
|
(v)
|
Employees have been allocated to the region in which they reside.
|
NET SALES GROWTH
(%)
|
OPERATING MARGIN IMPROVEMENT
(bps)
|
BASIC EARNINGS PER SHARE
(pence)
|
Definition
|
Definition
|
Definition
|
Sales growth after deducting excise duties.
|
The percentage point movement in operating profit, divided by net sales.
|
Profit attributable to equity shareholders of the parent company, divided by the weighted average number of shares in issue.
|
Performance
|
Performance
|
Performance
|
Reported net sales grew 5.8%, driven by organic growth and favourable exchange which was partially offset by acquisitions and disposals.
|
Reported operating margin increased by 107bps driven by organic operating margin improvement, lower exceptional operating charges offset by the impact of acquisitions and disposals and favourable exchange.
|
Basic eps of 130.7 pence increased by 9.0 pence driven by organic operating profit growth and lower finance charges which was partially offset by higher tax charge and net increase in exceptional charges.
|
NET CASH FROM OPERATING
ACTIVITIES
(£ million)
|
RETURN ON CLOSING INVESTED
CAPITAL
(%)
|
Definition
|
Definition
|
Net cash from operating activities comprises the net cash flow from operating activities as disclosed on the face of the cash flow statement.
|
Profit for the year divided by net assets at the end of the financial year.
|
Performance
|
Performance
|
Net cash from operating activities increased by £164 million due to organic operating profit growth partially offset by unfavourable working capital movement and higher tax payments.
|
Return on closing invested capital increased by 610 bps principally driven by decrease in net assets.
|
Financial
|
®
①
|
Financial
|
®
①
|
Financial
|
®
①
|
||
Organic net sales growth
(%)
|
6.1
|
%
|
Organic operating margin improvement
(bps)
|
83
|
bps
|
Earnings per share before
exceptional items (pence) (i) |
130.8p
|
Non-Financial
|
③ ④
|
Non-Financial
|
③ ④
|
Non-Financial
|
③
|
Positive drinking
|
Health and safety
(lost-time accident frequency per 1,000 full-time employees) |
0.98
|
Water efficiency
(ii)
(l/l) |
4.64l/l
|
Definition
|
Definition
|
Definition
|
We report against three indicators for positive drinking.
|
Number of accidents per 1,000 full-time employees and directly supervised contractors resulting in time lost from work of one calendar day or more.
|
Ratio of the amount of water required to produce one litre of packaged product.
|
Why we measure
|
Why we measure
|
Why we measure
|
We support the World Health Organization’s (WHO) goal of reducing harmful drinking by 10% across the world by 2025 and we put resources and skills into a range of programmes around the world that aim to reduce harm and change behaviour. We have set ourselves stretching targets to measure our contribution to this area, focusing on tackling underage drinking and drink driving, in addition to promoting moderation.
|
Safety is a basic human right: everyone has the right to work in a safe environment, and our Zero Harm safety philosophy is that everyone should go home safe and healthy, every day, everywhere.
|
Water is the main ingredient in all of our brands. We aim to improve efficiency, and minimise our water use, particularly in water-stressed areas. This will ensure we can sustain production growth, address climate change risk and respond to the growing global demand for water, as scarcity increases.
|
Performance
|
Performance
|
Performance
|
We launched a new Positive Drinking strategy last year and this is the first year we have reported against these targets for 2025.
|
We achieved a milestone safety performance level of 0.98 lost-time accidents (LTAs) per 1,000 employees, our lowest rate ever. This represents a 7% reduction in LTAs compared with 2018. We continued to focus on markets in particular need of support, delivering improvements by increasing compliance with our core standards and programmes. We also maintained strong performance in our more established markets.
|
Water efficiency improved by 6% compared to 2018 and 43.8% versus our 2007 baseline.
|
More detail on pages 89-93
|
More detail on pages 106-108
|
More detail on pages 98-106
|
Financial
|
®
①
|
Financial
|
②
|
Financial
|
®
②
|
|||
Free cash flow
(
£
million)
|
|
£2,608
|
m
|
Return on average invested capital
(ROIC) (%)
|
15.1
|
%
|
Total shareholder return
(%)
|
27%
|
Definition
|
Definition
|
Definition
|
Free cash flow comprises the net cash flow from operating activities aggregated with the net cash received/paid for loans receivable and other investments, and the net cash cost paid for property, plant and equipment, and computer software.
|
Profit before finance charges and exceptional items attributable to equity shareholders divided by average invested capital. Invested capital comprises net assets aggregated with exceptional restructuring costs and goodwill at the date of transition to IFRS, excluding post employment liabilities, net borrowings and non-controlling interests.
|
Percentage growth in the value of a Diageo share (assuming all dividends and capital distributions are re-invested).
|
Why we measure
|
Why we measure
|
Why we measure
|
Free cash flow is a key indicator of the financial management of the business and reflects the cash generated by the business to fund payments to our shareholders and acquisitions.
|
ROIC is used by management to assess the return obtained from the group’s asset base. Improving ROIC builds financial strength to enable Diageo to attain its financial objectives.
|
Diageo’s Directors have a fiduciary responsibility to maximise long-term value for shareholders. We also monitor our relative TSR performance against our peers.
|
Performance
|
Performance
|
Performance
|
Free cash flow continued to be strong at £2.6 billion. Operating profit growth was partially offset by reduced operating working capital improvements year on year, increased investment in maturing inventory and higher tax payments.
|
ROIC before exceptional items increased 80bps as organic operating profit growth was partially offset by the impact from acquisitions and disposals and higher underlying tax charges.
|
Diageo delivered total shareholder return of 27% as dividends increased, a share buyback programme of £2.8 billion was executed and the share price benefited from underlying business improvements.
|
More detail on page 53
|
More detail on page 54
|
|
Non-Financial
|
③
|
Non-Financial
|
③ ④
|
|
Carbon emissions
(iii)
(1,000 tonnes CO 2 e) |
586
|
Employee engagement index
(%) |
75
|
%
|
Definition
|
Definition
|
Absolute volume of carbon emissions, in 1,000 tonnes.
|
Measured through our Your Voice survey; includes metrics for employee satisfaction, loyalty, advocacy and pride.
|
Why we measure
|
Why we measure
|
Carbon emissions are a key element of Diageo’s, and our industry’s, environmental impact. Reducing our carbon emissions is a significant part of our efforts to mitigate climate change, positioning us well for a future low-carbon economy, while creating energy efficiencies and savings now.
|
Employee engagement is a key enabler of our strategy and performance. The survey allows us to measure, quantitatively and qualitatively, how far employees believe we are living our values. The results inform our ways of working, engagement strategies and leadership development.
|
Performance
|
Performance
|
Carbon emissions reduced by 5.9% in 2019, and cumulatively by 44.7% against the 2007 baseline despite increased production volume.
|
94% of our people participated in our Your Voice survey (22,615 of the 24,129 invited). 75% were identified as engaged, a decrease of 1% on last year. 89% declared themselves proud to work for Diageo, down 1% on 2018. Despite this small shift, we have maintained a strong engagement score in line with best in class benchmarks.
|
More detail on page 105
|
More detail on pages 108-109
|
(i)
|
For reward purposes this measure is further adjusted for the impact of exchange rates and other factors not controlled by management, to ensure focus on our underlying performance drivers.
|
(ii)
|
I
n accordance with Diageo's environmental reporting methodologies, data for each of the four years in the period ended 30 June 2018 has been restated where relevant.
|
(iii)
|
In accordance with Diageo's environmental reporting methodologies and WRI/WBCSD GHG Protocol, data for each of the four years in the period ended 30 June 2018 has been restated where relevant.
|
Recommended final dividend per share
|
2019: 42.47p
á
5%
|
2018: 40.4p
|
Total dividend per share
(i)
|
2019: 68.57p
á
5%
|
2018: 65.3p
|
Total shareholder return (%)
|
2018: 27%
|
2017: 23%
|
(i)
|
Includes final recommended dividend of 42.47p.
|
Volume movement
|
|
Organic volume movement
|
2019:
á
2.3%
2018:
â
0.7%
|
|
2019:
á
2.3%
2018:
á
2.5%
|
Net sales movement
|
|
Organic net sales movement
|
2019:
á
5.8%
2018:
á
0.9%
|
|
2019:
á
6.1%
2018:
á
5.0%
|
Reported operating profit movement
|
|
Organic operating profit movement
|
2019:
á
9.5%
2018:
á
3.7%
|
|
2019:
á
9.0%
2018:
á
7.6%
|
l
|
Scotch
|
25
|
%
|
l
|
Liqueurs
|
5
|
%
|
l
|
Vodka
|
11
|
%
|
l
|
Gin
|
4
|
%
|
l
|
US Whiskey
|
2
|
%
|
l
|
Tequila
|
4
|
%
|
l
|
Canadian Whisky
|
7
|
%
|
l
|
Beer
|
16
|
%
|
l
|
Rum
|
6
|
%
|
l
|
Ready to drink
|
6
|
%
|
l
|
IMFL Whisky
|
5
|
%
|
l
|
Other
|
9
|
%
|
|
550 million
new legal purchase age consumers are expected to enter the market by 2030. |
|
750 million
consumers are expected to be able to afford international-style spirits over the next decade. |
|
53%
of the global alcohol market, by volume, is spirits. |
|
6 billion
equivalent units of alcohol sold each year. |
|
£747 billion
retail sales value. |
•
|
economic, political, social or other developments in countries and markets in which Diageo operates, which may contribute to a reduction in demand for Diageo’s products, adverse impacts on Diageo’s customer, supplier and/or financial counterparties, or the imposition of import, investment or currency restrictions (including the potential impact of any global, regional or local trade wars or any tariffs, duties or other restrictions or barriers imposed on the import or export of goods between territories, including but not limited to, imports into and exports from the United States, Canada, Mexico, the United Kingdom and/or the European Union);
|
•
|
the negotiating process surrounding, as well as the final terms of, the United Kingdom’s exit from the European Union, which could lead to a sustained period of economic and political uncertainty and complexity whilst detailed withdrawal terms and any successor trading arrangements with other countries are negotiated, finalised and implemented, potentially adversely impacting economic conditions in the United Kingdom and Europe more generally as well as Diageo's business operations and financial performance
;
|
•
|
changes in consumer preferences and tastes, including as a result of changes in demographics, evolving social trends (including any shifts in consumer tastes towards small-batch craft alcohol, low or no alcohol, or other alternative products), changes in travel, vacation or leisure activity patterns, weather conditions, health concerns and/or a downturn in economic conditions;
|
•
|
any litigation or other similar proceedings (including with tax, customs, competition, environmental, anti-corruption or other regulatory authorities), including litigation directed at the beverage alcohol industry generally or at Diageo in particular;
|
•
|
changes in the domestic and international tax environment, including as a result of the OECD Base Erosion and Profit Shifting Initiative and EU anti-tax abuse measures, leading to uncertainty around the application of existing and new tax laws and unexpected tax exposures;
|
•
|
the effects of climate change, or legal, regulatory or market measures intended to address climate change, on Diageo’s business or operations, including on the cost and supply of water;
|
•
|
changes in the cost of production, including as a result of increases in the cost of commodities, labour and/or energy or as a result of inflation;
|
•
|
legal and regulatory developments, including changes in regulations relating to production, distribution, importation, marketing, advertising, sales, pricing, labelling, packaging, product liability, antitrust, labour, compliance and control systems, environmental issues and/or data privacy;
|
•
|
the consequences of any failure by Diageo or its associates to comply with anti-corruption, sanctions, trade restrictions or similar laws and regulations, or any failure of Diageo’s related internal policies and procedures to comply with applicable law or regulation;
|
•
|
the consequences of any failure of internal controls, including those affecting compliance with existing or new accounting and/or disclosure requirements;
|
•
|
Diageo’s ability to maintain its brand image and corporate reputation or to adapt to a changing media environment;
|
•
|
contamination, counterfeiting or other circumstances which could harm the level of customer support for Diageo’s brands and adversely impact its sales;
|
•
|
increased competitive product and pricing pressures, including as a result of actions by increasingly consolidated competitors or increased competition from regional and local companies, that could negatively impact Diageo’s market share, distribution network, costs and/or pricing;
|
•
|
any disruption to production facilities, business service centres or information systems, including as a result of cyber attacks;
|
•
|
increased costs for, or shortages of, talent, as well as labour strikes or disputes;
|
•
|
Diageo’s ability to derive the expected benefits from its business strategies, including in relation to expansion in emerging markets, acquisitions and/or disposals, cost savings and productivity initiatives or inventory forecasting;
|
•
|
fluctuations in exchange rates and/or interest rates, which may impact the value of transactions and assets denominated in other currencies, increase Diageo’s cost of financing or otherwise adversely affect Diageo’s financial results;
|
•
|
movements in the value of the assets and liabilities related to Diageo’s pension plans;
|
•
|
Diageo’s ability to renew supply, distribution, manufacturing or licence agreements (or related rights) and licences on favourable terms, or at all, when they expire; or
|
•
|
any failure by Diageo to protect its intellectual property rights.
|
Reported net sales were up 5.8% as organic growth was partially offset by acquisitions and disposals
|
Reported operating profit was up 9.5% driven by organic growth, lower exceptional operating charges and favourable exchange, partially offset by acquisitions and disposals
|
Organic results improved with volume growth of 2.3%
|
Organic net sales growth of 6.1%
|
Organic operating profit grew 9%
|
Free cash flow continued to be strong at £2.6bn
|
Net cash from operating activities was £3.2bn
|
Basic eps of 130.7 pence was up 7.4%
|
Eps before exceptional items increased 10% to 130.8 pence
|
l
|
North America
|
l
|
Europe and Turkey
|
l
|
Africa
|
l
|
Latin America and Caribbean
|
l
|
Asia Pacific
|
(i)
|
Excluding corporate net sales of
£53 million
(
2018
-
£52 million
).
|
(ii)
|
Excluding net corporate cost of
£210 million
(
2018
-
£158 million
).
|
(iii)
|
Excluding exceptional operating charges of
£74 million
(
2018
-
£128 million
) and net corporate operating costs of
£189 million
(
2018
-
£158 million
).
|
Summary financial information
|
|
2019
|
|
|
2018
|
|
Volume
|
EUm
|
245.9
|
|
|
240.4
|
|
Net sales
|
£ million
|
12,867
|
|
|
12,163
|
|
Marketing
|
£ million
|
2,042
|
|
|
1,882
|
|
Operating profit before exceptional items
|
£ million
|
4,116
|
|
|
3,819
|
|
Exceptional operating items
(i)
|
£ million
|
(74
|
)
|
|
(128
|
)
|
Operating profit
|
£ million
|
4,042
|
|
|
3,691
|
|
Share of associate and joint venture profit after tax
|
£ million
|
312
|
|
|
309
|
|
Non-operating exceptional gain
(i)
|
£ million
|
144
|
|
|
—
|
|
Net finance charges
|
£ million
|
(263
|
)
|
|
(260
|
)
|
Exceptional taxation (charge)/credit
(i)
|
£ million
|
(39
|
)
|
|
203
|
|
Tax rate including exceptional items
|
%
|
21.2
|
|
|
15.9
|
|
Tax rate before exceptional items
|
%
|
20.6
|
|
|
20.7
|
|
Profit attributable to parent company’s shareholders
|
£ million
|
3,160
|
|
|
3,022
|
|
Basic earnings per share
|
pence
|
130.7
|
|
|
121.7
|
|
Earnings per share before exceptional items
|
pence
|
130.8
|
|
|
118.6
|
|
Recommended full year dividend
|
pence
|
68.57
|
|
|
65.3
|
|
Reported growth by region
|
|
Volume
% |
|
|
Sales
%
|
|
|
Net sales
% |
|
|
Marketing
% |
|
|
Operating profit
% |
|
|
Operating
profit before
exceptional items
%
|
|
North America
|
|
2
|
|
|
9
|
|
|
8
|
|
|
15
|
|
|
4
|
|
|
4
|
|
Europe and Turkey
|
|
(2
|
)
|
|
(2
|
)
|
|
—
|
|
|
3
|
|
|
(3
|
)
|
|
(1
|
)
|
Africa
|
|
1
|
|
|
7
|
|
|
7
|
|
|
10
|
|
|
337
|
|
|
44
|
|
Latin America and Caribbean
|
|
1
|
|
|
7
|
|
|
6
|
|
|
3
|
|
|
19
|
|
|
19
|
|
Asia Pacific
|
|
5
|
|
|
6
|
|
|
7
|
|
|
6
|
|
|
18
|
|
|
24
|
|
Diageo - reported growth by region
(ii)
|
|
2
|
|
|
5
|
|
|
6
|
|
|
9
|
|
|
10
|
|
|
8
|
|
Organic growth by region
|
|
Volume
% |
|
|
Sales
%
|
|
|
Net sales
% |
|
|
Marketing
% |
|
|
|
|
Operating profit
(i)
% |
|
|
North America
|
|
2
|
|
|
5
|
|
|
5
|
|
|
11
|
|
|
|
|
3
|
|
|
Europe and Turkey
|
|
(2
|
)
|
|
4
|
|
|
4
|
|
|
6
|
|
|
|
|
2
|
|
|
Africa
|
|
1
|
|
|
7
|
|
|
7
|
|
|
3
|
|
|
|
|
50
|
|
|
Latin America and Caribbean
|
|
1
|
|
|
10
|
|
|
9
|
|
|
6
|
|
|
|
|
19
|
|
|
Asia Pacific
|
|
5
|
|
|
9
|
|
|
9
|
|
|
7
|
|
|
|
|
26
|
|
|
Diageo - organic growth by region
(ii)
|
|
2
|
|
|
6
|
|
|
6
|
|
|
8
|
|
|
|
|
9
|
|
(i)
|
Before exceptional operating items.
|
(ii)
|
Includes Corporate. In the year ended 30 June 2019 corporate net sales were £53 million (2018 - £52 million). Net corporate operating costs were £189 million (2018 - £158 million).
|
(i)
|
Excluding exchange
.
|
(ii)
|
Net finance charges in relation to share buyback and acquisitions and disposals are reflected in the respective categories.
|
(
i)
|
Net cash from operating activities excludes net capex and movements in loans and other investments (
2019
- £(640) million;
2018
- £(561) million
).
|
(ii)
|
Exchange on operating profit before exceptional items.
|
(iii)
|
Operating profit excluding exchange, depreciation and amortisation, post employment charges and non-cash items but including exceptional operating items.
|
(iv)
|
Working capital movement includes maturing inventory.
|
(
v)
|
Other items include post employment payments, dividends received from associates and joint ventures, and movements in loans and other investments.
|
(i)
|
ROIC calculation excludes exceptional items.
|
|
|
2018
£ million |
|
|
Exchange
(a)
£ million
|
|
|
Acquisitions
and disposals
(b)
£ million
|
|
|
Organic
movement
(i)
£ million
|
|
|
Reclassifi-
cation
(ii)
£ million |
|
|
2019
£ million |
|
Sales
|
|
18,432
|
|
|
(234
|
)
|
|
(61
|
)
|
|
1,157
|
|
|
—
|
|
|
19,294
|
|
Excise duties
|
|
(6,269
|
)
|
|
258
|
|
|
4
|
|
|
(420
|
)
|
|
—
|
|
|
(6,427
|
)
|
Net sales
|
|
12,163
|
|
|
24
|
|
|
(57
|
)
|
|
737
|
|
|
—
|
|
|
12,867
|
|
Cost of sales
|
|
(4,634
|
)
|
|
(9
|
)
|
|
9
|
|
|
(232
|
)
|
|
—
|
|
|
(4,866
|
)
|
Gross profit
|
|
7,529
|
|
|
15
|
|
|
(48
|
)
|
|
505
|
|
|
—
|
|
|
8,001
|
|
Marketing
|
|
(1,882
|
)
|
|
(5
|
)
|
|
(1
|
)
|
|
(144
|
)
|
|
(10
|
)
|
|
(2,042
|
)
|
Other operating expenses
|
|
(1,828
|
)
|
|
15
|
|
|
(15
|
)
|
|
(25
|
)
|
|
10
|
|
|
(1,843
|
)
|
Operating profit before exceptional items
|
|
3,819
|
|
|
25
|
|
|
(64
|
)
|
|
336
|
|
|
—
|
|
|
4,116
|
|
Exceptional operating items (c)
|
|
(128
|
)
|
|
|
|
|
|
|
|
|
|
(74
|
)
|
||||
Operating profit
|
|
3,691
|
|
|
|
|
|
|
|
|
|
|
4,042
|
|
||||
Non-operating items (c)
|
|
—
|
|
|
|
|
|
|
|
|
|
|
144
|
|
||||
Net finance charges
|
|
(260
|
)
|
|
|
|
|
|
|
|
|
|
(263
|
)
|
||||
Share of after tax results of associates and joint ventures
|
|
309
|
|
|
|
|
|
|
|
|
|
|
312
|
|
||||
Profit before taxation
|
|
3,740
|
|
|
|
|
|
|
|
|
|
|
4,235
|
|
||||
Taxation (d)
|
|
(596
|
)
|
|
|
|
|
|
|
|
|
|
(898
|
)
|
||||
Profit for the year
|
|
3,144
|
|
|
|
|
|
|
|
|
|
|
3,337
|
|
(i)
|
For the definition of organic movement see page
110.
|
(ii)
|
For the year ended 30 June 2018 marketing costs of £10 million in South Africa have been reclassified from overheads to marketing.
|
|
|
Gains/
(losses)
£ million
|
|
Translation impact
|
|
15
|
|
Transaction impact
|
|
10
|
|
Operating profit before exceptional items
|
|
25
|
|
Net finance charges
|
|
(9
|
)
|
Associates – translation impact
|
|
—
|
|
Profit before exceptional items and taxation
|
|
16
|
|
|
|
Year ended
30 June 2019 |
|
|
Year ended
30 June 2018 |
|
||
Exchange rates
|
|
|
|
|
||||
Translation £1 =
|
|
|
$1.29
|
|
|
|
$1.35
|
|
Transaction £1 =
|
|
|
$1.33
|
|
|
|
$1.36
|
|
Translation £1 =
|
|
|
€1.13
|
|
|
|
€1.13
|
|
Transaction £1 =
|
|
|
€1.13
|
|
|
|
€1.16
|
|
Movement in net borrowings
|
|
2019
£ million |
|
|
2018
£ million |
|
Net borrowings at the beginning of the year
|
|
(9,091
|
)
|
|
(7,892
|
)
|
Free cash flow (a)
|
|
2,608
|
|
|
2,523
|
|
Acquisitions (b)
|
|
(56
|
)
|
|
(594
|
)
|
Sale of businesses and brands (c)
|
|
426
|
|
|
4
|
|
Share buyback programme
|
|
(2,775
|
)
|
|
(1,507
|
)
|
Proceeds from issue of share capital
|
|
1
|
|
|
1
|
|
Net sale of own shares for share schemes (d)
|
|
50
|
|
|
8
|
|
Dividends paid to non-controlling interests
|
|
(112
|
)
|
|
(80
|
)
|
Rights issue proceeds from non-controlling interests of subsidiary company
|
|
—
|
|
|
26
|
|
Net movements in bonds (e)
|
|
1,598
|
|
|
1,041
|
|
Purchase of shares of non-controlling interests (f)
|
|
(784
|
)
|
|
—
|
|
Net movements in other borrowings (g)
|
|
721
|
|
|
(26
|
)
|
Equity dividends paid
|
|
(1,623
|
)
|
|
(1,581
|
)
|
Net increase/(decrease) in cash and cash equivalents
|
|
54
|
|
|
(185
|
)
|
Net increase in bonds and other borrowings
|
|
(2,331
|
)
|
|
(1,015
|
)
|
Exchange differences (h)
|
|
(22
|
)
|
|
80
|
|
Other non-cash items
|
|
113
|
|
|
(79
|
)
|
Net borrowings at the end of the year
|
|
(11,277
|
)
|
|
(9,091
|
)
|
Movement in equity
|
|
2019
£ million |
|
|
2018
£ million |
|
Equity at the beginning of the year
|
|
11,713
|
|
|
12,028
|
|
Profit for the year
|
|
3,337
|
|
|
3,144
|
|
Exchange adjustments (a)
|
|
255
|
|
|
(609
|
)
|
Remeasurement of post employment plans net of taxation
|
|
36
|
|
|
368
|
|
Purchase of shares of non-controlling interests (b)
|
|
(784
|
)
|
|
—
|
|
Rights issue proceeds from non-controlling interests of subsidiary company (c)
|
|
—
|
|
|
26
|
|
Dividends to non-controlling interests
|
|
(114
|
)
|
|
(101
|
)
|
Equity dividends paid
|
|
(1,623
|
)
|
|
(1,581
|
)
|
Share buyback programme
|
|
(2,801
|
)
|
|
(1,507
|
)
|
Other reserve movements
|
|
137
|
|
|
(55
|
)
|
Equity at the end of the year
|
|
10,156
|
|
|
11,713
|
|
l
|
US Spirits
|
l
|
Canada
|
l
|
Spirits
|
l
|
Ready to drink
|
l
|
DBC USA
|
l
|
Other (principally
Travel Retail) |
l
|
Beer
|
l
|
Other
|
|
|
|
|
|
|
|
Key financials
|
|
2018
£ million |
|
|
Exchange
£ million |
|
|
Acquisitions
and disposals £ million |
|
|
Organic movement
£ million |
|
|
2019
£ million |
|
|
Reported movement
% |
Net sales
|
|
4,116
|
|
|
176
|
|
|
(48
|
)
|
|
216
|
|
|
4,460
|
|
|
8
|
Marketing
|
|
662
|
|
|
24
|
|
|
1
|
|
|
75
|
|
|
762
|
|
|
15
|
Operating profit
|
|
1,882
|
|
|
74
|
|
|
(60
|
)
|
|
52
|
|
|
1,948
|
|
|
4
|
Markets:
|
|
Organic
volume
movement
%
|
|
|
Reported
volume
movement
%
|
|
|
Organic
net sales
movement
%
|
|
|
Reported
net sales
movement
%
|
|
North America
|
|
2
|
|
|
2
|
|
|
5
|
|
|
8
|
|
|
|
|
|
|
|
|
|
|
||||
US Spirits
(i)
|
|
2
|
|
|
(2
|
)
|
|
5
|
|
|
8
|
|
DBC USA
|
|
8
|
|
|
8
|
|
|
10
|
|
|
15
|
|
Canada
|
|
3
|
|
|
3
|
|
|
5
|
|
|
4
|
|
|
|
|
|
|
|
|
|
|
||||
Spirits
|
|
2
|
|
|
2
|
|
|
5
|
|
|
8
|
|
Beer
|
|
(4
|
)
|
|
(4
|
)
|
|
1
|
|
|
5
|
|
Ready to drink
|
|
18
|
|
|
17
|
|
|
18
|
|
|
21
|
|
Global giants, local stars and reserve
(ii)
:
|
|
Organic
volume movement (iii) % |
|
|
Organic
net sales movement % |
|
|
Reported
net sales movement % |
|
|||
Crown Royal
|
|
|
|
6
|
|
|
6
|
|
|
10
|
|
|
Smirnoff
|
|
|
|
2
|
|
|
3
|
|
|
7
|
|
|
Captain Morgan
|
|
|
|
(3
|
)
|
|
(4
|
)
|
|
—
|
|
|
Johnnie Walker
|
|
|
|
1
|
|
|
5
|
|
|
9
|
|
|
Ketel One
(iv)
|
|
|
|
10
|
|
|
10
|
|
|
15
|
|
|
Cîroc vodka
|
|
|
|
(10
|
)
|
|
(10
|
)
|
|
(6
|
)
|
|
Baileys
|
|
|
|
—
|
|
|
2
|
|
|
6
|
|
|
Guinness
|
|
|
|
(3
|
)
|
|
2
|
|
|
6
|
|
|
Tanqueray
|
|
|
|
2
|
|
|
1
|
|
|
5
|
|
|
Don Julio
|
|
|
|
20
|
|
|
26
|
|
|
32
|
|
|
Bulleit
|
|
|
|
11
|
|
|
8
|
|
|
13
|
|
|
Buchanan’s
|
|
|
|
8
|
|
|
4
|
|
|
9
|
|
(i)
|
Reported US Spirits volume growth was impacted by acquisitions and disposals.
|
•
|
Net sales in
US Spirits
were up 5%, broadly in line with depletions. Crown Royal grew net sales by 6% and gained share in its category, driven by continued growth of Crown Royal Regal Apple and Crown Royal Vanilla underpinned by strong marketing investment and the Crown Royal Peach and Crown Royal Salted Caramel limited time offers. In scotch, Johnnie Walker and Buchanan's gained share. Johnnie Walker net sales increased 6% with the successful launch of "White Walker by Johnnie Walker" inspired by the TV series Game of Thrones, which recruited new consumers into scotch. In vodka, net sales were flat, an improvement on the prior year's decline of 3%, despite continued weakness in Cîroc. Ketel One net sales were up 10%, benefitting from the success of Ketel One Botanical. Smirnoff returned to growth, up 2%, with strong marketing support reflected in the stabilisation of the base business and strengthened brand equity and with growth fuelled by the launch of Smirnoff Zero Sugar Infusions in May.
Captain Morgan net sales declined by 5% in a category that is also in decline. Baileys net sales grew by 3% and gained category share as it continued its year-round focus on Baileys as an everyday treat. In tequila, Don Julio and Casamigos had strong double digit growth and gained share in the tequila category with Don Julio significantly up-weighting media investment to drive awareness and Casamigos focusing on public relations, social media and targeted events.
|
•
|
DBC USA
net sales increased 10%, driven by ready to drink growth of 18% as Smirnoff Spiked Seltzer and Smirnoff Ice Smash success continued. In beer, net sales were up 2% with Guinness up 3%. The opening of the Guinness Open Gate Brewery and Barrel House in Maryland and expanding at-home consumption occasions supported Guinness growth.
|
•
|
Net sales in
Canada
grew 5%, driven by growth in spirits and ready to drink. Spirits net sales were up 3% with broad based growth across all categories, including a strong performance from "White Walker by Johnnie Walker". Ready to drink benefitted from innovation, particularly the Smirnoff Ice Berry Blast ready to drink.
|
•
|
Marketing
grew 11%. Up-weighted investment coupled with the use of marketing effectiveness analytic tools to help make better investment decisions continued to strengthen brand equity and deliver sustainable growth.
|
l
|
Europe
|
l
|
Other (principally
Travel Retail) |
l
|
Spirits
|
l
|
Ready to drink
|
l
|
Turkey
|
|
l
|
Beer
|
l
|
Other
|
|
|
|
|
|
|
|
|
|
Key financials
|
|
2018
£ million |
|
|
Exchange
£ million |
|
|
Acquisitions
and disposals £ million |
|
|
Organic movement
£ million |
|
|
2019
£ million |
|
|
Reported movement
% |
|
Net sales
|
|
2,932
|
|
|
(95
|
)
|
|
(2
|
)
|
|
104
|
|
|
2,939
|
|
|
—
|
|
Marketing
|
|
474
|
|
|
(10
|
)
|
|
—
|
|
|
26
|
|
|
490
|
|
|
3
|
|
Operating profit before exceptional items
|
|
1,028
|
|
|
(35
|
)
|
|
(1
|
)
|
|
22
|
|
|
1,014
|
|
|
(1
|
)
|
Exceptional operating items
(i)
|
|
—
|
|
|
|
|
|
|
|
|
(18
|
)
|
|
|
||||
Operating profit
|
|
1,028
|
|
|
|
|
|
|
|
|
996
|
|
|
(3
|
)
|
Markets:
|
|
Organic
volume
movement
%
|
|
|
Reported
volume
movement
%
|
|
|
Organic
net sales
movement
%
|
|
|
Reported
net sales
movement
%
|
|
Europe and Turkey
|
|
(2
|
)
|
|
(2
|
)
|
|
4
|
|
|
—
|
|
|
|
|
|
|
|
|
|
|
||||
Europe
|
|
—
|
|
|
—
|
|
|
3
|
|
|
2
|
|
Turkey
|
|
(13
|
)
|
|
(13
|
)
|
|
11
|
|
|
(20
|
)
|
|
|
|
|
|
|
|
|
|
||||
Spirits
|
|
(2
|
)
|
|
(2
|
)
|
|
3
|
|
|
(1
|
)
|
Beer
|
|
1
|
|
|
1
|
|
|
1
|
|
|
—
|
|
Ready to drink
|
|
13
|
|
|
13
|
|
|
16
|
|
|
15
|
|
Global giants and local stars
(i)
:
|
|
|
|
Organic
volume movement (ii) % |
|
|
Organic
net sales movement % |
|
|
Reported
net sales movement % |
|
|
Guinness
|
|
|
|
1
|
|
|
1
|
|
|
1
|
|
|
Johnnie Walker
|
|
|
|
(2
|
)
|
|
3
|
|
|
1
|
|
|
Smirnoff
|
|
|
|
(4
|
)
|
|
(1
|
)
|
|
(1
|
)
|
|
Baileys
|
|
|
|
(2
|
)
|
|
3
|
|
|
3
|
|
|
Yenì Raki
|
|
|
|
(19
|
)
|
|
6
|
|
|
(24
|
)
|
|
Captain Morgan
|
|
|
|
1
|
|
|
—
|
|
|
(2
|
)
|
|
JεB
|
|
|
|
(8
|
)
|
|
(8
|
)
|
|
(10
|
)
|
|
Tanqueray
|
|
|
|
14
|
|
|
21
|
|
|
21
|
|
(i)
|
Spirits brands excluding ready to drink.
|
(ii)
|
Organic equals reported volume movement.
|
•
|
In
Europe
,
net sales
were up 3%:
|
•
|
In
Great Britain
, net sales grew 4%, with Diageo gaining share across beer and spirits. Gordon’s and Tanqueray both delivered strong double digit growth, both benefitting from strong growth of their innovation variants. Ready to drink grew 17% driven by the Gordon’s premix range. Guinness net sales grew 4%, driven by a strong performance for Guinness Draught and the continued growth of Hop House 13 Lager. Across Baileys, Smirnoff and Captain Morgan supply chain actions as well as commercial negotiations following recent pricing decisions have resulted in net sales decline.
|
•
|
Ireland
grew net sales 3%. Beer net sales were flat. Lager net sales grew 4% driven by strong growth in Rockshore. Guinness net sales declined 2% impacted by difficult competitive conditions. In spirits, net sales grew double digit largely driven by Smirnoff, Baileys and Gordon's.
|
•
|
In
Continental Europe
,
net sales were up 3%:
|
•
|
Iberia
net sales grew 1%. Growth was driven by strong performance in Baileys and gin with growth across both Tanqueray and Gordon's. Scotch declined 3% as growth in Cardhu and Johnnie Walker was offset by declines in JεB. In Spain, market share in scotch was broadly flat, as the category continued to decline.
|
•
|
In
Central Europe,
net sales grew 4% driven by the launch of Baileys Strawberries & Cream and double digit growth in gin which more than offset the impact of pricing actions in Germany.
|
•
|
In
Northern Europe
net sales were up 9% driven by growth across both Benelux and the Nordics partially driven by net revenue management initiatives.
|
•
|
In the
Mediterranean Hub,
net sales were down by 6% driven by lapping strong comparable performance in Italy in the prior year and a continuing tough economic environment in Greece.
|
•
|
Europe Partner Markets
grew net sales 6% driven by strong scotch performance and continued growth in Guinness and gin.
|
•
|
Russia
net sales declined 3% driven by a volatile external environment and lapping strong comparables in the prior year.
|
•
|
France
net sales grew 1%. Double digit net sales growth in Captain Morgan was partially offset by a decline in JεB.
|
•
|
In
Turkey
, net sales grew 11% despite volume decline of 13%, reflecting the impact of price increases, which were taken in response to increases in excise duties and inflation. Growth was largely driven by Yenì Raki which grew net sales by 7%, wine and scotch which grew double digit, led by strong growth in Johnnie Walker.
|
•
|
Marketing
investment increased 6%, ahead of net sales, largely driven by increased investment in beer and gin. Beer marketing investment growth was primarily driven by the Six Nations rugby sponsorship agreement supporting the Guinness brand. Up-weighted investment in gin was across both Gordon's and Tanqueray.
|
l
|
East Africa
|
l
|
South Africa
|
l
|
Spirits
|
l
|
Ready to drink
|
l
|
Africa Regional
Markets (ARM) |
l
|
Other (principally
Travel Retail) |
l
|
Beer
|
l
|
Other
|
|
|
|
|
|
|
||
l
|
Nigeria
|
|
|
|
|
|
|
Key financials
|
|
2018
£ million |
|
|
Exchange
£ million |
|
|
Reclassifi-cation(i)£million
|
|
|
Acquisitions
and disposals £ million |
|
|
Organic movement
£ million |
|
|
2019
£ million |
|
|
Reported movement
% |
|
Net sales
|
|
1,491
|
|
|
8
|
|
|
—
|
|
|
(2
|
)
|
|
100
|
|
|
1,597
|
|
|
7
|
|
Marketing
|
|
158
|
|
|
1
|
|
|
10
|
|
|
—
|
|
|
5
|
|
|
174
|
|
|
10
|
|
Operating profit before exceptional items
|
|
191
|
|
|
(6
|
)
|
|
—
|
|
|
(1
|
)
|
|
91
|
|
|
275
|
|
|
44
|
|
Exceptional operating items
(ii)
|
|
(128
|
)
|
|
|
|
|
|
|
|
|
|
—
|
|
|
|
|||||
Operating profit
|
|
63
|
|
|
|
|
|
|
|
|
|
|
275
|
|
|
337
|
|
(i)
|
Reclassification comprises a reallocation of costs from overheads to marketing.
|
Markets:
|
|
Organic volume
movement % |
|
|
Reported volume
movement % |
|
|
Organic
net sales movement % |
|
|
Reported
net sales movement % |
|
Africa
|
|
1
|
|
|
1
|
|
|
7
|
|
|
7
|
|
|
|
|
|
|
|
|
|
|
||||
East Africa
|
|
12
|
|
|
11
|
|
|
13
|
|
|
18
|
|
Africa Regional Markets
(i)
|
|
(3
|
)
|
|
3
|
|
|
8
|
|
|
9
|
|
Nigeria
|
|
(10
|
)
|
|
(10
|
)
|
|
(7
|
)
|
|
(3
|
)
|
South Africa
(i)
|
|
(2
|
)
|
|
(10
|
)
|
|
6
|
|
|
(6
|
)
|
|
|
|
|
|
|
|
|
|
||||
Spirits
|
|
5
|
|
|
5
|
|
|
13
|
|
|
10
|
|
Beer
|
|
1
|
|
|
1
|
|
|
5
|
|
|
8
|
|
Ready to drink
|
|
(3
|
)
|
|
(3
|
)
|
|
4
|
|
|
2
|
|
Global giants and local stars
(ii)
:
|
|
|
|
Organic volume
movement (iii) % |
|
|
Organic net sales
movement % |
|
|
Reported net sales
movement % |
|
|
Guinness
|
|
|
|
(1
|
)
|
|
2
|
|
|
3
|
|
|
Johnnie Walker
|
|
|
|
4
|
|
|
10
|
|
|
9
|
|
|
Smirnoff
|
|
|
|
—
|
|
|
12
|
|
|
9
|
|
|
|
|
|
|
|
|
|
|
|
||||
Other beer:
|
|
|
|
|
|
|
|
|
||||
Malta Guinness
|
|
|
|
8
|
|
|
15
|
|
|
13
|
|
|
Tusker
|
|
|
|
(5
|
)
|
|
1
|
|
|
6
|
|
|
Senator
|
|
|
|
21
|
|
|
22
|
|
|
28
|
|
|
Serengeti
|
|
|
|
40
|
|
|
46
|
|
|
49
|
|
(i)
|
In the
year ended 30 June 2019
the following countries, Mozambique, Zambia, Zimbabwe, St Helena and Malawi, moved on a management basis from South Africa to Africa Regional Markets. This reallocation has been reflected in the organic reporting.
|
(ii)
|
Spirits brands excluding ready to drink.
|
(iii)
|
Organic equals reported volume movement.
|
•
|
In
East Africa
, net sales grew by 13%. Kenya continued to grow strongly driven by double digit growth in beer and mainstream spirits as well as partially benefitting from lapping prior year weakness in the first half as a result of the 2017 presidential election. Tanzania continued to grow double digit. Beer net sales grew 13% led by continued strong growth in Serengeti Lite in Tanzania and double digit growth of Senator Keg in Kenya. Guinness net sales grew by 4%.
|
•
|
In
Africa Regional Markets
, net sales increased by 8% with double digit growth in Ghana and Angola and a return to growth in Cameroon as it lapped prior year challenges in the distributor network. Beer grew 6% driven by strong performance in Malta Guinness. Scotch also returned to growth driven by net revenue management actions.
|
•
|
South Africa
net sales returned to growth of 6% driven by strong spirits performance in Tanqueray, double digit growth in Smirnoff 1818 and Captain Morgan and the launch of "White Walker by Johnnie Walker".
|
•
|
In
Nigeria
, net sales declined by 7% driven by Satzenbrau, as a result of a tough economic and competitive environment impacting the lager segment. Net sales grew in Malta Guinness, Guinness and spirits.
|
•
|
Marketing
investment increased by 3% largely driven by up-weighted investment in Tusker marketing activities and media campaigns, the relaunch of Guinness Foreign Extra Stout, an evolution of Guinness' successful football campaign across Africa, led by Guinness brand ambassador Rio Ferdinand, and the continuation of Serengeti's sponsorship of the Tanzanian national football team.
|
l
|
PUB
|
l
|
Andean
|
l
|
Spirits
|
l
|
Ready to drink
|
l
|
Mexico
|
l
|
PEBAC
|
l
|
Beer
|
l
|
Other
|
l
|
CCA
|
l
|
Other (principally
Travel Retail) |
|
|
|
|
|
|
|
|
|
|
|
Key financials
|
|
2018
£ million |
|
|
Exchange
£ million |
|
|
Acquisitions
and disposals £ million |
|
|
Organic movement
£ million |
|
|
2019
£ million |
|
|
Reported movement
% |
Net sales
|
|
1,069
|
|
|
(29
|
)
|
|
—
|
|
|
90
|
|
|
1,130
|
|
|
6
|
Marketing
|
|
196
|
|
|
(7
|
)
|
|
—
|
|
|
12
|
|
|
201
|
|
|
3
|
Operating profit
|
|
308
|
|
|
(2
|
)
|
|
—
|
|
|
59
|
|
|
365
|
|
|
19
|
Markets:
|
|
Organic volume
movement % |
|
|
Reported volume
movement % |
|
|
Organic net sales
movement % |
|
|
Reported net sales
movement % |
|
Latin America and Caribbean
|
|
1
|
|
|
1
|
|
|
9
|
|
|
6
|
|
|
|
|
|
|
|
|
|
|
||||
PUB
|
|
(1
|
)
|
|
(1
|
)
|
|
6
|
|
|
(3
|
)
|
Mexico
|
|
4
|
|
|
4
|
|
|
8
|
|
|
8
|
|
CCA
|
|
5
|
|
|
5
|
|
|
13
|
|
|
14
|
|
Andean
|
|
(16
|
)
|
|
(15
|
)
|
|
19
|
|
|
14
|
|
PEBAC
|
|
13
|
|
|
13
|
|
|
6
|
|
|
3
|
|
|
|
|
|
|
|
|
|
|
||||
Spirits
|
|
1
|
|
|
1
|
|
|
9
|
|
|
6
|
|
Beer
|
|
2
|
|
|
2
|
|
|
(4
|
)
|
|
(7
|
)
|
Ready to drink
|
|
(4
|
)
|
|
(4
|
)
|
|
8
|
|
|
4
|
|
Global giants and local stars
(i)
:
|
|
Organic
volume movement (ii) % |
|
|
Organic
net sales movement % |
|
|
Reported
net sales movement % |
|
|||
Johnnie Walker
|
|
|
|
3
|
|
|
5
|
|
|
3
|
|
|
Buchanan’s
|
|
|
|
5
|
|
|
8
|
|
|
7
|
|
|
Smirnoff
|
|
|
|
11
|
|
|
19
|
|
|
10
|
|
|
Old Parr
|
|
|
|
5
|
|
|
3
|
|
|
1
|
|
|
Baileys
|
|
|
|
3
|
|
|
17
|
|
|
13
|
|
|
Ypióca
|
|
|
|
(7
|
)
|
|
(1
|
)
|
|
(11
|
)
|
|
Black & White
|
|
|
|
8
|
|
|
5
|
|
|
—
|
|
(i)
|
Spirits brands excluding ready to drink.
|
(ii)
|
Organic equals reported volume movement.
|
•
|
In
PUB
(Paraguay, Uruguay and Brazil), net sales grew 6%. Brazil delivered 11% growth driven by strong growth in gin, and partially benefitting from a one-off incentive related credit. Tanqueray drove the growth in gin supported by scaled up commercial activations in conjunction with media support. Scotch net sales grew 6% led by White Horse. Black & White declined as it was impacted by a state tax change in Brazil.
|
•
|
In
Mexico
, net sales increased 8%. Growth was broad based but led by Don Julio which continued to gain share in the tequila category, reflecting strong brand momentum and well-executed marketing campaigns and commercial platforms. Scotch grew 4% with Johnnie Walker up 7% and Black & White up 4% supported by an increased focus on brand availability through trade activations. Baileys grew strong double digit driven by distribution expansion, new brand communication focusing on Baileys' indulgent treat positioning and the launch of new flavours.
|
•
|
In
CCA
(Caribbean and Central America), net sales increased 13% as it benefitted from lapping the impact of the hurricanes in the prior year. Growth was broad based but led by Johnnie Walker Black Label which grew double digit as it benefitted from greater visibility with the "Keep Walking" campaign. Smirnoff ready to drink grew 19% driven by innovations with Guarana and Green Apple flavours.
|
•
|
Andean
(Colombia and Venezuela) net sales increased 19% driven by Colombia, which partially benefitted from lapping the impact of tax changes last year. Scotch delivered double digit net sales growth. Buchanan's strong performance was supported by occasion driven consumer activations with local media campaigns. Black & White benefitted from route to consumer expansion and recruiting new consumers from local spirits and beer. Johnnie Walker grew double digit partially driven by the "White Walker by Johnnie Walker" innovation. Venezuela volume remained in decline as economic conditions continued to deteriorate.
|
•
|
PEBAC
(Peru, Ecuador, Bolivia, Argentina and Chile) delivered 6% net sales growth, driven by Ecuador and Chile partially offset by Bolivia and Peru, which were impacted by tax changes. Growth was driven by scotch with a strong contribution from Johnnie Walker Red Label and "White Walker by Johnnie Walker".
|
•
|
Marketing
investment increased 6% driven by the key campaigns including Johnnie Walker “We are all Human", Buchanan's “Vivamos Grandes Momentos”, Old Parr “Cambia el Guión” and Tanqueray "Tanqueray Mixed Gin Bar".
|
l
|
India
|
l
|
South East Asia
|
l
|
Spirits
|
l
|
Ready to drink
|
l
|
Greater China
|
l
|
North Asia
|
l
|
Beer
|
l
|
Other
|
l
|
Australia
|
l
|
Other (principally
Travel Retail) |
|
|
|
|
|
|
|
|
|
|
|
Key financials
|
|
2018
£ million |
|
|
Exchange
£ million |
|
|
Acquisitions
and disposals £ million |
|
|
Organic movement
£ million |
|
|
2019
£ million |
|
|
Reported movement
% |
|
Net sales
|
|
2,503
|
|
|
(36
|
)
|
|
(5
|
)
|
|
226
|
|
|
2,688
|
|
|
7
|
|
Marketing
|
|
388
|
|
|
(3
|
)
|
|
—
|
|
|
27
|
|
|
412
|
|
|
6
|
|
Operating profit before exceptional items
|
|
568
|
|
|
(6
|
)
|
|
(2
|
)
|
|
143
|
|
|
703
|
|
|
24
|
|
Exceptional operating items
(i)
|
|
—
|
|
|
|
|
|
|
|
|
(35
|
)
|
|
|
||||
Operating profit
|
|
568
|
|
|
|
|
|
|
|
|
668
|
|
|
18
|
|
Markets:
|
Organic volume
movement % |
|
Reported volume
movement % |
|
|
Organic net sales
movement % |
|
|
Reported net sales
movement % |
|
Asia Pacific
|
5
|
|
5
|
|
|
9
|
|
|
7
|
|
|
|
|
|
|
|
|
|
|
|
|
India
|
5
|
|
5
|
|
|
8
|
|
|
4
|
|
Greater China
|
11
|
|
11
|
|
|
19
|
|
|
19
|
|
Australia
|
3
|
|
3
|
|
|
6
|
|
|
2
|
|
South East Asia
|
2
|
|
2
|
|
|
8
|
|
|
9
|
|
North Asia
|
12
|
|
11
|
|
|
(2
|
)
|
|
—
|
|
Travel Retail Asia and Middle East
|
4
|
|
9
|
|
|
13
|
|
|
15
|
|
|
|
|
|
|
|
|
|
|
|
|
Spirits
|
5
|
|
5
|
|
|
10
|
|
|
8
|
|
Beer
|
1
|
|
1
|
|
|
5
|
|
|
(2
|
)
|
Ready to drink
|
3
|
|
3
|
|
|
6
|
|
|
6
|
|
Global giants and local stars
(i)
:
|
|
Organic
volume movement (ii) % |
|
|
Organic
net sales movement % |
|
|
Reported
net sales movement % |
|
|
Johnnie Walker
|
|
6
|
|
|
11
|
|
|
13
|
|
|
McDowell's
|
|
7
|
|
|
9
|
|
|
5
|
|
|
Windsor
|
|
(1
|
)
|
|
(16
|
)
|
|
(15
|
)
|
|
Smirnoff
|
|
(4
|
)
|
|
2
|
|
|
1
|
|
|
Guinness
|
|
1
|
|
|
5
|
|
|
(1
|
)
|
|
Bundaberg
|
|
(4
|
)
|
|
(1
|
)
|
|
(5
|
)
|
|
Shui Jing Fang
(iii)
|
|
16
|
|
|
23
|
|
|
22
|
|
(i)
|
Spirits brands excluding ready to drink.
|
(ii)
|
Organic equals reported volume movement except for Johnnie Walker 7% largely due to the reallocation of the results of Travel Retail.
|
(iii)
|
Organic growth figures represent total Chinese white spirits of which Shui Jing Fang is the principal brand. Organic growth adjusted to remove bulk sales reported in the prior comparable period. Reported volume was up 17%.
|
•
|
In
India
net sales increased 8% with growth from the "Prestige and Above" segment up 12%, led by double digit growth in scotch, driven by Johnnie Walker and Black & White. This was supported by solid performance from McDowell’s No.1 enhanced by the launch of its new Platinum range and good growth in Royal Challenge and Signature. Vodka net sales were up 5%, supported by Smirnoff consumer activation. Net sales in the popular brands segment increased 1%.
|
•
|
In
Greater China
net sales increased 19%, with double digit growth in both Chinese white spirits and scotch. Chinese white spirits grew 23% partly driven by route to consumer expansion. Scotch net sales increased 13% with continued growth in scotch malts and Johnnie Walker super deluxe in mainland China and a return to growth from Johnnie Walker in Taiwan.
|
•
|
Net sales in
Australia
grew 6%, driven by strong performance in the ready to drink and gin portfolio. Ready to drink net sales increased 7% fuelled by innovation geared towards more premium products such as Gordon's Premium Pink Gin & Soda and Tanqueray & Tonic. Gin grew double digit as the fastest growing spirit in Australia supported by innovation from Gordon's Pink and House of Tanqueray. Bundaberg net sales stabilised on the back of the "Unmistakably Ours" campaign.
|
•
|
In
South East Asia,
net sales increased 8% driven by growth across all key countries except Thailand. Scotch was the main growth driver with net sales growth of 6%, led by "White Walker by Johnnie Walker" and Johnnie Walker super deluxe. Guinness grew 11% driven by solid performance in Indonesia supported by focus on modern on-trade recruitment and by route to consumer expansion of Guinness Draught in Singapore.
|
•
|
In
North Asia,
net sales declined 2% with growth in Japan being offset by continued weakness in Korea. In Korea net sales declined 9% due to a continued weak Windsor performance, as a result of the contraction of the scotch category. Japan net sales grew 10% driven by primary scotch, Johnnie Walker and the successful relaunch of the Guinness Draught in Can.
|
•
|
Travel Retail Asia and Middle East
net sales grew 13% driven by successful launches within the Johnnie Walker portfolio, including "White Walker by Johnnie Walker" and Johnnie Walker Blue Label innovation.
|
•
|
Marketing
investment increased 7% driven by increased investment in Chinese white spirits, Johnnie Walker and scotch malts in Greater China and a new culture leading campaign "#ChallengeAccepted" for Royal Challenge in India.
|
l
|
Scotch
|
l
|
Canadian whisky
|
l
|
Indian-Made Foreign Liquor (IMFL) whisky
|
l
|
Liqueurs
|
l
|
Tequila
|
l
|
Ready to drink
|
l
|
Other
|
l
|
Vodka
|
|
|
l
|
Gin
|
l
|
Beer
|
|
|
|
|||
l
|
US whiskey
|
l
|
Rum
|
|
|
|
|
|
|
|
|
|
Key categories
|
|
Organic
volume movement (iii) % |
|
|
Organic
net sales movement % |
|
|
Reported
net sales movement % |
|
Spirits
(i)
|
|
3
|
|
|
7
|
|
|
6
|
|
Scotch
|
|
2
|
|
|
6
|
|
|
6
|
|
Vodka
(ii)(iv)
|
|
2
|
|
|
2
|
|
|
4
|
|
US whiskey
|
|
2
|
|
|
4
|
|
|
9
|
|
Canadian whisky
|
|
6
|
|
|
6
|
|
|
8
|
|
Rum
(ii)
|
|
(3
|
)
|
|
(2
|
)
|
|
(3
|
)
|
Indian-Made Foreign Liquor (IMFL) whisky
|
|
6
|
|
|
8
|
|
|
3
|
|
Liqueurs
|
|
1
|
|
|
4
|
|
|
4
|
|
Gin
(ii)
|
|
17
|
|
|
22
|
|
|
23
|
|
Tequila
|
|
19
|
|
|
29
|
|
|
37
|
|
Beer
|
|
1
|
|
|
3
|
|
|
4
|
|
Ready to drink
|
|
7
|
|
|
12
|
|
|
12
|
|
•
|
Scotch
represents 25% of Diageo's net sales and was up 6% with broad based growth across all regions except Europe. Scotch growth was driven by Johnnie Walker, which delivered a strong performance with net sales up 7%, benefitting from the successful launch of "White Walker by Johnnie Walker" inspired by the TV series Game of Thrones. Primary scotch brands grew 9% largely driven by Black & White in Asia Pacific and White Horse in Latin America and Caribbean and Asia Pacific. Buchanan's grew 8% in Latin America and Caribbean and 4% in North America. Scotch malts were up 12% with growth coming from Asia Pacific, North America and Europe benefitting from the launch of the "Game of Thrones Single Malt Scotch Whisky Collection". Old Parr returned to growth this year, as the brand lapped tax changes in Colombia. JεB continued to be under pressure in Europe led by the challenged scotch category in Iberia. Scotch continued to decline in Korea driven by declines in Windsor.
|
•
|
Vodka
represents 11% of Diageo’s net sales and returned to growth with net sales up 2% and growth across all the regions except Europe. Vodka growth was driven by Smirnoff and Ketel One partially offset by a decline in Cîroc vodka. Overall, Smirnoff grew 3%, with net sales up 2% in US Spirits and 4% outside of the US, where performance was largely driven by double digit growth in Brazil and South Africa. Ketel One grew net sales by 10%, with US Spirits being the largest contributor to growth, benefitting from the success of Ketel One Botanical. The decline in Cîroc vodka was driven by US Spirits.
|
•
|
US whiskey
represents 2% of Diageo’s net sales and grew 4%. Performance continued to be driven by good growth in Bulleit in US Spirits.
|
•
|
Canadian whisky
represents 7% of Diageo’s net sales and grew 6%. Solid growth of Crown Royal in US Spirits was driven by strengthened marketing investment fuelling the growth of Crown Royal Regal Apple and by the Crown Royal Peach limited time offer. The brand also grew share within its category.
The brand also grew share within its category.
|
•
|
Rum
represents 6% of Diageo’s net sales and declined 2% largely driven by Captain Morgan decline in US Spirits, in a category that is also in decline.
|
•
|
IMFL
whisky represents 5% of Diageo’s net sales and grew 8% driven by the strong performance of the McDowell’s trademark, Signature and Royal Challenge.
|
•
|
Liqueurs
represent 5% of Diageo’s net sales and grew 4% with growth in all regions. Baileys was up 4% led by Europe, US Spirits and Mexico, with performance driven by continued focus on reminding consumers of Baileys' indulgent treat year-round positioning.
|
•
|
Gin
represents 4% of Diageo’s net sales and grew 22% with double digit growth across all regions except North America. Strong growth in gin continued with Tanqueray and Gordon’s growing double digit with both Gordon's and Tanqueray benefitting from strong growth across their core and innovation variants. We continued to gain share in the gin category in Western Europe.
|
•
|
Tequila
represents 4% of Diageo’s net sales and grew 29%. The performance was driven by strong double digit growth of Don Julio in US Spirits and Latin America and Caribbean as well as Casamigos in US Spirits.
|
•
|
Beer
represents 16% of Diageo’s net sales and grew 3%. In Africa beer grew 5%, largely driven by Senator Keg in Kenya and Serengeti Lite in Tanzania partially offset by decline in Satzenbrau in Nigeria. Guinness grew 2% with growth largely driven by Guinness Foreign Extra Stout, as well as Guinness Draught and the continued growth of Hop House 13 Lager in Europe. In Ireland lager net sales grew 4% driven by strong growth in Rockshore.
|
•
|
Ready to drink
represents 6% of Diageo’s net sales and grew 12% primarily driven by North America and Europe.
|
Global giants, local stars and reserve
(i)
:
|
|
Organic
volume movement (ii) % |
|
|
Organic
net sales movement % |
|
|
Reported
net sales movement % |
|
Global giants
|
|
|
|
|
|
|
|||
Johnnie Walker
|
|
2
|
|
|
7
|
|
|
7
|
|
Smirnoff
|
|
—
|
|
|
3
|
|
|
5
|
|
Baileys
|
|
—
|
|
|
4
|
|
|
5
|
|
Captain Morgan
|
|
(1
|
)
|
|
(2
|
)
|
|
1
|
|
Tanqueray
|
|
17
|
|
|
19
|
|
|
21
|
|
Guinness
|
|
—
|
|
|
2
|
|
|
2
|
|
Local stars
|
|
|
|
|
|
|
|||
Crown Royal
|
|
6
|
|
|
6
|
|
|
10
|
|
Yenì Raki
|
|
(19
|
)
|
|
6
|
|
|
(24
|
)
|
Buchanan’s
|
|
6
|
|
|
6
|
|
|
8
|
|
JεB
|
|
(10
|
)
|
|
(8
|
)
|
|
(9
|
)
|
Windsor
|
|
(1
|
)
|
|
(16
|
)
|
|
(15
|
)
|
Old Parr
|
|
4
|
|
|
3
|
|
|
1
|
|
Bundaberg
|
|
(4
|
)
|
|
(1
|
)
|
|
(5
|
)
|
Black & White
|
|
10
|
|
|
14
|
|
|
9
|
|
Ypióca
|
|
(7
|
)
|
|
(1
|
)
|
|
(12
|
)
|
McDowell's
|
|
7
|
|
|
8
|
|
|
4
|
|
Shui Jing Fang
(iii)
|
|
16
|
|
|
22
|
|
|
22
|
|
Reserve
|
|
|
|
|
|
|
|||
Scotch malts
|
|
7
|
|
|
12
|
|
|
12
|
|
Cîroc vodka
|
|
(8
|
)
|
|
(8
|
)
|
|
(5
|
)
|
Ketel One
(iv)
|
|
9
|
|
|
10
|
|
|
15
|
|
Don Julio
|
|
15
|
|
|
26
|
|
|
30
|
|
Bulleit
|
|
9
|
|
|
7
|
|
|
12
|
|
(i)
|
Spirits brands excluding ready to drink.
|
(ii)
|
Organic equals reported volume movement except for Johnnie Walker 3%.
|
(iii)
|
Organic growth figures represent total Chinese white spirits of which Shui Jing Fang is the principal brand. Organic growth adjusted to remove bulk sales reported in the comparable period last year. Reported volume was up 17%.
|
(iv)
|
Ketel One includes Ketel One vodka and Ketel One Botanical.
|
•
|
Global giants
represent 41% of Diageo’s net sales and grew 5%. Growth was broad based across all brands with the exception of Captain Morgan. Captain Morgan was down 2%, driven by a 5% decline in US Spirits in a category that is also in decline.
|
•
|
Local stars
represent 20% of Diageo’s net sales and grew 6%, largely driven by strong growth of Chinese white spirits, Crown Royal in US Spirits, McDowell’s No. 1 in India, Buchanan's in Latin America and Caribbean and Black&White in Asia Pacific. This was partially offset by declines of Windsor in Korea and JεB in Iberia.
|
•
|
Reserve brands
represent 19% of Diageo’s net sales and grew 11% largely driven by double digit growth of Don Julio in US Spirits and Mexico, Chinese white spirits and Casamigos in US Spirits partially offset by declines in Cîroc. Net sales of Johnnie Walker reserve variants were up 7%.
|
|
2019
£ million |
|
|
2018
£ million |
|
Within one year
|
1,959
|
|
|
1,828
|
|
Between one and three years
|
2,940
|
|
|
2,033
|
|
Between three and five years
|
2,879
|
|
|
2,111
|
|
Beyond five years
|
4,777
|
|
|
3,930
|
|
|
12,555
|
|
|
9,902
|
|
|
2019
£ million |
|
|
2018
£ million |
|
Issued
|
|
|
|
||
€ denominated
|
2,270
|
|
|
1,136
|
|
£ denominated
|
496
|
|
|
—
|
|
US$ denominated
|
—
|
|
|
1,476
|
|
Repaid
|
|
|
|
||
€ denominated
|
(1,168
|
)
|
|
—
|
|
US$ denominated
|
—
|
|
|
(1,571
|
)
|
|
1,598
|
|
|
1,041
|
|
|
2019
£ million |
|
|
2018
£ million |
|
Expiring within one year
|
—
|
|
|
788
|
|
Expiring between one and two years
|
—
|
|
|
—
|
|
Expiring after two years
|
2,756
|
|
|
1,864
|
|
|
2,756
|
|
|
2,652
|
|
|
|
Payments due by period
|
|
||||||||||||
As at 30 June 2019
|
|
Less than
1 year
£ million
|
|
|
1-3 years
£ million
|
|
|
3-5 years
£ million
|
|
|
More than
5 years
£ million
|
|
|
Total
£ million
|
|
Long term debt obligations
|
|
978
|
|
|
2,942
|
|
|
2,846
|
|
|
4,748
|
|
|
11,514
|
|
Interest obligations
|
|
363
|
|
|
489
|
|
|
368
|
|
|
1,362
|
|
|
2,582
|
|
Credit support obligations
|
|
120
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
120
|
|
Purchase obligations
|
|
1,125
|
|
|
478
|
|
|
146
|
|
|
16
|
|
|
1,765
|
|
Operating leases
|
|
98
|
|
|
109
|
|
|
56
|
|
|
58
|
|
|
321
|
|
Post employment benefits
(i)
|
|
50
|
|
|
95
|
|
|
90
|
|
|
80
|
|
|
315
|
|
Provisions and other non-current payables
|
|
101
|
|
|
292
|
|
|
29
|
|
|
214
|
|
|
636
|
|
Finance leases
|
|
48
|
|
|
50
|
|
|
36
|
|
|
9
|
|
|
143
|
|
Capital commitments
|
|
224
|
|
|
31
|
|
|
—
|
|
|
—
|
|
|
255
|
|
Other financial liabilities
|
|
174
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
174
|
|
Total
|
|
3,281
|
|
|
4,486
|
|
|
3,571
|
|
|
6,487
|
|
|
17,825
|
|
(i)
|
For further information see note 13 to the consolidated financial statements.
|
•
|
Exceptional items - page 196
|
•
|
Taxation - page 201
|
•
|
Brands, goodwill and other intangibles - page 208
|
•
|
Post employment benefits - page 216
|
•
|
Contingent liabilities and legal proceedings - page 244
|
•
|
Promoting positive drinking
(see page 89)
|
•
|
Building thriving communities
(see page 93)
|
•
|
Reducing our environmental impact
(see page 98)
|
•
|
Our people
(see page 106)
|
Educate
|
|
Collect
|
|
Reach
|
5 m
|
|
50 m
|
|
200 m
|
young people, parents and
teachers about the dangers of underage drinking |
|
pledges never to drink and
drive through #JoinThePact |
|
people with moderation
messages from our brands |
Progress to date
|
||||
632,000
|
|
16.88m
|
|
66.02m
|
Country
|
|
Body
|
|
Industry complaints upheld
|
|
Complaints upheld about Diageo brands
|
Australia
|
|
ABAC Scheme
|
|
16
|
|
1
|
Ireland
|
|
Advertising Standards Authority for Ireland (ASAI)
|
|
1
|
|
0
|
United Kingdom
|
|
The Portman Group
|
|
11
|
|
0
|
|
|
Advertising Standards Authority (ASA)
|
|
4
|
|
0
|
United States
|
|
Distilled Spirits Council of the United States (DISCUS)
|
|
1
|
|
0
|
Target
: Act in accordance with the UN Guiding Principles on Business and Human Rights.
|
|
KPI
: Number of markets in which we have carried out human rights assessments (HRIAs).
|
|
Progress
: We aim to conduct HRIAs in all markets by 2020. This year, we finalised HRIAs in South Africa and Nigeria, bringing our total since 2015 to 14. Both markets have developed action plans to address specific salient risks. The findings of our HRIAs since 2015 have informed the work to address salient risks, described on page 93.
|
Target
: Deliver our responsible sourcing commitments with suppliers to improve labour standards and human rights in our supply chains.
|
|
KPI
: % of potential high-risk supplier sites audited.
|
|
Progress
: This year,1,260 of our supplier sites assessed as a potential risk completed a SEDEX self-assessment. Of these, 413 were assessed as a potential high risk, with 89% independently audited over the past three years. Of these audits, we commissioned 224 and143 came through SEDEX or AIM-PROGRESS mutual recognition audits. 146 audits were conducted in the past year.
|
Target
: Source 80% of our agricultural raw materials locally in Africa by 2020.
|
|
KPI
: % of agricultural raw materials sourced locally in Africa.
|
|
Progress toward 2020
: We sourced 82% of agricultural materials locally within Africa for use by our African markets, compared with 78% last year. We support this target through a range of farmer capacity-building programmes, described above.
|
Target
: Establish partnerships with farmers to develop sustainable agricultural supplies of key raw materials.
|
|
KPI
: Numbers of smallholder farmers supported.
|
|
Progress toward 2020
: We support more than 72,000 farmers in Africa. We buy from a further 39,000 farmers. Our work with farmers is described in 'Partnering with farmers', above.
|
●
|
Barley
(ii)
|
38
|
%
|
●
|
Agave
|
5
|
%
|
●
|
Wheat
|
13
|
%
|
●
|
Grapes
|
5
|
%
|
●
|
Maize
|
12
|
%
|
●
|
Rice
|
2
|
%
|
●
|
Molasses
|
9
|
%
|
●
|
Raisins
|
1
|
%
|
●
|
Sorghum
|
7
|
%
|
●
|
Dairy
|
1
|
%
|
●
|
Sugar
|
6
|
%
|
●
|
Rye
|
1
|
%
|
(i)
|
Figures represent raw materials we buy directly, and exclude raw materials used to make the neutral spirit we purchase. Other global raw materials (including aniseed, cassava and hops) are less than 0.5% of the total.
|
(ii)
|
Includes malted barley.
|
Target
: Our community programmes enable those who live and work in our communities, particularly women, to have the skills and resources to build a better future for themselves. We will evaluate and report on the tangible impacts of our programmes.
|
||
|
|
|
KPI:
Number of women empowered by our programmes.
|
KPI:
Number of people reached through skills and empowerment programmes.
|
KPI:
Number of people reached through Water of Life programmes.
|
Progress
Women’s empowerment is a priority everywhere we work. We know that every value chain contains barriers to women's equal participation, and that removing these barriers is essential to unlocking the wider economic growth on which a business like ours depends. As well as aiming to build a truly inclusive and diverse business (see Our People on page 106), our programmes aim to address the root causes of inequality through a combination of research, community programmes and advocacy. We are working in a global partnership for women’s empowerment with the NGO CARE International UK. To date, our programmes have empowered more than 400,000 women with access to training and skills. |
Progress
Skills development programmes help people in communities around the world overcome barriers and build skills that enhance their employability and help them advance in their careers, while strengthening our value chain. Our largest global programme, Learning for Life, which focuses on hospitality, retail and entrepreneurship, has reached more than 140,000 people since its launch in 2008, with typically more than 70% gaining permanent jobs. Through our range of skills programmes, we helped more than 10,300 people around the world this year. |
Progress
Water of Life helps build thriving communities by providing access to water, sanitation and hygiene, typically in rural areas that supply our raw materials and support our core business. It has reached more than 10 million people in India and in Africa since 2006, including 232,000 this year. |
2020 target
|
KPI
|
2019 Performance
|
Cumulative performance
vs baseline |
Projection and progress
|
Reduce water use through a 50% improvement in water use efficiency
|
% improvement in litres of water used per litre of packaged product
|
6.0%
|
43.8%
|
We have made significant further progress this year at our sites, driven by continuous improvement and innovation projects in brewing, maltings and distilling operations worldwide.
This year,16,442m 3 of water were used for agricultural purposes on land under our operational control. We report this separately from water used in our direct operations. The volume of water we recycled or reused in our own production was 1,029,305m 3 , representing 5.2% of total water withdrawals. |
Return 100% of wastewater from our operations to the environment safely
|
% reduction in wastewater polluting power measured in BOD ('000 tonnes)
|
13.6%
|
36.0%
|
While we met all regulatory requirements on wastewater at our sites and have made good progress this year, we recognise we will not achieve our full target by 2020.
Over 80% of our sites have achieved the 2020 target. We are now concentrating on our remaining cluster of sites. As part of a range of solutions, we are planning further investment in wastewater treatment together with the use of new technologies to create value from our by-products. |
Replenish the amount of water used in our final product in water-stressed areas
|
% of water replenished in water-stressed areas (m
3
)
|
11.8%
|
60.5%
|
This year we replenished 11.8% of the total water used in our final product, and cumulatively 60.5% of the water used in water-stressed locations is now replenished. Significant progress will be required in Nigeria, Ghana and Kenya in 2020 to ensure we achieve our ambitious target.
|
Equip our suppliers with tools to protect water resources in our most water-stressed locations
|
% of key suppliers engaged in water management practices
|
86%
|
|
We engaged 128 suppliers to disclose their water management practices through CDP’s Supply Chain Water Programme, with an 86% response rate. We prioritised more than 100 third party operators for more in-depth water risk assessment and support, and have begun mapping site water performance and rolling out our water guidance for the most water stressed.
|
2020 target
|
KPI
|
2019 Performance
|
Cumulative performance
vs baseline |
Projection and progress
|
Reduce absolute greenhouse gas emissions from direct operations by 50%
|
% reduction in absolute GHG
(kt CO 2 e) |
5.9%
|
44.7%
|
We made important progress this year, achieving a 5.9% decrease in carbon emissions. In addition to continuous improvement at our operations and fuel switching, we have purchased energy attribute certificates to support our decarbonisation strategy.
As a signatory to RE100, we aim to source 100% of our electricity from renewable sources by 2030. This year 45.4% of electricity at our production sites came from renewable sources such as wind, hydro and solar (2018 - 18.5%). In the United Kingdom, 100% of our electricity came from renewable sources. We use the World Resources Institute/World Business Council for Sustainable Development Greenhouse Gas Protocol as a basis for reporting our emissions, and we include all facilities where we have operational control for the full financial year. Diageo’s total direct and indirect carbon emissions (location/gross) this year were 785,545 tonnes (2018 – 782,294 tonnes), comprising direct emissions (Scope 1) of 620,573 tonnes (2018 – 620,608 tonnes), and indirect (Scope 2) emissions of 164,971 tonnes (2018 – 164,971 tonnes). The intensity ratio for this year was 185 grams per litre packaged (2018 – 186 grams per litre packaged). |
Achieve a 30% reduction in absolute greenhouse gas emissions along the total supply chain
|
% reduction in absolute GHG
(kt CO 2 e) |
5.9%
|
27.1%
|
Our total supply chain carbon footprint this year was 3.165 million tonnes, a 5.9% improvement and important progress towards our target.
We engaged suppliers directly on measuring and managing their carbon emissions and made further data analysis improvements. This year we received responses from 86% of the 224 suppliers we engaged through the CDP, and 50% of these suppliers reported that they had emissions reduction targets. |
Ensure all our new refrigeration equipment in trade is HFC- free, with a reduction in associated greenhouse gas emissions from 2015
|
% of new equipment sourced HFC-free from 1 July 2015
|
99.5%
|
|
Eliminating HFCs plays a role in reducing our overall carbon footprint. 99.5% of the 48,000 new fridges we have purchased since July 2015 were HFC-free.
|
2020 target
|
KPI
|
2019 Performance
|
Cumulative performance
vs baseline |
Projection and progress
|
Achieve zero waste
to landfill |
% reduction in
total waste to landfill (tonnes) |
75.7%
|
96.2%
|
Following a setback in 2018 caused by hurricanes in the Caribbean, we achieved significant progress this year. Over 80% of our sites have now achieved our 2020 target of zero waste to landfill. We continue to focus on our residual volumes and sites.
|
2020 target
|
KPI
|
2019 Performance
|
Cumulative performance
vs baseline |
Projection and progress
|
Reduce total packaging by 15%, while increasing recycled content to 45% and making 100% of packaging recyclable
|
% of total packaging by weight
|
1.4%
|
10.8%
|
We made significant progress this year in reducing total packaging by weight, predominantly through initiatives to optimise glass and carton weight in India. However, despite recent improvements, delivery of this target in full will stretch beyond 2020.
|
|
% of recycled content by weight
|
0%
|
40.5%
|
Our commitment to increase recycled content in our packaging, set in 2009, has resulted in a 19% improvement against our baseline. We continue to work with suppliers and other partners to improve recycled content.
We reuse returned glass bottles in parts of our business, but do not currently include them in our reported recycled content data. We are reviewing our reporting boundaries for recycled content so that we can consider including returned glass in our recycled content data from 2020. |
|
% of recyclable packaging by weight
|
0%
|
98.7%
|
As we approach our target, we are finding challenges in the areas of recycling infrastructure and technology solutions. We plan to carry out a review of the options available in order to achieve the final 1.3% to meet our target.
|
Sustainably source all of our paper and board packaging to ensure zero net deforestation
|
% sustainably sourced paper and board packaging
|
94%
|
|
We define sustainably sourced as Forest Stewardship Council (FSC) or Programme for the Endorsement of Forest Certification (PEFC) certified, or recycled fibre. To date we have engaged over 280 suppliers, with 93% responding. Collectively these suppliers have self-reported that 94% of the paper and board packaging they supply meets our sustainable sourcing criteria, and we continue to work with our suppliers to deliver our goal of 100% by 2020.
|
2025 target
|
KPI
|
2019 Performance
(i)
|
Cumulative performance
vs baseline (i) |
Projection and progress
|
Achieve 40% average
recycled content in all plastic bottles (and 100% by 2030) |
Tonnes (metric) of
recycled content/ total tonnes of plastics used |
0.02%
|
0.02%
|
In our first year of reporting against this target, we have identified opportunities to increase the use of recycled content in plastic (PET) bottles, particularly in North America. Although only 2% of our packaging is made from plastic (PET), we nonetheless consider this an important target.
|
Ensure 100% of our
plastics will be designed to be recyclable, reusable or compostable in countries where we operate |
Tonnes (metric)
plastics widely recyclable (or reusable/ compostable)/ total tonnes of plastic used |
81%
|
81%
|
We continue to work with our suppliers and other partners to remove non-recyclable plastics from our products and to promote better recycling infrastructure in selected markets.
|
●
|
Direct
|
●
|
Indirect
|
|
|
|
|
|
|
(i)
|
CO
2
e figures are calculated using the WRI/WBCSD GHG Protocol guidance available at the beginning of our financial year, the kWh/CO
2
e conversion factor provided by energy suppliers, the relevant factors to the country of operation, or the International Energy Agency, as applicable.
|
(ii)
|
2007 baseline data, and data for each of the intervening years in the period ended 30 June 2018, have been restated where relevant in accordance with the WRI/WBCSD GHG Protocol and Diageo’s environmental reporting methodologies.
|
●
|
Glass
|
83
|
%
|
●
|
Cans
|
1
|
%
|
●
|
Corrugate
|
7
|
%
|
●
|
Other (beverage cartons, labels, sleeves, bags and sachets)
|
1
|
%
|
●
|
Cartons
|
4
|
%
|
|
|||
●
|
Closures and crowns
|
2
|
%
|
|
|||
●
|
PET
|
2
|
%
|
|
Region
|
|
2007
|
|
2017
|
|
2018
|
|
2019
|
North America
|
|
211
|
|
50
|
|
44
|
|
54
|
Europe and Turkey
|
|
399
|
|
264
|
|
279
|
|
233
|
Africa
|
|
271
|
|
234
|
|
225
|
|
225
|
Latin America and Caribbean
|
|
8
|
|
15
|
|
18
|
|
19
|
Asia Pacific
|
|
151
|
|
58
|
|
49
|
|
47
|
Corporate
|
|
20
|
|
12
|
|
8
|
|
8
|
Diageo (total)
|
|
1,060
|
|
633
|
|
623
|
|
586
|
(i)
|
CO
2
e figures are calculated using the WRI/WBCSD GHG Protocol guidance available at the beginning of our financial year, the kWh/CO
2
e conversion factor provided by energy suppliers, the relevant factors to the country of operation, or the International Energy Agency, as applicable.
|
(ii)
|
2007 baseline data, and data for each of the intervening years in the period ended 30 June 2018, have been restated in accordance with the WRI/WBCSD GHG Protocol and Diageo’s environmental reporting methodologies.
|
Wastewater polluting power by region, by year (BOD/t)
(i)
|
|
|
|
|
|
|
|
|
||||
|
|
|
|
|
|
|
|
|
||||
Region
|
|
2007
|
|
|
2017
|
|
|
2018
|
|
|
2019
|
|
North America
|
|
214
|
|
|
240
|
|
|
343
|
|
|
835
|
|
Europe and Turkey
|
|
22,610
|
|
|
17,617
|
|
|
23,502
|
|
|
18,353
|
|
Africa
|
|
9,970
|
|
|
183
|
|
|
151
|
|
|
1609
|
|
Latin America and Caribbean
|
|
10
|
|
|
34
|
|
|
14
|
|
|
10
|
|
Asia Pacific
|
|
92
|
|
|
64
|
|
|
2
|
|
|
2
|
|
Corporate
|
|
—
|
|
|
—
|
|
|
1
|
|
|
1
|
|
Diageo (total)
|
|
32,896
|
|
|
18,138
|
|
|
24,013
|
|
|
20,810
|
|
Total under direct control
|
|
32,070
|
|
|
17,936
|
|
|
23,751
|
|
|
20,531
|
|
(i)
|
2007 baseline data, and data for each of the intervening years in the period ended 30 June 2018, have been restated where relevant and in accordance with Diageo’s environmental reporting methodologies.
|
(ii)
|
In accordance with our environmental reporting methodologies, total water used excludes irrigation water for agricultural purposes on land under the operational control of the company.
|
Target:
|
Keep our people safe by achieving less than one lost-time accident (LTA) per 1,000 employees and no fatalities.
|
|
|
KPI:
|
Number of LTAs; number of fatalities.
|
|
|
Progress:
|
There were 0.98 LTAs per 1,000 employees this year, compared with 1.00 in 2018. This is the second year we have met our 2020 target of less than one LTA per 1,000 employees. From next year we will report on total recordable accidents as a new KPI (see above).
|
Region
|
|
2014
|
|
|
2015
|
|
|
2016
|
|
|
2017
|
|
|
2018
|
|
|
2019
|
|
North America
|
|
0.84
|
|
|
1.83
|
|
|
0.37
|
|
|
0.7
|
|
|
0.0
|
|
|
1.76
|
|
Europe and Turkey
|
|
2.08
|
|
|
2.51
|
|
|
1.28
|
|
|
1.46
|
|
|
1.58
|
|
|
1.00
|
|
Africa
|
|
0.56
|
|
|
1.2
|
|
|
0.77
|
|
|
1.26
|
|
|
1.35
|
|
|
1.19
|
|
Latin America and Caribbean
|
|
4.7
|
|
|
0.66
|
|
|
2.27
|
|
|
1.79
|
|
|
0.36
|
|
|
1.13
|
|
Asia Pacific
|
|
1.62
|
|
|
1.21
|
|
|
2.01
|
|
|
0.81
|
|
|
0.66
|
|
|
0.57
|
|
Diageo (total)
|
|
1.66
|
|
|
1.66
|
|
|
1.44
|
|
|
1.14
|
|
|
1.00
|
|
|
0.98
|
|
(i)
|
Number of accidents per 1,000 employees and directly supervised contractors resulting in time lost from work of one calendar day or more.
|
Number of days lost
to accidents per 1,000 full-time employees
|
|
2014
|
|
|
2015
|
|
|
2016
|
|
|
2017
|
|
|
2018
|
|
|
2019
|
|
Diageo total
|
|
49.7
|
|
|
89.4
|
|
|
57
|
|
|
36
|
|
|
45
|
|
|
67.3
|
|
Fatalities
|
|
2014
|
|
|
2015
|
|
|
2016
|
|
|
2017
|
|
|
2018
|
|
|
2019
|
|
Diageo total
|
|
1
|
|
|
1
|
|
|
1
|
|
|
1
|
|
|
0
|
|
|
0
|
|
Target:
|
Build diversity, with 35%
(i)
of leadership positions held by women by 2020 (40% by 2025) and measures implemented to help female employees attain and develop in leadership roles.
|
|
|
KPI:
|
% of leadership positions held by women
|
|
|
Progress:
|
This year, 36% of leadership roles were held by women. At the most senior level, 44% of our Board members and 40% of our Executive Committee members are women.
|
Target:
|
Increase employee engagement to 80%, becoming a top quartile performer on measures such as employee satisfaction, pride and loyalty.
|
|
|
KPI:
|
Employee satisfaction, loyalty, advocacy and pride, measured through our Values Survey.
(i)
|
|
|
Progress:
|
94% of our people participated in our annual Your Voice survey (22,615 of the 24,129 invited).
75% identified themselves as being engaged, compared to 76% last year. This remains a strong engagement score, on a par with best-in-class benchmarks. 89% said they were proud to work for Diageo, and 77% agreed with the statement “I am extremely satisfied with Diageo as a place to work”. |
Region
|
|
Men
|
|
|
%
|
|
|
Women
|
|
|
%
|
|
|
Total
|
|
North America
|
|
1,667
|
|
|
61
|
|
|
1,080
|
|
|
39
|
|
|
2,747
|
|
Europe and Turkey
|
|
6,337
|
|
|
60
|
|
|
4,158
|
|
|
40
|
|
|
10,495
|
|
Africa
|
|
3,167
|
|
|
74
|
|
|
1,103
|
|
|
26
|
|
|
4,270
|
|
Latin America and Caribbean
|
|
1,594
|
|
|
64
|
|
|
899
|
|
|
36
|
|
|
2,493
|
|
Asia Pacific
|
|
6,345
|
|
|
75
|
|
|
2,070
|
|
|
25
|
|
|
8,415
|
|
Diageo (total)
|
|
19,110
|
|
|
67
|
|
|
9,310
|
|
|
33
|
|
|
28,420
|
|
Role
|
|
Men
|
|
|
%
|
|
|
Women
|
|
|
%
|
|
|
Total
|
|
Senior Manager
(ii)
|
|
361
|
|
|
64
|
|
|
205
|
|
|
36
|
|
|
566
|
|
Line Manager
(iii)
|
|
2,373
|
|
|
69
|
|
|
1,072
|
|
|
31
|
|
|
3,445
|
|
Supervised employee
(iv)
|
|
16,376
|
|
|
67
|
|
|
8,033
|
|
|
33
|
|
|
24,409
|
|
Diageo (total)
|
|
19,110
|
|
|
67
|
|
|
9,310
|
|
|
33
|
|
|
28,420
|
|
Region
|
|
Men
|
|
|
Women
|
|
|
Total
|
|
|
% of headcount
|
|
North America
|
|
249
|
|
|
125
|
|
|
374
|
|
|
13.6
|
|
Europe and Turkey
|
|
660
|
|
|
642
|
|
|
1,302
|
|
|
12.4
|
|
Africa
|
|
280
|
|
|
166
|
|
|
446
|
|
|
10.4
|
|
Latin America and Caribbean
|
|
296
|
|
|
183
|
|
|
479
|
|
|
19.2
|
|
Asia Pacific
|
|
525
|
|
|
375
|
|
|
900
|
|
|
10.7
|
|
Diageo (total)
|
|
2,010
|
|
|
1,491
|
|
|
3,501
|
|
|
12.3
|
|
Percentage of total new hires
|
|
57.4
|
%
|
|
42.6
|
%
|
|
|
|
|
|
|
Region
|
|
Men
|
|
|
Women
|
|
|
Total
|
|
|
% of headcount
|
|
North America
|
|
299
|
|
|
198
|
|
|
497
|
|
|
18.1
|
|
Europe and Turkey
|
|
880
|
|
|
803
|
|
|
1,683
|
|
|
16.0
|
|
Africa
|
|
438
|
|
|
175
|
|
|
613
|
|
|
14.4
|
|
Latin America and Caribbean
|
|
228
|
|
|
186
|
|
|
414
|
|
|
16.6
|
|
Asia Pacific
|
|
1,219
|
|
|
379
|
|
|
1,598
|
|
|
19.0
|
|
Diageo (total)
|
|
3,064
|
|
|
1,741
|
|
|
4,805
|
|
|
16.9
|
|
Percentage of total leavers
|
|
63.8
|
%
|
|
36.2
|
%
|
|
|
|
|
|
|
|
|
North America
million |
|
|
Europe and Turkey
million |
|
|
Africa
million |
|
|
Latin America
and Caribbean million |
|
|
Asia Pacific
million |
|
|
Corporate
million |
|
|
Total
million |
|
Volume (equivalent units)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
2018 reported
|
|
48.2
|
|
|
46.3
|
|
|
33.2
|
|
|
22.2
|
|
|
90.5
|
|
|
—
|
|
|
240.4
|
|
Disposals
(iv)
|
|
(2.7
|
)
|
|
(0.1
|
)
|
|
—
|
|
|
—
|
|
|
(0.1
|
)
|
|
—
|
|
|
(2.9
|
)
|
2018 adjusted
|
|
45.5
|
|
|
46.2
|
|
|
33.2
|
|
|
22.2
|
|
|
90.4
|
|
|
—
|
|
|
237.5
|
|
Disposals
(iv)
|
|
2.8
|
|
|
0.1
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
2.9
|
|
Organic movement
|
|
1.1
|
|
|
(0.9
|
)
|
|
0.4
|
|
|
0.2
|
|
|
4.7
|
|
|
—
|
|
|
5.5
|
|
2019 reported
|
|
49.4
|
|
|
45.4
|
|
|
33.6
|
|
|
22.4
|
|
|
95.1
|
|
|
—
|
|
|
245.9
|
|
Organic movement %
|
|
2
|
|
|
(2
|
)
|
|
1
|
|
|
1
|
|
|
5
|
|
|
—
|
|
|
2
|
|
|
|
North America
£ million |
|
|
Europe and Turkey
£ million |
|
|
Africa
£ million |
|
|
Latin America
and Caribbean £ million |
|
|
Asia Pacific
£ million |
|
|
Corporate
£ million |
|
|
Total
£ million |
|
Sales
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
2018 reported
|
|
4,671
|
|
|
5,232
|
|
|
2,083
|
|
|
1,352
|
|
|
5,042
|
|
|
52
|
|
|
18,432
|
|
Exchange
(i)
|
|
200
|
|
|
(291
|
)
|
|
12
|
|
|
(35
|
)
|
|
(120
|
)
|
|
—
|
|
|
(234
|
)
|
Disposals
(iv)
|
|
(185
|
)
|
|
(7
|
)
|
|
(4
|
)
|
|
(1
|
)
|
|
(10
|
)
|
|
—
|
|
|
(207
|
)
|
2018 adjusted
|
|
4,686
|
|
|
4,934
|
|
|
2,091
|
|
|
1,316
|
|
|
4,912
|
|
|
52
|
|
|
17,991
|
|
Acquisitions and disposals
(iv)
|
|
139
|
|
|
3
|
|
|
2
|
|
|
1
|
|
|
1
|
|
|
—
|
|
|
146
|
|
Organic movement
|
|
249
|
|
|
195
|
|
|
142
|
|
|
127
|
|
|
443
|
|
|
1
|
|
|
1,157
|
|
2019 reported
|
|
5,074
|
|
|
5,132
|
|
|
2,235
|
|
|
1,444
|
|
|
5,356
|
|
|
53
|
|
|
19,294
|
|
Organic movement %
|
|
5
|
|
|
4
|
|
|
7
|
|
|
10
|
|
|
9
|
|
|
2
|
|
|
6
|
|
|
|
North America
£ million |
|
|
Europe and Turkey
£ million |
|
|
Africa
£ million |
|
|
Latin America
and Caribbean £ million |
|
|
Asia Pacific
£ million |
|
|
Corporate
£ million |
|
|
Total
£ million |
|
Net sales
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
2018 reported
|
|
4,116
|
|
|
2,932
|
|
|
1,491
|
|
|
1,069
|
|
|
2,503
|
|
|
52
|
|
|
12,163
|
|
Exchange
(ii)
|
|
176
|
|
|
(95
|
)
|
|
8
|
|
|
(29
|
)
|
|
(36
|
)
|
|
—
|
|
|
24
|
|
Disposals
(iv)
|
|
(143
|
)
|
|
(3
|
)
|
|
(3
|
)
|
|
(1
|
)
|
|
(6
|
)
|
|
—
|
|
|
(156
|
)
|
2018 adjusted
|
|
4,149
|
|
|
2,834
|
|
|
1,496
|
|
|
1,039
|
|
|
2,461
|
|
|
52
|
|
|
12,031
|
|
Acquisitions and disposals
(iv)
|
|
95
|
|
|
1
|
|
|
1
|
|
|
1
|
|
|
1
|
|
|
—
|
|
|
99
|
|
Organic movement
|
|
216
|
|
|
104
|
|
|
100
|
|
|
90
|
|
|
226
|
|
|
1
|
|
|
737
|
|
2019 reported
|
|
4,460
|
|
|
2,939
|
|
|
1,597
|
|
|
1,130
|
|
|
2,688
|
|
|
53
|
|
|
12,867
|
|
Organic movement %
|
|
5
|
|
|
4
|
|
|
7
|
|
|
9
|
|
|
9
|
|
|
2
|
|
|
6
|
|
Marketing
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
2018 reported
|
|
662
|
|
|
474
|
|
|
158
|
|
|
196
|
|
|
388
|
|
|
4
|
|
|
1,882
|
|
Exchange
|
|
24
|
|
|
(10
|
)
|
|
1
|
|
|
(7
|
)
|
|
(3
|
)
|
|
—
|
|
|
5
|
|
Reclassification
(iii)
|
|
—
|
|
|
—
|
|
|
10
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
10
|
|
Disposals
(iv)
|
|
(1
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(1
|
)
|
2018 adjusted
|
|
685
|
|
|
464
|
|
|
169
|
|
|
189
|
|
|
385
|
|
|
4
|
|
|
1,896
|
|
Acquisitions and disposals
(iv)
|
|
2
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
2
|
|
Organic movement
|
|
75
|
|
|
26
|
|
|
5
|
|
|
12
|
|
|
27
|
|
|
(1
|
)
|
|
144
|
|
2019 reported
|
|
762
|
|
|
490
|
|
|
174
|
|
|
201
|
|
|
412
|
|
|
3
|
|
|
2,042
|
|
Organic movement %
|
|
11
|
|
|
6
|
|
|
3
|
|
|
6
|
|
|
7
|
|
|
(25
|
)
|
|
8
|
|
Operating profit before exceptional items
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
2018 reported
|
|
1,882
|
|
|
1,028
|
|
|
191
|
|
|
308
|
|
|
568
|
|
|
(158
|
)
|
|
3,819
|
|
Exchange
(ii)
|
|
74
|
|
|
(35
|
)
|
|
(6
|
)
|
|
(2
|
)
|
|
(6
|
)
|
|
—
|
|
|
25
|
|
Acquisitions and disposals
(iv)
|
|
(90
|
)
|
|
(2
|
)
|
|
(2
|
)
|
|
—
|
|
|
(2
|
)
|
|
—
|
|
|
(96
|
)
|
2018 adjusted
|
|
1,866
|
|
|
991
|
|
|
183
|
|
|
306
|
|
|
560
|
|
|
(158
|
)
|
|
3,748
|
|
Acquisitions and disposals
(iv)
|
|
30
|
|
|
1
|
|
|
1
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
32
|
|
Organic movement
|
|
52
|
|
|
22
|
|
|
91
|
|
|
59
|
|
|
143
|
|
|
(31
|
)
|
|
336
|
|
2019 reported
|
|
1,948
|
|
|
1,014
|
|
|
275
|
|
|
365
|
|
|
703
|
|
|
(189
|
)
|
|
4,116
|
|
Organic movement %
|
|
3
|
|
|
2
|
|
|
50
|
|
|
19
|
|
|
26
|
|
|
(20
|
)
|
|
9
|
|
Organic operating margin %
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
2019
|
|
43.9
|
%
|
|
34.5
|
%
|
|
17.2
|
%
|
|
32.3
|
%
|
|
26.2
|
%
|
|
n/a
|
|
|
32.0
|
%
|
2018
|
|
45.0
|
%
|
|
35.0
|
%
|
|
12.2
|
%
|
|
29.5
|
%
|
|
22.8
|
%
|
|
n/a
|
|
|
31.2
|
%
|
Margin improvement / (decline) (bps)
|
|
(103
|
)
|
|
(49
|
)
|
|
494
|
|
|
288
|
|
|
341
|
|
|
n/a
|
|
|
83
|
|
(1)
|
For the reconciliation of sales to net sales see page
55.
|
(2)
|
Percentages and margin improvement are calculated on rounded figures.
|
(i)
|
The exchange adjustments for sales are principally in respect of the strengthening of sterling against the Turkish lira, Indian rupee and the Australian dollar, partially offset by the weakening of sterling against the US dollar, the euro and the Kenyan shilling.
|
(ii)
|
The exchange adjustments for net sales and operating profit are principally in respect of the weakening of sterling against the US dollar, the euro and the Kenyan shilling, partially offset by strengthening of sterling against the Turkish lira, Indian rupee and the Australian dollar.
|
(iii)
|
For the year ended 30 June 2018 marketing costs of £10 million in South Africa have been reclassified from overheads to marketing.
|
(iv)
|
In the
year ended 30 June 2019
the acquisitions and disposals that affected volume, sales, net sales, marketing and operating profit were as follows:
|
|
|
Volume
equ. units million |
|
|
Sales
£ million |
|
|
Net sales
£ million |
|
|
Marketing
£ million |
|
|
Operating
profit £ million |
|
Year ended 30 June 2018
|
|
|
|
|
|
|
|
|
|
|
|||||
Acquisitions
|
|
|
|
|
|
|
|
|
|
|
|||||
Transaction costs
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
4
|
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
4
|
|
Disposals
|
|
|
|
|
|
|
|
|
|
|
|||||
Portfolio of 19 brands
|
|
(2.8
|
)
|
|
(199
|
)
|
|
(153
|
)
|
|
(1
|
)
|
|
(99
|
)
|
Nepal
|
|
(0.1
|
)
|
|
(8
|
)
|
|
(3
|
)
|
|
—
|
|
|
(1
|
)
|
|
|
(2.9
|
)
|
|
(207
|
)
|
|
(156
|
)
|
|
(1
|
)
|
|
(100
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|||||
Acquisitions and disposals
|
|
(2.9
|
)
|
|
(207
|
)
|
|
(156
|
)
|
|
(1
|
)
|
|
(96
|
)
|
Year ended 30 June 2019
|
|
|
|
|
|
|
|
|
|
|
|||||
Acquisitions
|
|
|
|
|
|
|
|
|
|
|
|||||
Casamigos
|
|
—
|
|
|
11
|
|
|
10
|
|
|
1
|
|
|
3
|
|
Change in contingent consideration
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(15
|
)
|
|
|
—
|
|
|
11
|
|
|
10
|
|
|
1
|
|
|
(12
|
)
|
Disposals
|
|
|
|
|
|
|
|
|
|
|
|||||
Portfolio of 19 brands
|
|
2.9
|
|
|
135
|
|
|
89
|
|
|
1
|
|
|
44
|
|
|
|
2.9
|
|
|
135
|
|
|
89
|
|
|
1
|
|
|
44
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
Acquisitions and disposals
|
|
2.9
|
|
|
146
|
|
|
99
|
|
|
2
|
|
|
32
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
Profit attributable to equity shareholders of the parent company
|
|
3,160
|
|
|
3,022
|
|
Exceptional operating and non-operating items attributable to equity shareholders of the parent company
|
|
(61
|
)
|
|
128
|
|
Exceptional taxation charges / (benefits) attributable to equity shareholders of the parent company
|
|
36
|
|
|
(190
|
)
|
Tax in respect of exceptional operating and non-operating items attributable to equity shareholders of the parent company
|
|
29
|
|
|
(13
|
)
|
|
|
3,164
|
|
|
2,947
|
|
Weighted average number of shares
|
|
million
|
|
|
million
|
|
Shares in issue excluding own shares
|
|
2,418
|
|
|
2,484
|
|
Dilutive potential ordinary shares
|
|
10
|
|
|
11
|
|
|
|
2,428
|
|
|
2,495
|
|
|
|
pence
|
|
|
pence
|
|
Basic earnings per share before exceptional items
|
|
130.8
|
|
|
118.6
|
|
Diluted earnings per share before exceptional items
|
|
130.3
|
|
|
118.1
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
Net cash inflow from operating activities
|
|
3,248
|
|
|
3,084
|
|
Disposal of property, plant and equipment and computer software
|
|
32
|
|
|
40
|
|
Purchase of property, plant and equipment and computer software
|
|
(671
|
)
|
|
(584
|
)
|
Movements in loans and other investments
|
|
(1
|
)
|
|
(17
|
)
|
Free cash flow
|
|
2,608
|
|
|
2,523
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
Operating profit
|
|
4,042
|
|
|
3,691
|
|
Exceptional operating items
|
|
74
|
|
|
128
|
|
Profit before exceptional operating items attributable to non-controlling interests
|
|
(151
|
)
|
|
(122
|
)
|
Share of after tax results of associates and joint ventures
|
|
312
|
|
|
309
|
|
Tax at the tax rate before exceptional items of 20.6% (2018 – 20.7%)
|
|
(881
|
)
|
|
(829
|
)
|
|
|
3,396
|
|
|
3,177
|
|
Average net assets (excluding net post employment assets/liabilities)
|
|
10,847
|
|
|
12,067
|
|
Average non-controlling interests
|
|
(1,776
|
)
|
|
(1,749
|
)
|
Average net borrowings
|
|
10,240
|
|
|
8,727
|
|
Average integration and restructuring costs (net of tax)
|
|
1,639
|
|
|
1,639
|
|
Goodwill at 1 July 2004
|
|
1,562
|
|
|
1,562
|
|
Average total invested capital
|
|
22,512
|
|
|
22,246
|
|
Return on average total invested capital
|
|
15.1
|
%
|
|
14.3
|
%
|
|
2019
£ million |
|
|
2018
£ million |
|
Borrowings due within one year
|
1,959
|
|
|
1,828
|
|
Borrowings due after one year
|
10,596
|
|
|
8,074
|
|
Fair value of foreign currency derivatives and interest rate hedging instruments
|
(474
|
)
|
|
(92
|
)
|
Finance lease liabilities
|
128
|
|
|
155
|
|
Less: Cash and cash equivalents
|
(932
|
)
|
|
(874
|
)
|
Net borrowings
|
11,277
|
|
|
9,091
|
|
Post employment benefit liabilities before tax
|
846
|
|
|
872
|
|
Adjusted net borrowings
|
12,123
|
|
|
9,963
|
|
Profit for the year
|
3,337
|
|
|
3,144
|
|
Taxation
|
898
|
|
|
596
|
|
Net finance charges
|
263
|
|
|
260
|
|
Non-operating items
|
(144
|
)
|
|
—
|
|
Exceptional operating items
|
74
|
|
|
128
|
|
Depreciation, amortisation and impairment (excluding exceptional items)
|
374
|
|
|
368
|
|
Adjusted EBITDA
|
4,802
|
|
|
4,496
|
|
Adjusted net borrowings to adjusted EBITDA (x)
|
2.5
|
|
|
2.2
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
Tax before exceptional items (a)
|
|
859
|
|
|
799
|
|
Tax in respect of exceptional items
|
|
29
|
|
|
(13
|
)
|
Exceptional tax charge/(credit)
|
|
10
|
|
|
(190
|
)
|
Taxation on profit (b)
|
|
898
|
|
|
596
|
|
Profit from operations before taxation and exceptional items (c)
|
|
4,174
|
|
|
3,868
|
|
Non-operating items
|
|
144
|
|
|
—
|
|
Exceptional finance charges
|
|
(9
|
)
|
|
—
|
|
Exceptional operating items
|
|
(74
|
)
|
|
(128
|
)
|
Profit before taxation (d)
|
|
4,235
|
|
|
3,740
|
|
Tax rate before exceptional items (a/c)
|
|
20.6
|
%
|
|
20.7
|
%
|
Tax rate from operations after exceptional items (b/d)
|
|
21.2
|
%
|
|
15.9
|
%
|
l
|
Non-Executive Directors
|
l
|
0-3 years
|
l
|
Female
|
l
|
Executive Directors
|
l
|
3-6 years
|
l
|
Male
|
l
|
Non-Executive Chairman
|
l
|
6-9 years
|
|
|
Leadership
|
|
Independent oversight and rigorous challenge
|
Chairman
Javier Ferrán • Responsible for the operation, leadership and governance of the Board • Ensures all Directors are fully informed of matters and receives precise, timely and clear information sufficient to make informed judgements • Sets Board agendas and ensures sufficient time is allocated to ensure effective debate to support sound decision making • Ensures the effectiveness of the Board • Engages in discussions with shareholders • Meets with the Non-Executive Directors independently of the Executive Directors |
|
Non-Executive Directors
Debra Crew, Ho KwonPing, Susan Kilsby, Nicola Mendelsohn and Alan Stewart The Non-Executive Directors, all of whom the Board has determined are independent, experienced and influential individuals from a diverse range of industries, backgrounds and countries. The independence of Ho KwonPing, who has served on the Board for over six years, has been the subject of a rigorous review. • Constructively challenge the Executive Directors • Develop proposals on strategy • Scrutinise the performance of management • Satisfy themselves on the integrity of the financial information, controls and systems of risk management • Set the levels of remuneration for Executive Directors and senior management • Make recommendations to the Board concerning appointments to the Board • Devote such time as is necessary to the proper performance of their duties A summary of the terms and conditions of appointment of the Non-Executive Directors is available at www.diageo.com/ en-row/ourbusiness/aboutus/corporategovernance . |
Chief Executive
Ivan Menezes • Develops the group’s strategic direction for consideration and approval by the Board • Implements the strategy agreed by the Board • Manages the company and the group • Along with the CFO, leads discussions with investors • Is supported in his role by the Executive Committee • Is supported by the Filings Assurance Committee in the management of financial reporting of the company |
|
|
|
|
|
Chief Financial Officer
Kathryn Mikells • Manages all aspects of the group’s financial affairs • Responsible for the management of the capital structure of the company • Contributes to the management of the group’s operations • Along with the CEO, leads discussions with investors • Is supported by the Finance Committee and Filings Assurance Committee in the management of the financial affairs and reporting of the company |
|
Senior Independent Director
Lord Davies of Abersoch • Acts as a sounding board for the Chairman and serves as an intermediary for the other Directors where necessary • Together with the other Non-Executive Directors, leads the review of the performance of the Chairman, taking into account the views of the Executive Directors • Available to shareholders if they have concerns where the contact through the normal channels has failed The independence of Lord Davies, who has served on the Board for over six years, has been the subject of a rigorous review |
|
|
|
Company Secretary
|
||
Siobhán Moriarty
• Supports the Chairman in setting the agenda for Board meetings • Ensures information is made available to Board members in a timely fashion • Supports the Chairman in designing and delivering Board inductions • Co-ordinates training requirements for the Board and individual Board members • Advises on corporate governance matters |
Area of focus
|
|
Strategic matters
|
•
Held the Annual Strategy Conference in Scotland at which the group’s strategy was considered in-depth, including visiting distilling sites
• Regularly reviewed the group’s performance against the strategy • Received reports on the financial performance of the group • Visited the group’s operations in China, which included receiving reports from management and visiting various office and production facility sites • Reviewed the group’s tax strategic planning • Reviewed the impact of e-commerce, US route to consumer and the future of marketing |
Operational matters
|
•
Reviewed and approved the annual funding plan, insurance, banking and capital expenditure requirements
• Reviewed the impact of global trade developments and disputes • Reviewed the impact of Brexit and mitigation planning for Brexit and other related risks • Regularly reviewed the group’s business development activities and projects • Approved various significant procurement and other contracts • Reviewed the company’s innovation pipeline • Approved significant property developments and office relocations • Visited the company Customer Collaboration Centre in London |
Stakeholders
|
•
Reviewed the company’s Positive Drinking strategy
• Considered the company’s culture • Reviewed and approved the company’s return of capital policy, including its share buyback programmes • Approved and implemented a new framework for workforce engagement • Reviewed the company’s talent strategy, diversity policy and development programmes • Reviewed the company’s sustainability and environmental strategy • Reviewed the company’s key pensions governance and funding positions • Received regular investor reports • Invited Sir Jonathon Porritt to give a presentation on environmental sustainability |
Governance, assurance and risk management
|
•
Received reports on the work of the various Board Committees
• Received regular reports in relation to material legal matters • Agreed actions from the evaluation of the Board’s performance • Approved the appointment of a new Non-Executive Director • Reviewed the requirements under the FRC 2018 Corporate Governance Code • Reviewed and approved new terms of reference for the Audit Committee, Remuneration Committee, Nomination Committee and Routine Business Committee • Reviewed and approved the schedule of matters reserved for the Board • Reviewed and approved the company’s financial reporting |
|
|
Annual General Meeting 2018
|
|
Board
(maximum 6) |
|
Audit Committee (maximum 4)
|
|
Nomination Committee (maximum 3)
|
|
Remuneration Committee (maximum 5)
|
|
Javier Ferrán
|
|
ü
|
|
6/6
|
|
4/4
|
(i)
|
3/3
|
|
4/5
|
(i)
|
Ivan Menezes
|
|
ü
|
|
6/6
|
|
2/4
|
(i)
|
3/3
|
(i)
|
5/5
|
(i)
|
Kathryn Mikells
|
|
ü
|
|
6/6
|
|
4/4
|
(i)
|
1/3
|
(i)
|
2/5
|
(i)
|
Lord Davies
(ii)
|
|
ü
|
|
5/6
|
|
3/4
|
|
3/3
|
|
4/5
|
|
Debra Crew
|
|
n/a
|
|
1/1
|
|
1/1
|
|
1/1
|
|
2/2
|
|
Susan Kilsby
|
|
ü
|
|
6/6
|
|
4/4
|
|
3/3
|
|
5/5
|
|
Ho KwonPing
(ii)
|
|
û
|
|
5/6
|
|
4/4
|
|
2/3
|
|
4/5
|
|
Nicola Mendelsohn
(ii)
|
|
ü
|
|
5/6
|
|
4/4
|
|
2/3
|
|
5/5
|
|
Alan Stewart
|
|
ü
|
|
6/6
|
|
4/4
|
|
3/3
|
|
5/5
|
|
Former Directors
|
|||||||||||
Peggy B Bruzelius
(iii)
|
|
ü
|
|
2/2
|
|
1/1
|
|
1/1
|
|
1/1
|
|
Betsy D Holden
(iii)
|
|
ü
|
|
2/2
|
|
1/1
|
|
1/1
|
|
1/1
|
|
(i)
|
Attended by invitation.
|
(ii)
|
Where Non-Executive Directors were unable to attend a meeting, they gave their views to the Chairman of the respective meeting ahead of the meeting being held.
|
(iii)
|
Retired from the Board on 20 September 2018.
|
Board composition and processes
|
||
Main conclusions
|
|
Key areas for focus
|
•
With recent retirement of two Non-Executive Directors, there was a current imbalance between the number of Executive and Non-Executive Directors
• Need to ensure prospective new members of Board to have adequate industry experience and come from a variety of geographical backgrounds • Clear desire to maintain and enhance Board’s positive gender diversity • Positive induction processes noted with more focus needed on addressing Board’s ongoing development requirements • Strong effective support is provided by Company Secretary and team, with good balance between scheduled and ad hoc meetings • Improvements in annual strategy conference agenda and topics were noted |
|
•
Recruitment of at least one additional Non-Executive Director of appropriate quality, experience and background, with a view to ensuring appropriate diversity on the Board
• Review succession planning and pipeline of both executive and non-executive roles • Identify ongoing training and development opportunities for Board members • Review pre-read and presentation format to strike balance between adequate detail and brevity • Provide for review and refresh of future Board agenda items through the year to enable flexibility |
•
|
the Annual Report and Accounts for the year ended
30 June 2019
, 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;
|
•
|
the consolidated financial statements contained in the Annual Report and Accounts for the year ended
30 June 2019
, which have been prepared in accordance with IFRS as issued by the IASB and as adopted for use in the EU and IFRS as issued by the IASB, give a true and fair view of the assets, liabilities, financial position and profit of the group; and
|
•
|
the management report represented by the Directors’ Report contained in the Annual Report and Accounts for the year ended
30 June 2019
includes a fair review of the development and performance of the business and the position of the group, together with a description of the principal risks and uncertainties that the group faces.
|
•
|
Basis of regulation: UK listed companies are required to include in their annual report a narrative statement of (i) how they have applied the principles of the Code and (ii) whether or not they have complied with the best practice provisions of the Code. NYSE listed companies must adopt and disclose their corporate governance guidelines. Diageo complied throughout the year with the best practice provisions of the Code, except that Ho KwonPing was unable to attend the company's 2018 AGM. This resulted in partial non-compliance with Code provision E.2.3.
|
•
|
Director independence: the Code requires at least half the Board (excluding the Chairman) to be independent Non-Executive Directors, as determined by affirmatively concluding that a Director is independent in character and judgement and determining whether there are relationship and circumstances which are likely to affect, or could appear to affect, the Director’s judgement. The Code requires the Board to state its reasons if it determines that a director is independent notwithstanding the existence of relationships or circumstances which may appear relevant to its determination. NYSE rules require a majority of independent directors, according to the NYSE’s own ‘brightline’ tests and an affirmative determination by the Board that the Director has no material relationship with the listed company. Diageo’s Board has determined that, in its judgement and without taking into account the NYSE brightline tests, all of the Non-Executive Directors (excluding the Chairman) are independent. As such, currently six of Diageo’s nine directors are independent.
|
•
|
Chairman and Chief Executive: the Code requires these roles to be separate. There is no corresponding requirement for US companies. Diageo has a separate chairman and chief executive.
|
•
|
Non-Executive Director meetings: NYSE rules require Non-Management Directors to meet regularly without management and independent directors to meet separately at least once a year. The Code requires Non-Executive Directors to meet without the Chairman present at least annually to appraise the Chairman’s performance. During the year, an internally facilitated evaluation of the Board’s effectiveness, including the effectiveness of the Chairman, was undertaken. During the year, Diageo’s Chairman and Non-Executive Directors met six times as a group without Executive Directors being present.
|
•
|
Board committees: Diageo has a number of Board committees that are similar in purpose and constitution to those required by NYSE rules. Diageo’s Audit, Remuneration and Nomination Committees consist entirely of independent Non-Executive Directors (save that the Chairman of the Nomination Committee, Javier Ferrán, is not independent). Under NYSE standards, companies are required to have a nominating/corporate governance committee, which develops and recommends a set of corporate governance principles and is composed entirely of independent directors. The terms of reference for Diageo’s Nomination Committee, which comply with the Code, do not contain such a requirement. In accordance with the requirements of the Code, Diageo discloses in its Annual Report the results and means of evaluation of the Board, its Committees and the Directors, and it provides extensive information regarding the Directors’ compensation in the Directors’ remuneration report.
|
•
|
Code of ethics: NYSE rules require a Code of Business Conduct and ethics to be adopted for directors, officers and employees and disclosure of any waivers for executive directors or officers. Diageo has adopted a code of business conduct for all directors, officers and employees, as well as a code of ethics for Senior Officers in accordance with the requirements of SOX. Currently, no waivers have been granted to directors or executive officers.
|
•
|
Compliance certification: NYSE rules require chief executives to certify to the NYSE their awareness of any NYSE corporate governance violations. Diageo is exempt from this as a foreign private issuer but is required to notify the NYSE if any executive officer becomes aware of any non-compliance with NYSE corporate governance standards. No such notification was necessary during the period covered by this report.
|
•
|
monitoring the integrity of the financial statements, including a review of the significant financial reporting judgements contained in them;
|
•
|
reviewing the effectiveness of the group’s internal control and risk management and of control over financial reporting;
|
•
|
monitoring and reviewing the effectiveness of the global audit and risk function, including reviewing the programme of work undertaken by that function;
|
•
|
reviewing the group’s policies and practices concerning business conduct and ethics, including whistleblowing;
|
•
|
overseeing the group’s overall approach to securing compliance with laws, regulations and company policies in areas of risk; and
|
•
|
monitoring and reviewing the company’s relationship with the external auditor, including its independence and management’s response to any major external audit recommendations.
|
•
|
Disclosure on the quality of the earnings and one-off items included in cash flow. The Audit Committee agreed that sufficient disclosure was made in the financial statements.
|
•
|
The Audit Committee determined that exceptional items are appropriately classified considering their size and nature, and sufficient disclosure is provided in the financial statements (see note 4).
|
•
|
Review of carrying value of assets, in particular intangible assets. The Audit Committee agreed that the fair value of the company’s assets was in excess of their carrying value (see notes 6 and 10).
|
•
|
Exchange rate used to translate operations in Venezuela. The Audit Committee agreed that the rate is reasonable for the year ended 30 June 2019 for consolidation purposes, that represents the best estimation of the rate at which capital and dividend repatriations are expected to be realised (see note 1).
|
•
|
Disclosure on taxation. The Audit Committee agreed that the separate presentation of the tax risk appropriately addresses the significant change in the international tax environment and sufficient and transparent disclosures are provided for the ongoing tax discussions (see page
20
and note 7).
|
•
|
Review of legal cases. The Audit Committee agreed that adequate provision and/or disclosure has been made for all material litigation and disputes, based on the currently most likely outcomes, including the litigation summarised in note 18.
|
•
|
Assumptions used in respect of post employment plans. Having considered advice from external actuaries and assumptions used by companies with comparator plans, the Audit Committee agreed that the assumptions used to calculate the income statement and balance sheet assets and liabilities for post employment plans were appropriate (see note 13).
|
•
|
Viability statement. The Audit Committee noted that severe but plausible risk scenarios had been identified; a robust risk assessment had been carried out; and the group’s viability and going concern consideration proved with stress testing. Taking into account the company’s balance sheet position, the Audit Committee expected the group to be able to meet its liabilities as they fell due over the three-year period ending 30 June 2022. The risk that the group would become insolvent during this timeframe was considered remote. The Audit Committee recommended to the Board that the Viability statement above be approved.
|
•
|
The current directors’ remuneration policy, approved at the 2017 AGM; and
|
•
|
The annual remuneration report, describing how the policy has been put into practice during 2019, and how it will be implemented in 2020.
|
•
|
Delivery of business strategy;
|
•
|
Creating sustainable, long-term performance;
|
•
|
Winning best talent; and
|
•
|
Consideration of stakeholder interests.
|
Delivery of business strategy
|
|
Creating sustainable, long-term performance
|
|
Winning best talent
|
|
Consideration of stakeholder interests
|
Short- and long-term incentive plans reward the delivery of our business strategy and performance ambition. Performance measures are reviewed regularly and stretching targets are set relative to the company’s growth plans and peer group performance. The Committee seeks to embed simplicity and transparency in the design and delivery of executive reward.
|
|
A significant proportion of remuneration is delivered in variable pay linked to business and individual performance, focused on consistent and responsible drivers of long-term growth. Performance against targets is assessed in the context
of underlying business performance and the ‘quality of earnings’. |
|
Market competitive total remuneration with an appropriate balance of reward and upside opportunity allows us to attract and retain the best talent from all over the world, which is critical to our continued business success.
|
|
Executives are focused on creating sustainable share price growth. The requirement to build significant personal shareholdings in Diageo and hold long-term incentive awards for two years post vesting encourages executives to think and act like owners. Decisions on executive remuneration are made in consideration of the interests of the wider workforce and other stakeholders, as well as taking account of the external climate.
|
Remuneration at a glance
|
|||||
|
Purpose and link to strategy
|
Key features
|
Planned for 2020
|
Implementation in 2019
|
Implementation in 2018
|
Salary
|
•Supports the attraction and retention of the best global talent with the capability to deliver Diageo’s strategy
|
•Reviewed annually on 1 October
•Salaries take account of external market and internal employee context |
•Effective 1 October 2019:
-CEO 3% increase to $1,661,427 -CFO 3% increase to $1,093,044 •Salary increases in line with the pay budget for the wider workforce (3% for the UK and the US in 2019)
Page 164
|
•Effective 1 October 2018:
-CEO 2% increase to $1,613,036 -CFO 2% increase to $1,061,208 •Supported by a comprehensive review of total target remuneration versus the external market •Salary increases below the pay budget for the wider workforce |
•Effective 1 October 2017:
-CEO 2% increase to $1,581,408 -CFO 2% increase to $1,040,000 |
Allowances and benefits
|
•Provision of market competitive and cost-effective benefits supports attraction and retention of talent
|
•Provision of competitive benefits linked to local market practice
•Maximum company pension contribution is 20% of salary for new Executive Director hires (reduced to 14% of salary effective 1 July 2019) |
•Company pension contribution:
-CEO 20% of salary (reduced from 30% of salary effective 1 July 2019) -CFO 20% of salary |
•Allowances and benefits unchanged from prior year
•Company pension contribution: -CEO 30% of salary -CFO 20% of salary |
•Unchanged from prior year
•Company pension contribution to the CEO was reduced from 40% to 30% of salary effective 1 July 2016 |
Annual incentive
|
•Incentivises delivery of Diageo’s financial and strategic targets
•Provides focus on key financial metrics and the individual’s contribution to the company’s performance |
•For the year ending 30 June 2020, measures on net sales growth, operating profit growth and average working capital weighted equally, with remaining 20% on individual objectives.
Pages 164-165 |
•Pay-out above target:
-CEO 61.0% of maximum -CFO 57.6% of maximum Pages 157-158 |
•Pay-out above target:
-CEO 70% of maximum -CFO 72% of maximum |
|
Long-term incentives
|
•Rewards long-term consistent performance in line with Diageo’s business strategy
•Provides focus on delivering superior long-term returns to shareholders |
•Annual grant of performance shares and share options
-CEO award 500% of salary -CFO award 480% of salary (in performance share equivalents) •Performance measures, weightings and stretching targets are set annually •3-year performance period + 2-year retention period •Subject to malus and clawback provisions |
•No change to performance measures and weightings as these are appropriate in line with the business strategy
•Size of long-term incentive award opportunity is unchanged from prior year |
•Vesting of 2016 performance shares at 89.3% of maximum
•Vesting of 2016 share options at 73.1% of maximum |
•Vesting of 2015 performance shares at 70% of maximum
•Vesting of 2015 share options at 60% of maximum |
Shareholding requirement
|
•Ensures alignment between the interests of Executive Directors and shareholders
|
•Minimum shareholding requirement within 5 years of appointment:
- CEO 500% of salary - CFO 400% of salary |
|
•CEO shareholding 2,620% of salary
•CFO shareholding 563% of salary Page 167 |
•CEO shareholding 2,115% of salary
•CFO shareholding 123% of salary |
Total dividends of 190.2 pence per share paid.
|
l
|
Base salary
|
l
|
Benefits
|
|
Purpose and link to strategy
Supports the attraction and retention of the best global talent with the capability to deliver Diageo’s strategy and performance goals. |
|
Purpose and link to strategy
Provides market-competitive and cost effective benefits. |
|
Operation
• Normally reviewed annually or following a change in responsibilities with any increases usually taking effect from 1 October. • The Remuneration Committee considers the following parameters when reviewing base salary levels: - Pay increases for other employees across the group. - Economic conditions and governance trends. - The individual’s performance, skills and responsibilities. - Base salaries (and total remuneration) at companies of similar size and international scope to Diageo, with roles typically benchmarked against the FTSE 30 excluding financial services companies, or against similar comparator groups in other locations dependent on the Executive Director’s home market. |
|
Operation
• The provision of benefits depends on the country of residence of the Executive Director and may include but is not limited to a company car or car allowance, the provision of a car and contracted car service or equivalent, product allowance, life insurance, accidental death and disability insurance, medical cover, financial counselling and tax advice. • The Remuneration Committee has discretion to offer additional allowances, or benefits, to Executive Directors, if considered appropriate and reasonable. These may include relocation expenses, housing allowance and school fees where a Director is asked to relocate from his/her home location as part of their appointment. |
|
Opportunity
Salary increases will be made in the context of the broader employee pay environment, and will normally be in line with those made to other employees in relevant markets in which Diageo operates, typically the United Kingdom and the United States, unless there is a change in role or responsibility or other exceptional circumstances. |
|
Opportunity
The benefits package is set at a level which the Remuneration Committee considers: • Provides an appropriate level of benefits depending on the role and individual circumstances; • Is appropriate in the context of the benefits offered to the wider workforce in the relevant market, and • Is in line with comparable roles in companies of a similar size and complexity in the relevant market. |
|
More detail on page 164
|
|
More detail on page 156
|
l
|
Post-Retirement Provision
|
l
|
Diageo Long-Term Incentive Plan (DLTIP)
|
|
Purpose and link to strategy
Provides cost-effective, competitive post-retirement benefits. |
|
Purpose and link to strategy
Provides focus on delivering superior long-term returns to shareholders. |
|
Operation
• Provision of market competitive pension arrangements or a cash alternative based on a percentage of base salary. |
|
Operation
• An annual grant of performance shares and/or market price share options which vest subject to a performance test and continued employment normally over a period of three years. • Measures and stretching targets are reviewed annually by the Remuneration Committee for each new award. • Following vesting there is a further retention period of two years. Executive Directors are able to exercise an option or sell sufficient shares to cover any tax liability when an award vests, provided they retain the net shares arising for the two-year retention period. • Notional dividends accrue on performance share awards to the extent that the performance conditions have been met, delivered as shares or cash at the discretion of the Remuneration Committee at the end of the vesting period. • The Committee has discretion to reduce the number of shares which vest (subject to HMRC rules regarding approved share options), for example in the event of a material performance failure, or a material restatement of the financial statements. There is an extensive malus clause for awards made from September 2014. The Committee has discretion to decide that: - the number of shares subject to the award will be reduced; - the award will lapse; - retention shares (i.e. vested shares subject to the additional two-year retention period) will be forfeited; - vesting of the award or the end of any retention period will be delayed (e.g. until an investigation is completed); - additional conditions will be imposed on the vesting of the award or the end of the retention period; and/or - any award, bonus or other benefit which might have been granted or paid to the participant in any later year will be reduced or not awarded. Malus and clawback provisions will apply up to delivery of shares at the end of the retention period (as opposed to the vesting date). The company also has the standard discretion to take account of unforeseen events such as a variation to share capital. |
|
Opportunity
• The maximum company pension contribution under the approved 2017 remuneration policy is 20% of base salary for any new external appointments to an Executive Director position. This has been reduced to 14% of salary effective 1 July 2019. • Current legacy company contributions for Ivan Menezes and Kathryn Mikells in the year ended 30 June 2019 were 30% and 20% of base salary respectively. The company contribution for Ivan Menezes was reduced from 40% to 30% effective 1 July 2016, and from 30% to 20% effective 1 July 2019. |
|
|
|
More detail on pages 160-161
|
|
|
l
|
Annual Incentive Plan (AIP)
|
|
|
|
Purpose and link to strategy
Incentivises year-on-year delivery of Diageo’s annual financial and strategic targets. Provides focus on key financial metrics and the individual’s contribution to the company’s performance. |
|
|
|
Operation
• Performance measures, weightings and targets are set annually by the Remuneration Committee. Appropriately stretching targets are set by reference to the annual operating plan and historical and projected performance for the company and its peer group. • The level of award is determined with reference to Diageo’s overall financial and strategic performance and individual performance and is paid out in cash after the end of the financial year. • The Committee has discretion to adjust the level of payment if it is not deemed to reflect appropriately the individual’s contribution or the overall business performance. Any discretionary adjustments will be detailed in the following year’s annual report on remuneration. • The Committee has discretion to apply clawback to bonus, i.e. the company may seek to recover bonus paid, in exceptional circumstances such as gross misconduct or gross negligence during the performance period. |
|
|
|
Opportunity
For threshold performance, up to 50% of salary may be earned, with up to 100% of salary earned for on-target performance and a maximum of 200% of salary payable for outstanding performance. |
|
Opportunity
• The maximum annual grants for the CEO and CFO are 500% and 480% of salary in performance share equivalents respectively (where a market price option is valued at one-third of a performance share). Included within that maximum no more than 375% of salary will be awarded in face value terms in options to any Executive Director in any year. • Threshold vesting level of 20% of maximum with straight-line vesting up to 100% at maximum for attaining financial metrics and a ranking profile for relative total shareholder return. |
|
Performance conditions
Annual incentive plan awards are based 70%-100% on financial measures which may include, but are not limited to, measures of sales, profit and cash and 0%-30% on broader objectives based on strategic goals and/or individual contribution. Details of the targets will be disclosed retrospectively in next year’s annual report on remuneration, when they are no longer deemed commercially sensitive by the Board. |
|
|
|
|
|
Performance conditions
•The vesting of awards is linked to a range of measures which may include, but are not limited to: -a growth measure (e.g. net sales growth, operating profit growth); -a measure of efficiency (e.g. operating margin, cumulative free cash flow, return on invested capital); and -a measure of Diageo’s relative performance in relation to its peers (e.g. relative total shareholder return). •Measures that apply to performance shares and market price options may differ, as is the case for current awards. Weightings of these measures may also vary year-on-year. •The Remuneration Committee has discretion to amend the performance conditions in exceptional circumstances if it considers it appropriate to do so, e.g. in cases of accounting policy changes, merger and acquisition activities and disposals. Any such amendments would be fully disclosed and explained in the following year’s annual report on remuneration. |
|
More detail on pages 157-158
|
|
More detail on page 159-160
|
l
|
All-employee share plans
|
l
|
Chairman of the Board and Non-Executive Directors
|
|
Purpose and link to strategy
To encourage broader employee share ownership through locally approved plans. |
|
Purpose and link to strategy
Supports the attraction, motivation and retention of world-class talent and reflects the value of the individual, their skills and experience, and performance. |
|
Operation
• The company operates tax-efficient all-employee share savings plans in various jurisdictions. • Executive Directors’ eligibility may depend on their country of residence, tax status and employment company. |
|
Operation
• Fees for the Chairman and Non-Executive Directors are normally reviewed every two years. • A proportion of the Chairman’s annual fee is used for the monthly purchase of Diageo ordinary shares, which have to be retained until the Chairman retires from the company or ceases to be a Director. • Fees are reviewed in the light of market practice in the FTSE 30, excluding financial services companies, and anticipated workload, tasks and potential liabilities. • The Chairman and Non-Executive Directors do not participate in any of the company’s incentive plans nor do they receive pension contributions or benefits. Their travel and accommodation expenses in connection with the attendance of Board meetings (and any tax thereon) are paid by the company. • The Chairman and the Non-Executive Directors are eligible to receive a product allowance or cash equivalent at the same level as the Executive Directors. All Non-Executive Directors have letters of appointment. A summary of their terms and conditions of appointment is available at www.diageo.com. The Chairman of the Board, Javier Ferrán, was appointed on 1 January 2017, under a letter of appointment for an initial three-year term, terminable on six months’ notice by either party or, if terminated by the company, by payment of six months’ fees in lieu of notice. |
|
Opportunity
Limits for all-employee share plans are set by the tax authorities. The company may choose to set its own lower limits. |
|
|
|
Performance conditions
UK Freeshares: based on Diageo plc financial measures which may include, but are not limited to, measures of sales, profit and cash. |
|
|
|
|
|
|
l
|
Shareholding requirement
|
|
|
|
Purpose and link to strategy
Ensures alignment between the interests of Executive Directors and shareholders. |
|
|
|
Operation
• The minimum shareholding requirement is 500% of base salary for the Chief Executive and 400% of base salary for any other Executive Directors. • Executive Directors are expected to build up their shareholding within five years of their appointment to the Board. • Executive Directors will be restricted from selling more than 50% of shares which vest under the long-term incentive plan (excluding the sale of shares to cover tax on vesting and other exceptional circumstances to be specifically approved by the Chief Executive and/or Chairman), until the shareholding requirement is met. • Subject to the remuneration policy review, which will be tabled at the 2020 AGM for shareholder approval, it is anticipated that a post-employment shareholding requirement will be introduced effective 1 July 2020. |
|
|
|
|
Opportunity
• Fees for Non-Executive Directors are within the limits set by the shareholders from time to time, with an aggregate limit of £1,200,000, excluding the Chairman’s fees. |
|
|
More detail on page 167
|
|
More detail on pages 168-169
|
Executive Director
|
|
Date of service contract
|
Ivan Menezes
|
|
7 May 2013
|
Kathryn Mikells
|
|
1 October 2015
|
Notice period
|
The contracts provide for a period of six months’ notice by the Executive Director or 12 months’ notice by the company. A payment may be made in lieu of notice equivalent to 12 months’ base salary and the cost to the company of providing contractual benefits (excluding incentive plans). The service contracts also provide for the payment of outstanding pay and bonus, if Executive Directors are terminated following a takeover, or other change of control of Diageo plc.
If, on the termination date, the Executive Director has exceeded his/her accrued holiday entitlement, the value of such excess may be deducted by the company from any sums due to him/her, except to the extent that such deduction would subject the Executive Director to additional tax under Section 409A of the Code (in the case of Ivan Menezes). If the Executive Director on the termination date has accrued but untaken holiday entitlement, the company will, at its discretion, either require the Executive Director to take such unused holiday during any notice period or make a payment to him/her in lieu of it, provided always that if the employment is terminated for cause then the Executive Director will not be entitled to any such payment. For these purposes, salary in respect of one day of holiday entitlement will be calculated as 1/261 of salary. |
Mitigation
|
The Remuneration Committee may exercise its discretion to require a proportion of the termination payment to be paid in instalments and, upon the Executive Director commencing new employment, to be subject to mitigation except where termination is within 12 months of a takeover, or within such 12 months the Executive Director leaves due to a material diminution in status.
|
Annual incentive plan (AIP)
|
Where the Executive Director leaves for reasons including retirement, death in service, disability, ill-health, injury, redundancy, transfer out of the group and other circumstances at the Remuneration Committee’s discretion during the financial year, they are usually entitled to an incentive payment pro-rated for the period of service during the performance period, which is typically payable at the usual payment date. Where the Executive Director leaves for any other reason, no payment will be made.
The amount is subject to performance conditions being met and at the discretion of the Committee. The Committee has discretion to determine an earlier payment date, for example on death in service. |
Diageo 2014 Long-Term Incentive plan (DLTIP)
|
Where the Executive Director leaves for reasons including retirement, death in service, disability, ill-health, injury, redundancy, transfer out of the group and other circumstances at the Remuneration Committee's discretion during the financial year, awards vest on the original vesting date unless the Remuneration Committee decides otherwise (for example in the case of death in service). When an Executive Director leaves for any other reason, all unvested awards generally lapse immediately. The retention period for vested awards continues for all leavers other than in cases of disability, ill health or death in service, unless the Remuneration Committee decides otherwise.
The proportion of the award released depends on the extent to which the performance condition is met. The number of shares is reduced on a pro-rata basis reflecting the length of time the Executive Director was employed by the company during the performance period, unless the Committee decides otherwise (for example in the case of death in service). On a takeover or other corporate event, awards vest subject to the extent to which the performance conditions are met and, unless the Committee decides otherwise, the awards are time pro-rated. Otherwise the Committee, in agreement with the new company, may decide that awards should be swapped for awards over shares in the new company; where awards are granted in the form of options then on vesting they are generally exercisable for 12 months (or six months for approved options). Awards may be adjusted on a variation of share capital, demerger or other similar event. The Remuneration Committee may amend the plans, except that any changes to the advantage of participants require shareholder approval, unless the change relates to the administration, or taxation of the plan or participants, or is needed to ensure that the plans operate effectively in another jurisdiction. |
Repatriation
|
In cases where an Executive Director was recruited from outside the United Kingdom and has been relocated to the United Kingdom as part of their appointment, the company will pay reasonable repatriation costs for leavers at the Committee's discretion.
|
Non-Executive Directors
|
|
Date of appointment to the Board
|
|
Current letter of appointment expires
|
Javier Ferrán
|
|
22 July 2016
|
|
AGM September 2019
|
Lord Davies of Abersoch
|
|
1 September 2010
|
|
AGM September 2019
|
Ho KwonPing
|
|
1 October 2012
|
|
AGM September 2021
|
Alan Stewart
|
|
1 September 2014
|
|
AGM September 2020
|
Nicola Mendelsohn
|
|
1 September 2014
|
|
AGM September 2020
|
Susan Kilsby
|
|
4 April 2018
|
|
AGM September 2021
|
Debra Crew
|
|
18 April 2019
|
|
AGM September 2022
|
|
|
|
|
|
Ivan Menezes
(i)
|
|
|
|
|
|
|
Kathryn Mikells
(i)
|
|
|||||||||||||||||||
|
|
2019
|
|
|
2019
|
|
|
2018
|
|
|
2018
|
|
|
2019
|
|
|
2019
|
|
|
2018
|
|
|
2018
|
|
||||||||
Fixed pay
|
|
'000
|
|
|
'000
|
|
|
'000
|
|
|
'000
|
|
|
'000
|
|
|
'000
|
|
|
'000
|
|
|
'000
|
|
||||||||
Salary
|
|
£
|
1,244
|
|
|
$
|
1,605
|
|
|
£
|
1,166
|
|
|
$
|
1,574
|
|
|
£
|
819
|
|
|
$
|
1,056
|
|
|
£
|
767
|
|
|
$
|
1,035
|
|
Benefits
(ii)
|
|
£
|
95
|
|
|
$
|
123
|
|
|
£
|
69
|
|
|
$
|
94
|
|
|
£
|
27
|
|
|
$
|
34
|
|
|
£
|
30
|
|
|
$
|
40
|
|
Pension
(iii)
|
|
£
|
407
|
|
|
$
|
525
|
|
|
£
|
351
|
|
|
$
|
474
|
|
|
£
|
168
|
|
|
$
|
217
|
|
|
£
|
157
|
|
|
$
|
212
|
|
Total fixed pay
|
|
£
|
1,746
|
|
|
$
|
2,253
|
|
|
£
|
1,586
|
|
|
$
|
2,142
|
|
|
£
|
1,014
|
|
|
$
|
1,307
|
|
|
£
|
954
|
|
|
$
|
1,287
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
Performance related pay
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
Annual incentive
|
|
£
|
1,521
|
|
|
$
|
1,961
|
|
|
£
|
1,640
|
|
|
$
|
2,214
|
|
|
£
|
946
|
|
|
$
|
1,220
|
|
|
£
|
1,105
|
|
|
$
|
1,492
|
|
Long-term incentives
(iv)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
Value delivered through performance
|
|
£
|
3,725
|
|
|
$
|
4,805
|
|
|
£
|
2,964
|
|
|
$
|
4,001
|
|
|
£
|
2,421
|
|
|
$
|
3,123
|
|
|
£
|
3,589
|
|
|
$
|
4,845
|
|
Value delivered through share price growth
|
|
£
|
4,662
|
|
|
$
|
6,013
|
|
|
£
|
1,658
|
|
|
$
|
2,239
|
|
|
£
|
2,645
|
|
|
$
|
3,411
|
|
|
£
|
1,473
|
|
|
$
|
1,989
|
|
Other incentives
(v)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
£
|
4
|
|
|
$
|
5
|
|
|
£
|
4
|
|
|
$
|
5
|
|
||||
Total remuneration for Executive Director appointment
|
|
£
|
11,654
|
|
|
$
|
15,032
|
|
|
£
|
7,848
|
|
|
$
|
10,596
|
|
|
£
|
7,030
|
|
|
$
|
9,066
|
|
|
£
|
7,125
|
|
|
$
|
9,618
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
Other performance related pay
(Granted prior to appointment as Executive Director)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||
Long-term incentives
(vi)
|
|
—
|
|
|
—
|
|
|
£
|
1,147
|
|
|
$
|
1,549
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
||||||
TOTAL SINGLE FIGURE
|
|
£
|
11,654
|
|
|
$
|
15,032
|
|
|
£
|
8,995
|
|
|
$
|
12,145
|
|
|
£
|
7,030
|
|
|
$
|
9,066
|
|
|
£
|
7,125
|
|
|
$
|
9,618
|
|
(i)
|
Exchange rate
|
The amounts shown in sterling are converted using the cumulative weighted average exchange rate for the respective financial year. For the year ended 30 June 2019 the exchange rate was £1 = $1.29 and for the year ended 30 June 2018 the exchange rate was £1 = $1.35. Ivan Menezes and Kathryn Mikells are both paid in US dollars.
|
|
(ii)
|
Benefits
|
Benefits is the gross value of all taxable benefits. For Ivan Menezes, these include medical insurance (£18k), company car allowance (£18k), contracted car service (£8k), financial counselling (£48k), product allowance, life and long-term disability cover. Kathryn Mikells’ benefits include flexible benefits allowance (£18k), contracted car service (£3k), life cover (£5k) and product allowance.
|
Page
148 |
(iii)
|
Pension
|
Pension benefits earned during the year represent the increase in the pension fund balances over the year in the Diageo North America Inc. pension plans over and above the increase due to inflation. As Ivan Menezes has been a deferred member of the Diageo Pension Scheme (DPS) in the United Kingdom since 31 January 2012, and receives standard statutory increases in deferment the United Kingdom pension amount that accrued over the two years in excess of inflation is nil. Kathryn Mikells became a director and started accruing benefits in the Supplemental Executive Retirement Plan (SERP) with effect from 9 November 2015.
|
Page
160 |
(iv)
|
Long-term incentives
|
Long-term incentives represent the estimated gain delivered through share options and performance shares where performance conditions have been met in the respective financial year. It also includes the value of additional shares granted in lieu of dividends on these vested performance shares.
‘Value delivered through performance’ is calculated as the number of performance shares and dividend shares vesting in September 2019 multiplied by the share price on the date of grant. ‘Value delivered through share price growth’ is calculated as the difference between the average share price in the last three months of the financial year and the share price on the date of grant multiplied by the number of performance shares and share options vesting in September 2019. For 2019, long-term incentives comprise performance shares and share options awarded in 2016 and due to vest in September 2019 at 89.3% and 73.1% of maximum respectively, and dividend shares awarded in September 2019 in relation to performance shares vesting in September 2019. For 2018, long-term incentives comprise performance shares and share options awarded in 2015 that vested in September 2018 at 70% and 60% of maximum respectively, and dividend shares arising on performance shares that vested in September 2018. Long-term incentives have been re-stated to reflect the share price on the vesting date (whereas in the 2018 remuneration report long-term incentives were calculated using the average share price over the last three months of the financial year). For Kathryn Mikells in 2018, long-term incentives included performance shares that vested under the final tranche of the replacement share award made on 9 November 2015 in recognition of share awards forfeited from her former employer, and granted in accordance with the remuneration policy on recruitment remuneration. The performance measures, targets and weightings that applied to this award were the same as the 2015 PSP performance share award, as disclosed in the 2018 remuneration report. |
Page
159 |
(v)
|
Other incentives
|
Other incentives include the face value of awards made under the all-employee share plans (number of shares multiplied by the share price on the date of grant). Awards do not have performance conditions attached.
|
|
(vi)
|
Discretionary incentive plan
|
Ivan Menezes retained interests in long-term incentive awards that were granted to him in 2012, prior to joining the Board under ‘below-Board’ plans (Discretionary Incentive Plan). For 2018, the amount disclosed in the table above was the part of the fourth and final tranche of the award based on performance for the year ended 30 June 2018, which vested at 67% of maximum. The part of the award based on continuing employment for the year ended 30 June 2018 is not required to be reported in the table above and amounts to 14,643 ADRs, which vested on 8 March 2019.
|
|
Group financial measures
(i)
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Measure
|
|
Weighting
|
|
Threshold
|
|
Target
|
|
Maximum
|
|
Actual
|
|
Payout
(% of total AIP opportunity) |
||||||
Net sales
(% growth) (ii) |
|
26.7
|
%
|
|
3.50
|
%
|
|
5.0
|
%
|
|
6.50
|
%
|
|
5.9
|
%
|
|
21.5
|
%
|
Operating profit
(% growth) (ii) |
|
26.7
|
%
|
|
4.5
|
%
|
|
8.0
|
%
|
|
11.5
|
%
|
|
8.6
|
%
|
|
15.6
|
%
|
Average working capital
(% net sales) (iii) |
|
26.7
|
%
|
|
30bps
|
|
|
120bps
|
|
|
210bps
|
|
|
81bps
|
|
|
10.5
|
%
|
Group financial payout
|
|
80.0
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
47.6
|
%
|
Individual business objectives
(v)
|
|
|
|
|
|
|
|
|
||
Measure
|
|
Weighting
|
|
Target
|
|
Outcome
|
|
Payout
(% of total AIP opportunity) |
||
Ivan Menezes
Chief Executive |
|
20
|
%
|
|
|
|
|
|
13.4
|
%
|
Deliver global Scotch
performance |
|
|
|
Growth in Scotch net sales
Growth in Scotch CAAP (Contribution After Advertising & Promotions) Growth in Johnnie Walker net sales Growth in Johnnie Walker CAAP |
|
Achieved (6% organic growth)
Achieved Over-achieved (7% organic growth) Over-achieved |
|
4.2
|
%
|
|
Deliver global Reserve performance
|
|
|
|
Growth in Reserve net sales
Growth in Reserve CAAP |
|
Achieved (11% organic growth)
Over-achieved |
|
4.2
|
%
|
|
Deliver performance in North America
|
|
|
|
Growth in net sales for North America
Growth in operating profit for North America |
|
Over-achieved (5% organic growth)
Over-achieved (3% organic growth) |
|
5.0
|
%
|
|
Kathryn Mikells
Chief Financial Officer |
|
20
|
%
|
|
|
|
|
|
10.0
|
%
|
Implement inorganic portfolio strategy
|
|
|
|
Deliver merger & acquisition outcomes
Achieve improvement in US spirits growth rate |
|
Achieved
Over-achieved |
|
4.2
|
%
|
|
Deliver efficiencies across the global finance function
|
|
|
|
Deliver end-to-end efficiencies in the cost of the global finance function
Achieve organisation effectiveness targets for global finance function |
|
Achieved
Achieved |
|
3.3
|
%
|
|
Deliver a key business driver
|
|
|
|
Deliver 103% OCC (Operating Cash Conversion)
|
|
Partly achieved
|
|
2.5
|
%
|
Payout
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
Group
(weighted 80%) |
|
|
IBO
(weighted 20%) |
|
|
Total
(% max) |
|
|
Total
(% salary) |
|
|
Total (’000)
(iv)
|
|
|
Total (’000)
(iv)
|
|
||
Ivan Menezes
|
|
47.6
|
%
|
|
13.4
|
%
|
|
61.0
|
%
|
|
122
|
%
|
|
£
|
1,521
|
|
|
$
|
1,961
|
|
Kathryn Mikells
|
|
47.6
|
%
|
|
10.0
|
%
|
|
57.6
|
%
|
|
115
|
%
|
|
£
|
946
|
|
|
$
|
1,220
|
|
(i)
|
Performance against the AIP measures is calculated using
2019
budgeted exchange rates in line with management reporting and excludes the impact of exchange and any exceptional items.
|
(ii)
|
For AIP purposes, the net sales and operating profit measures are calculated after adjustments for acquisitions and disposals at budgeted FX rates. For F19, net sales have been adjusted by (0.2)ppts and operating profit by (0.4)ppts to include the impact of the disposal of 19 brands in an arrangement with Sazerac on 20 December 2018.
|
(iii)
|
For AIP purposes, average working capital as a percentage of net sales is calculated as the average of the last 12 months of operating working capital (excluding maturing inventories and provisions) divided by annual net sales.
|
(iv)
|
AIP payments are calculated using base salary as at 30 June 2019, in line with the global policy that applies to other employees across the company.
|
1.
|
Diageo’s three-year total shareholder return (TSR) ranked against the TSR of a peer group of international drinks and consumer goods companies;
|
2.
|
Growth in organic net sales on a compound annual basis; and
|
3.
|
Cumulative adjusted free cash flow.
|
TSR ranking (out of 17)
|
|
Vesting (% max)
|
|
|
TSR peer group (16 companies)
|
|
1st, 2nd or 3rd
|
|
100
|
%
|
|
AB Inbev
|
Mondelēz International
|
4th
|
|
95
|
%
|
|
Brown Forman
|
Nestlé
|
5th
|
|
75
|
%
|
|
Carlsberg
|
PepsiCo
|
6th
|
|
65
|
%
|
|
Coca-Cola
|
Pernod Ricard
|
7th
|
|
55
|
%
|
|
Colgate-Palmolive
|
Procter & Gamble
|
8th
|
|
45
|
%
|
|
Groupe Danone
|
Reckitt Benckiser
|
9th
|
|
20
|
%
|
|
Heineken
|
L'Oreal
|
10th or below
|
|
0
|
%
|
|
Kimberly-Clark
|
Unilever
|
Vesting of 2016 DLTIP
|
|
Threshold
|
|
|
Midpoint
|
|
|
Maximum
|
|
|
Actual
|
|
|
Vesting
(% maximum) |
|
Organic net sales growth (CAGR)
(i)
|
|
3.5
|
%
|
|
4.75
|
%
|
|
6.0
|
%
|
|
5.1
|
%
|
|
71.5
|
%
|
Relative total shareholder return
(ii)
|
|
9th
|
|
|
-
|
|
|
3rd
|
|
|
2nd
|
|
|
100.0
|
%
|
Cumulative free cash flow (CAGR)
(iii)
|
|
£5,700m
|
|
|
£6,400m
|
|
|
£7,100m
|
|
|
£7,036m
|
|
|
96.3
|
%
|
Vesting of performance shares (% maximum)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
89.3
|
%
|
Adjusted eps growth
(iv)
|
|
4.0
|
%
|
|
6.75
|
%
|
|
9.5
|
%
|
|
7.7
|
%
|
|
|
|
Vesting of share options (% maximum)
|
|
|
|
|
|
|
|
|
|
|
|
|
73.1
|
%
|
|
|
30 June 2019
|
|
|
30 June 2018
|
|
||||||
Executive Director
|
|
UK pension
£'000 p.a. |
|
|
US benefit
£'000 |
|
|
UK pension
£'000 p.a. |
|
|
US benefit
£'000 |
|
Ivan Menezes
(i)
|
|
73
|
|
|
7,543
|
|
|
71
|
|
|
6,680
|
|
Kathryn Mikells
(ii)
|
|
Nil
|
|
|
587
|
|
|
Nil
|
|
|
391
|
|
Executive Director
|
|
UK benefits
(DPS) |
|
US benefits
(Cash balance) |
|
US benefits
(BSP) |
|
US benefits
(SERP) |
Ivan Menezes
|
|
60
|
|
65
|
|
6 months after leaving service
|
|
6 months after leaving service
|
Kathryn Mikells
|
|
n/a
|
|
n/a
|
|
n/a
|
|
6 months after leaving service, or age 55 if later
|
Executive Director
|
|
Date of grant
|
|
Plan
|
|
Share type
|
|
Awards made
during the year |
|
Exercise
price |
|
|
Face value
'000 |
|
|
Face value
(% of salary) |
|
||
Ivan Menezes
|
|
03/09/2018
|
|
DLTIP - share options
|
|
ADR
|
|
42,848
|
|
$
|
140.89
|
|
|
$
|
6,049
|
|
|
375
|
%
|
Ivan Menezes
|
|
03/09/2018
|
|
DLTIP - performance shares
|
|
ADR
|
|
42,848
|
|
-
|
|
|
$
|
6,049
|
|
|
375
|
%
|
|
Kathryn Mikells
|
|
03/09/2018
|
|
DLTIP - share options
|
|
ADR
|
|
27,062
|
|
$
|
140.89
|
|
|
$
|
3,820
|
|
|
360
|
%
|
Kathryn Mikells
|
|
03/09/2018
|
|
DLTIP - performance shares
|
|
ADR
|
|
27,062
|
|
-
|
|
|
$
|
3,820
|
|
|
360
|
%
|
Plan name
|
|
Date of award
|
|
Performance period
|
|
Date of vesting
|
|
Share type
|
|
Share price on date of grant
|
|
Exercise price
|
|
Number of shares/options at 30 June 2018
(i)
|
|
|
Granted
|
|
|
Vested/exercised
|
|
|
Dividends awarded and released
|
|
|
Lapsed
|
|
|
Number of shares/options at 30 June 2019
|
|
||||
Ivan Menezes
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
SESOP
(iii)
|
|
Sep 2011
|
2011-2014
|
|
2014
|
|
ADR
|
|
|
|
$
|
76.70
|
|
36,587
|
|
|
|
|
|
36,587
|
|
|
|
|
|
|
|
|
—
|
|
||||
DLTIP - share options
|
|
Sep 2015
|
2015-2018
|
|
2018
|
|
ADR
|
|
|
|
$
|
104.93
|
|
49,825
|
|
|
|
|
|
|
|
|
|
|
|
19,930
|
|
|
29,895
|
|
||||
Total vested but unexercised share options in Ords
(ii)
|
|
|
|
|
|
|
|
119,580
|
|
|||||||||||||||||||||||||
DLTIP - share options
(v)
|
|
Sep 2016
|
2016-2019
|
|
2019
|
|
ADR
|
|
|
|
$
|
113.66
|
|
54,356
|
|
|
|
|
|
|
|
|
|
|
|
|
|
54,356
|
|
|||||
DLTIP - share options
(vi)
|
|
Sep 2017
|
2017-2020
|
|
2020
|
|
ADR
|
|
|
|
$
|
134.06
|
|
51,268
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
51,268
|
|
||||
DLTIP - share options
|
|
Sep 2018
|
2018-2021
|
|
2021
|
|
ADR
|
|
|
|
$
|
140.89
|
|
|
|
|
42,848
|
|
|
|
|
|
|
|
|
|
|
|
42,848
|
|
||||
Total unvested share options subject to performance in Ords
(ii)
|
|
|
|
|
|
|
|
593,888
|
|
|||||||||||||||||||||||||
DIP
(iv)
|
|
Mar 2012
|
2012-2019
|
|
2016-2019
|
|
ADR
|
|
$
|
96.44
|
|
|
|
14,643
|
|
|
|
|
|
9,761
|
|
|
|
|
|
4,882
|
|
|
—
|
|
||||
DLTIP - performance shares
(x)
|
|
Sep 2015
|
2015-2018
|
|
2018
|
|
ADR
|
|
$
|
104.30
|
|
|
|
49,825
|
|
|
|
|
|
34,877
|
|
|
2,451
|
|
|
14,948
|
|
|
—
|
|
||||
DLTIP - performance shares
(v)
|
|
Sep 2016
|
2016-2019
|
|
2019
|
|
ADR
|
|
$
|
115.77
|
|
|
|
54,356
|
|
|
|
|
|
|
|
|
|
|
|
|
|
54,356
|
|
|||||
DLTIP - performance shares
(vi)
|
|
Sep 2017
|
2017-2020
|
|
2020
|
|
ADR
|
|
$
|
134.83
|
|
|
|
51,268
|
|
|
|
|
|
|
|
|
|
|
|
|
|
51,268
|
|
|||||
DLTIP - performance shares
|
|
Sep 2018
|
2018-2021
|
|
2021
|
|
ADR
|
|
$
|
139.41
|
|
|
|
|
|
|
42,848
|
|
|
|
|
|
|
|
|
|
|
|
42,848
|
|
||||
Total unvested shares subject to performance in Ords
(ii)
|
|
|
|
|
|
|
|
593,888
|
|
|||||||||||||||||||||||||
DIP
(iv)
|
|
Mar 2012
|
2012-2019
|
|
2016-2019
|
|
ADR
|
|
$
|
96.44
|
|
|
|
14,643
|
|
|
|
|
|
14,643
|
|
|
|
|
|
|
|
|
—
|
|
||||
Total unvested shares not subject to performance in Ords
(ii)
|
|
|
|
|
|
|
|
—
|
|
|||||||||||||||||||||||||
Kathryn Mikells
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
DLTIP - share options
(v)(viii)
|
|
Sep 2016
|
2016-2019
|
|
2019
|
|
Ord
|
|
|
|
2113p
|
|
128,253
|
|
|
|
|
|
|
|
|
|
|
128,253
|
|
|||||||||
DLTIP - share options
(vi)
|
|
Sep 2017
|
2017-2020
|
|
2020
|
|
ADR
|
|
|
|
$
|
134.06
|
|
32,380
|
|
|
|
|
|
|
|
|
|
|
32,380
|
|
||||||||
DLTIP - share options
|
|
Sep 2018
|
2018-2021
|
|
2021
|
|
ADR
|
|
|
|
$
|
140.89
|
|
|
|
|
27,062
|
|
|
|
|
|
|
|
|
27,062
|
|
|||||||
Total unvested share options subject to performance in Ords
(ii)(xi)
|
|
|
|
|
|
|
|
366,021
|
|
|||||||||||||||||||||||||
DBOP - performance shares
(vii)(ix)
|
Nov 2015
|
2015-2018
|
|
2018
|
|
Ord
|
|
1866p
|
|
|
|
246,300
|
|
|
|
|
172,410
|
|
|
11,913
|
|
|
73,890
|
|
|
—
|
|
|||||||
DLTIP - performance shares
(v)(viii)
|
Sep 2016
|
2016-2019
|
|
2019
|
|
Ord
|
|
2127p
|
|
|
|
128,253
|
|
|
|
|
|
|
|
|
|
|
128,253
|
|
||||||||||
DLTIP - performance shares
(vi)
|
|
Sep 2017
|
2017-2020
|
|
2020
|
|
ADR
|
|
$
|
134.83
|
|
|
|
32,380
|
|
|
|
|
|
|
|
|
|
|
32,380
|
|
||||||||
DLTIP - performance shares
|
|
Sep 2018
|
2018-2021
|
|
2021
|
|
ADR
|
|
$
|
139.41
|
|
|
|
|
|
|
27,062
|
|
|
|
|
|
|
|
|
27,062
|
|
|||||||
Total unvested shares subject to performance in Ords
(ii)
|
|
|
|
|
|
|
|
366,021
|
|
|||||||||||||||||||||||||
DBOP - restricted shares
(vii)(ix)
|
|
Nov 2015
|
2015-2018
|
|
2018
|
|
Ord
|
|
1866p
|
|
|
|
43,868
|
|
|
|
|
43,868
|
|
|
|
|
|
|
—
|
|
||||||||
Total unvested shares not subject to performance in Ords
(ii)
|
|
|
|
|
|
|
|
—
|
|
(i)
|
For unvested awards this is the number of shares/options initially awarded. For exercisable share options, this is the number of outstanding options. All share options have an expiry date of ten years after the date of grant.
|
(ii)
|
ADRs have been converted to Ords (one ADR is equivalent to four ordinary shares) for the purpose of calculating the total number of vested and unvested shares and options.
|
(iii)
|
Options granted prior to the Executive's appointment to the Board. Ivan Menezes exercised these options on 27 July 2018, with a market value of $148.25.
|
(iv)
|
Ivan Menezes retained interests in an award that was granted to him prior to joining the Board under ‘below-board’ plans (Discretionary Incentive Plan), amounting to a total of 117,142 ADRs, granted in 2012. The award was subject to performance conditions and continuing employment. 66.67% of the first tranche vested in March 2016, 66.67% of the second tranche vested in March 2017, 50% of the third tranche vested in March 2018 and 66.67% of the fourth and final tranche vested in March 2019.
|
(v)
|
Awards made of performance shares and share options under the DLTIP in September 2016 and due to vest in September 2019 are included here as unvested share awards subject to performance conditions, although the awards have also been included in the single figure of remuneration table on page 156, since the performance period ended during the year ended 30 June 2019.
|
(vi)
|
Details of the performance conditions attached to DLTIP awards of performance shares and share options granted in 2017 were disclosed in Diageo's 2017 Annual Report.
|
(vii)
|
Replacement shares awarded to Kathryn Mikells on her appointment as Chief Financial Officer on 9 November 2015, in recognition of share awards she forfeited from her previous employer. These awards were made under the Diageo Buy Out Plan (DBOP).
|
(viii)
|
1,419 Ords of this award were delivered as tax-qualified share options.
|
(ix)
|
Kathryn Mikells must retain 97,474 Ords of the DBOP shares that vested on 9 November 2018 until 9 November 2020
|
(x)
|
Ivan Menezes must retain 19,317 ADR of the 37,328 shares that vested on 4 September 2018 until 4 September 2020
|
(xi)
|
Kathryn Mikells also holds 1,031 outstanding options over ordinary shares under an all-employee share plan, which are not subject to performance and not included in this table.
|
Year
|
|
Method
|
|
25
th
percentile
pay ratio |
|
|
Median
pay ratio |
|
|
75
th
percentile
pay ratio |
|
|||
2019
|
|
Option A
|
|
255:1
|
|
|
199:1
|
|
|
159:1
|
|
|||
|
|
Option A excluding long-term incentives
|
|
71:1
|
|
|
56:1
|
|
|
45:1
|
|
|||
|
|
Total pay and benefits
|
|
£
|
45,782
|
|
|
£
|
58,448
|
|
|
£
|
73,179
|
|
|
|
Salary
|
|
£
|
31,586
|
|
|
£
|
40,325
|
|
|
£
|
52,459
|
|
•
|
We have a robust approach to salary management which is underpinned by regular market benchmarking to ensure that we offer
competitive rates of pay
across the business. We undertake regular reviews to maintain appropriate positioning against the market-linked salary ranges, with a particular focus on those individuals who are expected to progress into more stretching roles over time.
|
•
|
Diageo has been a
Living Wage employer
in the United Kingdom since 2017.
|
•
|
We offer a
competitive pension scheme
which provides a top-rate employer contribution of 14% of salary for all employees in the United Kingdom. Currently, many employees in the United Kingdom are members of legacy pension schemes and enjoy more generous employer contribution levels.
|
•
|
We are proud of the progress we have already made towards
gender equality
in our business and have a clear ambition to deliver more. Diageo Great Britain and Diageo Scotland reported a median pay gap of +5.4% for the year to April 2018, with women holding 34% of senior leadership roles, and our goal is to increase women senior leaders to 40% by 2025. We are proud of the work we have done towards closing the gender pay gap and are actively engaged in a range of initiatives to further improve how we attract, engage and develop women, as well as other under-represented groups.
Attracting the broadest talent is crucial to our future growth and the sustainability of our business.
|
•
|
We recently launched a new
market-leading global family leave policy
, which provides a minimum of 26 weeks’ of fully paid maternity leave to all women and a minimum of 4 weeks (with many of our markets moving to 26 weeks) of fully paid paternity leave to all men.
|
•
|
We firmly believe in the value of
employee share ownership
and encourage people to participate in our Sharesave and Share Incentive Plan (SIP) offering, which are tax-efficient plans in the United Kingdom that allow employees to share in the success of Diageo. Each year all employees receive up to 10% of salary in Freeshares under the SIP as well as being able to purchase additional shares and being eligible to receive matching shares from Diageo. Around 75% of employees in the United Kingdom participate in Sharesave and around 70% participate in the share purchase/share match feature of the SIP.
|
•
|
All employees in the United Kingdom also benefit from a
product allowance
, which allows them to enjoy (and be ambassadors for) Diageo products.
|
|
|
Ivan Menezes
|
|
|
Kathryn Mikells
|
|
||||||||||
Salary at 1 October ('000)
|
|
2019
|
|
|
2018
|
|
|
2019
|
|
|
2018
|
|
||||
Base salary
|
|
$
|
1,661
|
|
|
$
|
1,613
|
|
|
$
|
1,093
|
|
|
$
|
1,061
|
|
% increase (over previous year)
|
|
3
|
%
|
|
2
|
%
|
|
3
|
%
|
|
2
|
%
|
•
|
Operating profit (% growth) (26.67% weighting): stretching profit targets drive operational efficiency and influence the level of returns that can be delivered to shareholders through increases in share price and dividend income not including exceptional items or exchange;
|
•
|
Net sales (% growth) (26.67% weighting): a key performance measure of year-on-year top line growth;
|
•
|
Average working capital as a proportion of net sales (26.67% weighting): ensures focus on working capital management throughout the year and incentivises sustainable actions that are beneficial for the business in the long term;
|
•
|
Individual business objectives (20% weighting): measurable deliverables that are specific to the individual and are focused on supporting the delivery of key strategic objectives.
|
|
|
Performance shares
|
|
|
Share options
|
|
|
|
||||||||||
|
|
Profit before exceptional items and tax (CAGR)
|
|
|
Organic net sales
(CAGR) |
|
|
Cumulative free cash flow (£m)
|
|
|
Relative total shareholder return
|
|
|
Profit before exceptional items and tax (CAGR)
|
|
|
Vesting profile
|
|
Weighting (% total)
|
|
25
|
%
|
|
25
|
%
|
|
25
|
%
|
|
12.5
|
%
|
|
12.5
|
%
|
|
100
|
%
|
Threshold
|
|
4.5% p.a.
|
|
|
3.75% p.a.
|
|
|
£8,600m
|
|
|
Median ranking (ninth)
|
|
|
4.5% p.a.
|
|
|
20
|
%
|
Mid-point
|
|
7.5% p.a.
|
|
|
4.875% p.a.
|
|
|
£9,100m
|
|
|
—
|
|
|
7.5% p.a.
|
|
|
60
|
%
|
Maximum
|
|
10.5% p.a.
|
|
|
6.00% p.a.
|
|
|
£9,600m
|
|
|
Upper quintile (third or above)
|
|
|
10.5% p.a.
|
|
|
100
|
%
|
Grant value (% salary)
|
|
Chief Executive Officer
|
|
|
Chief Financial Officer
|
|
|
|
Performance share equivalents (1 share: 3 options)
|
|
|||
Performance shares
|
|
375
|
%
|
|
360
|
%
|
Share options
|
|
125
|
%
|
|
120
|
%
|
Total
|
|
500
|
%
|
|
480
|
%
|
|
|
Paul S Walsh £'000
|
|
|
Paul S Walsh £'000
|
|
|
Paul S Walsh £'000
|
|
|
Paul S Walsh £'000
|
|
|
Ivan Menezes
(i)
£'000
|
|
|
Ivan Menezes
(i)
£'000
|
|
|
Ivan Menezes (i)£'000
|
|
|
Ivan Menezes
(i)
£'000
|
|
|
Ivan Menezes
(i)
£'000
|
|
|
Ivan Menezes
(i)
£'000
|
|
Chief Executive total remuneration (includes legacy LTIP awards)
|
|
3,231
|
|
|
4,449
|
|
|
11,746
|
|
|
15,557
|
|
|
7,312
|
|
|
3,888
|
|
|
4,156
|
|
|
3,399
|
|
|
8,995
|
|
|
11,654
|
|
Annual incentive
(% maximum opportunity) |
|
86
|
%
|
|
77
|
%
|
|
74
|
%
|
|
51
|
%
|
|
9
|
%
|
|
44
|
%
|
|
65
|
%
|
|
68
|
%
|
|
70
|
%
|
|
61.0
|
%
|
Share option
(% maximum opportunity) |
|
100
|
%
|
|
100
|
%
|
|
100
|
%
|
|
100
|
%
|
|
71
|
%
|
|
0
|
%
|
|
0
|
%
|
|
0
|
%
|
|
60
|
%
|
|
73.1
|
%
|
Performance share
(% maximum opportunity) |
|
0
|
%
|
|
0
|
%
|
|
65
|
%
|
|
95
|
%
|
|
55
|
%
|
|
33
|
%
|
|
31
|
%
|
|
0
|
%
|
|
70
|
%
|
|
89.3
|
%
|
(i)
|
To enable comparison Ivan Menezes’ single total figure of remuneration has been converted into sterling using the average weighted exchange rate for the relevant financial year.
|
|
|
Ordinary shares or equivalent
(i)
|
|
|
|
|
|
|
|
|
|
||||||
|
|
11 July 2019
(ii)
|
|
|
30 June 2019
(or date of departure, if earlier) |
|
|
30 June 2018
(or date of departure, if earlier) |
|
|
Shareholding requirement (% salary) (iii)
(or date of departure, if earlier) |
|
|
Shareholding at 11 July 2019
(% salary) (iii) (or date of departure, if earlier) |
|
|
Shareholding requirement met
|
Chairman
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Javier Ferrán
(iv)
|
|
217,243
|
|
|
217,000
|
|
|
148,415
|
|
|
—
|
|
|
—
|
|
|
—
|
Executive Directors
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Ivan Menezes
(iv)
|
|
1,122,042
|
|
|
1,122,042
|
|
|
973,586
|
|
|
500
|
%
|
|
2,620
|
%
|
|
Yes
|
Kathryn Mikells
(iv),(vii)
|
|
158,513
|
|
|
158,506
|
|
|
37,245
|
|
|
400
|
%
|
|
563
|
%
|
|
Yes
|
Non-Executive Directors
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Peggy B Bruzelius
(vi)
|
|
—
|
|
|
5,000
|
|
|
5,000
|
|
|
—
|
|
|
—
|
|
|
—
|
Lord Davies of Abersoch
|
|
5,052
|
|
|
5,052
|
|
|
5,052
|
|
|
—
|
|
|
—
|
|
|
—
|
Betsy D Holden
(iv),(vi)
|
|
—
|
|
|
17,400
|
|
|
17,400
|
|
|
—
|
|
|
—
|
|
|
—
|
Ho KwonPing
|
|
4,543
|
|
|
4,543
|
|
|
4,463
|
|
|
—
|
|
|
—
|
|
|
—
|
Alan JH Stewart
|
|
6,751
|
|
|
6,751
|
|
|
6,660
|
|
|
—
|
|
|
—
|
|
|
—
|
Nicola S Mendelsohn
|
|
5,000
|
|
|
5,000
|
|
|
5,000
|
|
|
—
|
|
|
—
|
|
|
—
|
Susan Kilsby
(iv)
|
|
2,600
|
|
|
2,600
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
Debra Crew
(iv)(v)
|
|
260
|
|
|
260
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
(i)
|
Each person listed beneficially owns less than one percent of Diageo’s ordinary shares. Ordinary shares held by Directors have the same voting rights as all other ordinary shares.
|
(ii)
|
Any change in shareholding between the end of the financial year on 30 June 2019 and the last practicable date before publication of this report, being 11 July 2019, is outlined in the table above. The last practicable date is within one month of the AGM notice.
|
(iii)
|
Both the shareholding requirement and shareholding at 11 July
2019
are expressed as a percentage of base salary on
30 June 2019
and calculated using an average share price for the year ended
30 June 2019
of 2,919.66 pence.
|
(iv)
|
Javier Ferrán, Ivan Menezes, Kathryn Mikells, Susan Kilsby, Debra Crew and Betsy D Holden have share interests in ADRs (one ADR is equivalent to four ordinary shares); the share interests in the table are stated as ordinary share equivalents.
|
(v)
|
Debra Crew was appointed to the Board on 18 April 2019.
|
(vi)
|
Peggy B Bruzelius and Betsy D Holden stepped down from the Board on 20 September 2018.
|
(vii)
|
Kathryn Mikells has five years from the date of her appointment, that is, until 9 November 2020, to meet the shareholding requirement.
|
|
|
Salary
|
|
|
Taxable benefits
|
|
|
Bonus
|
|
|
|
% change
|
|
|
% change
|
|
|
% change
|
|
Chief Executive percentage change from 2018 to 2019
|
|
2
|
%
|
|
31
|
%
|
|
(7
|
)%
|
Average % change for the UK and US workforce from 2018 to 2019
|
|
5
|
%
|
|
0
|
%
|
|
22.6
|
%
|
|
|
January
2019 |
|
|
January
2018 |
|
Per annum fees
|
|
£'000
|
|
|
£'000
|
|
Chairman of the Board
|
|
600
|
|
|
600
|
|
Non-Executive Directors
|
|
|
|
|
|
|
Base fee
|
|
92
|
|
|
92
|
|
Senior Non-Executive Director
|
|
25
|
|
|
25
|
|
Chairman of the Audit Committee
|
|
30
|
|
|
30
|
|
Chairman of the Remuneration Committee
|
|
30
|
|
|
30
|
|
|
|
Fees
£'000 |
|
|
Taxable benefits
(i)
£'000 |
|
|
Total
£'000 |
|
|||||||||
|
|
2019
|
|
|
2018
|
|
|
2019
|
|
|
2018
|
|
|
2019
|
|
|
2018
|
|
Chairman
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Javier Ferrán
(ii)
|
|
600
|
|
|
600
|
|
|
1
|
|
|
2
|
|
|
601
|
|
|
602
|
|
Non-Executive Directors
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Lord Davies of Abersoch
|
|
134
|
|
|
142
|
|
|
1
|
|
|
3
|
|
|
135
|
|
|
145
|
|
Peggy B Bruzelius
(iii)
|
|
20
|
|
|
90
|
|
|
4
|
|
|
5
|
|
|
24
|
|
|
95
|
|
Betsy D Holden
(iii)
|
|
20
|
|
|
90
|
|
|
7
|
|
|
11
|
|
|
27
|
|
|
101
|
|
Susan Kilsby
(iv)
|
|
105
|
|
|
22
|
|
|
6
|
|
|
1
|
|
|
111
|
|
|
23
|
|
Debra Crew
(v)
|
|
19
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
19
|
|
|
—
|
|
Ho KwonPing
|
|
92
|
|
|
90
|
|
|
2
|
|
|
1
|
|
|
94
|
|
|
91
|
|
Nicola S Mendelsohn
|
|
92
|
|
|
90
|
|
|
1
|
|
|
1
|
|
|
93
|
|
|
91
|
|
Alan JH Stewart
|
|
122
|
|
|
120
|
|
|
1
|
|
|
2
|
|
|
123
|
|
|
122
|
|
(i)
|
Taxable benefits include a contracted car service, product allowance and expense reimbursements relating to travel, accommodation and subsistence in connection with the attendance of Board meetings during the year, which are deemed by HMRC to be taxable in the United Kingdom. The amounts in the single figure of total remuneration table above include the grossed-up cost of UK tax paid by the company on behalf of the directors. Non-taxable expense reimbursements have not been included in the single figure of remuneration table above.
|
(ii)
|
£100,000 of Javier Ferrán’s net remuneration in the year ended
30 June 2019
was used for the monthly purchase of Diageo ordinary shares, which must be retained until he retires from the company or ceases to be a Director for any other reason.
|
(iii)
|
Betsy D Holden and Peggy B Bruzelius stepped down from the Board on 20 September 2018.
|
•
|
Making recommendations to the Board on remuneration policy as applied to the Executive Directors and the Executive Committee;
|
•
|
Setting, reviewing and approving individual remuneration arrangements for the Chairman of the Board, Executive Directors and Executive Committee members including terms and conditions of employment;
|
•
|
Determining arrangements in relation to termination of employment of the Executive Directors and other designated senior executives;
|
•
|
Making recommendations to the Board concerning the introduction of any new share incentive plans which require approval by shareholders; and
|
•
|
Ensuring that remuneration outcomes are appropriate in the context of underlying business performance, that remuneration practices are implemented in accordance with the approved remuneration policy, and that remuneration does not raise environmental, social and governance issues by inadvertently motivating irresponsible behaviour.
|
|
|
For
|
|
|
Against
|
|
|
Total votes cast
|
|
|
Abstentions
|
Directors’ remuneration policy
|
|
|
|
|
|
|
|
|
|||
Total number of votes
|
|
1,905,251,510
|
|
|
75,507,013
|
|
|
1,980,758,523
|
|
|
2,048,247
|
Percentage of votes cast
|
|
96.19
|
%
|
|
3.81
|
%
|
|
100
|
%
|
|
n/a
|
Annual report on remuneration
|
|
|
|
|
|
|
|
|
|||
Total number of votes
|
|
1,873,234,182
|
|
|
67,057,068
|
|
|
1,940,291,250
|
|
|
11,728,553
|
Percentage of votes cast
|
|
96.54
|
%
|
|
3.46
|
%
|
|
100
|
%
|
|
n/a
|
|
|
Number of options
|
|
Weighted average exercise price
|
|
Option period
|
Ivan Menezes
|
|
713,468
|
|
2324p
|
|
2018 - 2028
|
Kathryn Mikells
|
|
367,052
|
|
2455p
|
|
2019 - 2028
|
Other
(i)
|
|
2,524,566
|
|
2297p
|
|
2012 - 2028
|
|
|
3,605,086
|
|
|
|
|
Shareholder
|
|
Number of ordinary shares
|
|
Percentage of issued ordinary share capital (excluding treasury shares)
|
|
|
Date of notification of interest
|
BlackRock Investment Management (UK) Limited (indirect holding)
|
|
147,296,928
|
|
5.89
|
%
|
|
3 December 2009
|
Capital Research and Management Company (indirect holding)
|
|
124,653,096
|
|
4.99
|
%
|
|
28 April 2009
|
(i)
|
On 4 February 2019, BlackRock Inc. filed an Amendment to Schedule 13G with the SEC in respect of the calendar year ended 31 December 2018 reporting that 175,406,533 ordinary shares representing 7.3% of the issued ordinary share capital were beneficially owned by BlackRock Inc. and its subsidiaries (including BlackRock Investment Management (UK) Limited).
|
(ii)
|
On 13 February 2019, Massachusetts Financial Services Company filed a Schedule 13G with the SEC in respect of the calendar year ended 31 December 2018 reporting that 123,866,030 ordinary shares representing 5.1% of the issued ordinary share capital were beneficially owned by Massachusetts Financial Services Company.
|
Information (including that required by UK Listing Authority Listing Rule 9.8.4)
|
|
Location in Annual Report
|
Agreements with controlling shareholders
|
|
Not applicable
|
Amendment of articles of association
|
|
Additional information for shareholders - Articles of association
|
Contracts of significance
|
|
Not applicable
|
Details of long-term incentive schemes
|
|
Directors’ remuneration report
|
Directors - appointment and powers
|
|
Additional information for shareholders - Articles of association - Directors
|
Directors’ indemnities and compensation
|
|
Directors’ remuneration report - Additional information; Financial Statements - note 20 Related party transactions
|
Dividends
|
|
Financial Statements - Unaudited financial information and group financial review
|
Employment policies
|
|
Strategic report - How we protect our business; our principal risks and risk management; Strategic report - Sustainability & Responsibility review
|
Events since 30 June 2019
|
|
Financial statements - note 22 Post balance sheet events
|
Financial risk management
|
|
Financial statements - note 15 Financial instruments and risk management
|
Future developments
|
|
Chairman’s statement; Chief Executive’s statement; Market dynamics
|
Greenhouse gas emissions
|
|
Strategic report - Sustainability & Responsibility review - Reducing our environmental impact; Additional information for shareholders - External limited assurance of selected Sustainability & Responsibility performance data
|
Interest capitalised
|
|
Not applicable
|
Non-pre-emptive issues of equity for cash (including in respect of major unlisted subsidiaries)
|
|
Not applicable
|
Parent participation in a placing by a listed subsidiary
|
|
Not applicable
|
Political donations
|
|
Corporate governance report
|
Provision of services by a controlling shareholder
|
|
Not applicable
|
Publication of unaudited financial information
|
|
Unaudited financial information
|
Purchase of own shares
|
|
Additional information for shareholders - Articles of association - Repurchase of shares; Financial statements - note 17 Equity
|
Research and development
|
|
Financial statements - note 3 Operating costs
|
Restrictions on transfer of securities
|
|
Additional information for shareholders - Articles of association - Restrictions on transfer of shares
|
Review of the business & principal risks and uncertainties
|
|
Chief Executive’s statement; Strategic report: How we protect our business: our principal risks and risk management
|
Share capital - structure, voting and other rights
|
|
Additional information for shareholders - Articles of association; Financial statements - note 17 Equity
|
Share capital - employee share plan voting rights
|
|
Financial statements - note 17 Equity
|
Shareholder waivers of dividends
|
|
Financial statements - note 17 Equity
|
Shareholder waivers of future dividends
|
|
Financial statements - note 17 Equity
|
Sustainability & responsibility
|
|
Strategic report - How we protect our business: our principal risks and risk management; Strategic report - Sustainability & Responsibility review
|
Waiver of emoluments by a director
|
|
Not applicable
|
Waiver of future emoluments by a director
|
|
Not applicable
|
|
|
Notes
|
|
|
Year ended
30 June 2019 £ million |
|
|
Year ended
30 June 2018 £ million |
|
|
Year ended
30 June 2017 £ million |
|
Sales
|
|
2
|
|
|
19,294
|
|
|
18,432
|
|
|
18,114
|
|
Excise duties
|
|
3
|
|
|
(6,427
|
)
|
|
(6,269
|
)
|
|
(6,064
|
)
|
Net sales
|
|
2
|
|
|
12,867
|
|
|
12,163
|
|
|
12,050
|
|
Cost of sales
|
|
3
|
|
|
(4,866
|
)
|
|
(4,634
|
)
|
|
(4,680
|
)
|
Gross profit
|
|
|
|
8,001
|
|
|
7,529
|
|
|
7,370
|
|
|
Marketing
|
|
3
|
|
|
(2,042
|
)
|
|
(1,882
|
)
|
|
(1,798
|
)
|
Other operating expenses
|
|
3
|
|
|
(1,917
|
)
|
|
(1,956
|
)
|
|
(2,013
|
)
|
Operating profit
|
|
|
|
4,042
|
|
|
3,691
|
|
|
3,559
|
|
|
Non-operating items
|
|
4
|
|
|
144
|
|
|
—
|
|
|
20
|
|
Finance income
|
|
5
|
|
|
442
|
|
|
243
|
|
|
235
|
|
Finance charges
|
|
5
|
|
|
(705
|
)
|
|
(503
|
)
|
|
(564
|
)
|
Share of after tax results of associates and joint ventures
|
|
6
|
|
|
312
|
|
|
309
|
|
|
309
|
|
Profit before taxation
|
|
|
|
4,235
|
|
|
3,740
|
|
|
3,559
|
|
|
Taxation
|
|
7
|
|
|
(898
|
)
|
|
(596
|
)
|
|
(732
|
)
|
Profit from continuing operations
|
|
|
|
3,337
|
|
|
3,144
|
|
|
2,827
|
|
|
Discontinued operations
|
|
8
|
|
|
—
|
|
|
—
|
|
|
(55
|
)
|
Profit for the year
|
|
|
|
3,337
|
|
|
3,144
|
|
|
2,772
|
|
|
Attributable to:
|
|
|
|
|
|
|
|
|
||||
Equity shareholders of the parent company - continuing operations
|
|
|
|
3,160
|
|
|
3,022
|
|
|
2,717
|
|
|
Equity shareholders of the parent company
-
discontinued operations
|
|
|
|
—
|
|
|
—
|
|
|
(55
|
)
|
|
Non-controlling interests - continuing operations
|
|
|
|
177
|
|
|
122
|
|
|
110
|
|
|
|
|
|
|
3,337
|
|
|
3,144
|
|
|
2,772
|
|
|
|
|
|
|
|
million
|
|
|
million
|
|
|
million
|
|
Weighted average number of shares
|
|
|
|
|
|
|
|
|
||||
Shares in issue excluding own shares
|
|
|
|
2,418
|
|
|
2,484
|
|
|
2,512
|
|
|
Dilutive potential ordinary shares
|
|
|
|
10
|
|
|
11
|
|
|
11
|
|
|
|
|
|
|
2,428
|
|
|
2,495
|
|
|
2,523
|
|
|
|
|
|
|
|
pence
|
|
|
pence
|
|
|
pence
|
|
Basic earnings per share
|
|
|
|
|
|
|
|
|
||||
Continuing operations
|
|
|
|
130.7
|
|
|
121.7
|
|
|
108.2
|
|
|
Discontinued operations
|
|
|
|
—
|
|
|
—
|
|
|
(2.2
|
)
|
|
|
|
|
|
130.7
|
|
|
121.7
|
|
|
106.0
|
|
|
Diluted earnings per share
|
|
|
|
|
|
|
|
|
||||
Continuing operations
|
|
|
|
130.1
|
|
|
121.1
|
|
|
107.7
|
|
|
Discontinued operations
|
|
|
|
—
|
|
|
—
|
|
|
(2.2
|
)
|
|
|
|
|
|
130.1
|
|
|
121.1
|
|
|
105.5
|
|
|
|
Year ended 30 June 2019
£ million |
|
|
Year ended 30 June 2018
£ million |
|
|
Year ended 30 June 2017
£ million |
|
Other comprehensive income
|
|
|
|
|
|
|
|||
Items that will not be recycled subsequently to the income statement
|
|
|
|
|
|
|
|||
Net remeasurement of post employment plans
|
|
|
|
|
|
|
|||
– group
|
|
33
|
|
|
456
|
|
|
649
|
|
– associates and joint ventures
|
|
2
|
|
|
2
|
|
|
(8
|
)
|
– non-controlling interests
|
|
—
|
|
|
1
|
|
|
3
|
|
Tax on post employment plans
|
|
1
|
|
|
(91
|
)
|
|
(122
|
)
|
|
|
36
|
|
|
368
|
|
|
522
|
|
Items that may be recycled subsequently to the income statement
|
|
|
|
|
|
|
|||
Exchange differences on translation of foreign operations
|
|
|
|
|
|
|
|||
– group
|
|
274
|
|
|
(631
|
)
|
|
105
|
|
– associates and joint ventures
|
|
19
|
|
|
3
|
|
|
120
|
|
– non-controlling interests
|
|
55
|
|
|
(72
|
)
|
|
35
|
|
Net investment hedges
|
|
(93
|
)
|
|
91
|
|
|
(224
|
)
|
Tax on exchange differences - group
|
|
(19
|
)
|
|
7
|
|
|
(2
|
)
|
Tax on exchange differences - non-controlling interests
|
|
—
|
|
|
2
|
|
|
—
|
|
Effective portion of changes in fair value of cash flow hedges
|
|
|
|
|
|
|
|||
– hedge of foreign currency debt of the group
|
|
180
|
|
|
(64
|
)
|
|
(8
|
)
|
– transaction exposure hedging of the group
|
|
(86
|
)
|
|
22
|
|
|
(26
|
)
|
– hedges by associates and joint ventures
|
|
(6
|
)
|
|
(15
|
)
|
|
5
|
|
– losses taken to equity - commodity price risk of the group
|
|
(9
|
)
|
|
—
|
|
|
—
|
|
– recycled to income statement - hedge of foreign currency debt of the group
|
|
(82
|
)
|
|
6
|
|
|
(42
|
)
|
– recycled to income statement - transaction exposure hedging of the group
|
|
45
|
|
|
(7
|
)
|
|
142
|
|
– recycled to income statement - commodity price risk of the group
|
|
—
|
|
|
—
|
|
|
1
|
|
Tax on effective portion of changes in fair value of cash flow hedges
|
|
(11
|
)
|
|
14
|
|
|
(3
|
)
|
Hyperinflation adjustment
|
|
(22
|
)
|
|
11
|
|
|
47
|
|
Tax on hyperinflation adjustment
|
|
6
|
|
|
(11
|
)
|
|
(21
|
)
|
|
|
251
|
|
|
(644
|
)
|
|
129
|
|
Other comprehensive profit/(loss), net of tax, for the year
|
|
287
|
|
|
(276
|
)
|
|
651
|
|
Profit for the year
|
|
3,337
|
|
|
3,144
|
|
|
2,772
|
|
Total comprehensive income for the year
|
|
3,624
|
|
|
2,868
|
|
|
3,423
|
|
Attributable to:
|
|
|
|
|
|
|
|||
Equity shareholders of the parent company - continuing operations
|
|
3,392
|
|
|
2,815
|
|
|
3,330
|
|
Equity shareholders of the parent company - discontinued operations
|
|
—
|
|
|
—
|
|
|
(55
|
)
|
Non-controlling interests
|
|
232
|
|
|
53
|
|
|
148
|
|
Total comprehensive income for the year
|
|
3,624
|
|
|
2,868
|
|
|
3,423
|
|
|
|
|
|
30 June 2019
|
|
|
30 June 2018
|
|
||||||
|
|
Notes
|
|
£ million
|
|
|
£ million
|
|
|
£ million
|
|
|
£ million
|
|
Non-current assets
|
|
|
|
|
|
|
|
|
|
|
||||
Intangible assets
|
|
10
|
|
12,557
|
|
|
|
|
12,572
|
|
|
|
||
Property, plant and equipment
|
|
11
|
|
4,455
|
|
|
|
|
4,089
|
|
|
|
||
Biological assets
|
|
|
|
34
|
|
|
|
|
23
|
|
|
|
||
Investments in associates and joint ventures
|
|
6
|
|
3,173
|
|
|
|
|
3,009
|
|
|
|
||
Other investments
|
|
12
|
|
49
|
|
|
|
|
46
|
|
|
|
||
Other receivables
|
|
14
|
|
53
|
|
|
|
|
46
|
|
|
|
||
Other financial assets
|
|
15
|
|
404
|
|
|
|
|
182
|
|
|
|
||
Deferred tax assets
|
|
7
|
|
138
|
|
|
|
|
122
|
|
|
|
||
Post employment benefit assets
|
|
13
|
|
1,060
|
|
|
|
|
935
|
|
|
|
||
|
|
|
|
|
|
21,923
|
|
|
|
|
21,024
|
|
||
Current assets
|
|
|
|
|
|
|
|
|
|
|
||||
Inventories
|
|
14
|
|
5,472
|
|
|
|
|
5,015
|
|
|
|
||
Trade and other receivables
|
|
14
|
|
2,694
|
|
|
|
|
2,678
|
|
|
|
||
Corporate tax receivable
|
|
7
|
|
83
|
|
|
|
|
65
|
|
|
|
||
Assets held for sale
|
|
10
|
|
65
|
|
|
|
|
24
|
|
|
|
||
Other financial assets
|
|
15
|
|
127
|
|
|
|
|
35
|
|
|
|
||
Cash and cash equivalents
|
|
16
|
|
932
|
|
|
|
|
874
|
|
|
|
||
|
|
|
|
|
|
9,373
|
|
|
|
|
8,691
|
|
||
Total assets
|
|
|
|
|
|
31,296
|
|
|
|
|
29,715
|
|
||
Current liabilities
|
|
|
|
|
|
|
|
|
|
|
||||
Borrowings and bank overdrafts
|
|
16
|
|
(1,959
|
)
|
|
|
|
(1,828
|
)
|
|
|
||
Other financial liabilities
|
|
15
|
|
(333
|
)
|
|
|
|
(230
|
)
|
|
|
||
Trade and other payables
|
|
14
|
|
(4,202
|
)
|
|
|
|
(3,950
|
)
|
|
|
||
Liabilities held for sale
|
|
10
|
|
(32
|
)
|
|
|
|
—
|
|
|
|
||
Corporate tax payable
|
|
7
|
|
(378
|
)
|
|
|
|
(243
|
)
|
|
|
||
Provisions
|
|
14
|
|
(99
|
)
|
|
|
|
(109
|
)
|
|
|
||
|
|
|
|
|
|
(7,003
|
)
|
|
|
|
(6,360
|
)
|
||
Non-current liabilities
|
|
|
|
|
|
|
|
|
|
|
||||
Borrowings
|
|
16
|
|
(10,596
|
)
|
|
|
|
(8,074
|
)
|
|
|
||
Other financial liabilities
|
|
15
|
|
(124
|
)
|
|
|
|
(212
|
)
|
|
|
||
Other payables
|
|
14
|
|
(222
|
)
|
|
|
|
(209
|
)
|
|
|
||
Provisions
|
|
14
|
|
(317
|
)
|
|
|
|
(288
|
)
|
|
|
||
Deferred tax liabilities
|
|
7
|
|
(2,032
|
)
|
|
|
|
(1,987
|
)
|
|
|
||
Post employment benefit liabilities
|
|
13
|
|
(846
|
)
|
|
|
|
(872
|
)
|
|
|
||
|
|
|
|
|
|
(14,137
|
)
|
|
|
|
(11,642
|
)
|
||
Total liabilities
|
|
|
|
|
|
(21,140
|
)
|
|
|
|
(18,002
|
)
|
||
Net assets
|
|
|
|
|
|
10,156
|
|
|
|
|
11,713
|
|
||
Equity
|
|
|
|
|
|
|
|
|
|
|
||||
Share capital
|
|
17
|
|
753
|
|
|
|
|
780
|
|
|
|
||
Share premium
|
|
|
|
1,350
|
|
|
|
|
1,349
|
|
|
|
||
Other reserves
|
|
|
|
2,372
|
|
|
|
|
2,133
|
|
|
|
||
Retained earnings
|
|
|
|
3,886
|
|
|
|
|
5,686
|
|
|
|
||
Equity attributable to equity shareholders of the parent company
|
|
|
|
|
|
8,361
|
|
|
|
|
9,948
|
|
||
Non-controlling interests
|
|
17
|
|
|
|
1,795
|
|
|
|
|
1,765
|
|
||
Total equity
|
|
|
|
|
|
10,156
|
|
|
|
|
11,713
|
|
|
|
|
|
|
|
Other reserves
|
|
|
Retained earnings/(deficit)
|
|
|
|
|
|
|
|
||||||||||||||
|
|
Share
capital £ million |
|
|
Share premium
£ million |
|
|
Capital redemption reserve
£ million |
|
|
Hedging and exchange reserve
£ million |
|
|
Own shares
£ million |
|
|
Other retained earnings
£ million |
|
|
Total
£ million |
|
|
Equity attributable to parent company shareholder
£ million |
|
|
Non- controlling interests
£ million |
|
|
Total equity
£ million |
|
At 30 June 2016
|
|
797
|
|
|
1,347
|
|
|
3,146
|
|
|
(521
|
)
|
|
(2,189
|
)
|
|
5,950
|
|
|
3,761
|
|
|
8,530
|
|
|
1,650
|
|
|
10,180
|
|
Profit for the year
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
2,662
|
|
|
2,662
|
|
|
2,662
|
|
|
110
|
|
|
2,772
|
|
Other comprehensive income
|
|
—
|
|
|
—
|
|
|
—
|
|
|
68
|
|
|
—
|
|
|
545
|
|
|
545
|
|
|
613
|
|
|
38
|
|
|
651
|
|
Employee share schemes
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
13
|
|
|
(23
|
)
|
|
(10
|
)
|
|
(10
|
)
|
|
—
|
|
|
(10
|
)
|
Share-based incentive plans
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
34
|
|
|
34
|
|
|
34
|
|
|
—
|
|
|
34
|
|
Share-based incentive plans in respect of associates
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
3
|
|
|
3
|
|
|
3
|
|
|
—
|
|
|
3
|
|
Tax on share-based incentive plans
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
12
|
|
|
12
|
|
|
12
|
|
|
—
|
|
|
12
|
|
Shares issued
|
|
—
|
|
|
1
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
1
|
|
|
—
|
|
|
1
|
|
Purchase of non-controlling interests by associates
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(5
|
)
|
|
(5
|
)
|
|
(5
|
)
|
|
—
|
|
|
(5
|
)
|
Change in fair value of put option
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(12
|
)
|
|
(12
|
)
|
|
(12
|
)
|
|
—
|
|
|
(12
|
)
|
Dividends paid
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(1,515
|
)
|
|
(1,515
|
)
|
|
(1,515
|
)
|
|
(83
|
)
|
|
(1,598
|
)
|
At 30 June 2017
|
|
797
|
|
|
1,348
|
|
|
3,146
|
|
|
(453
|
)
|
|
(2,176
|
)
|
|
7,651
|
|
|
5,475
|
|
|
10,313
|
|
|
1,715
|
|
|
12,028
|
|
Adoption of IFRS 15
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(89
|
)
|
|
(89
|
)
|
|
(89
|
)
|
|
(2
|
)
|
|
(91
|
)
|
Adoption of IFRS 9 by associate
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(3
|
)
|
|
—
|
|
|
3
|
|
|
3
|
|
|
—
|
|
|
—
|
|
|
—
|
|
Profit for the year
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
3,022
|
|
|
3,022
|
|
|
3,022
|
|
|
122
|
|
|
3,144
|
|
Other comprehensive (loss)/income
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(574
|
)
|
|
—
|
|
|
367
|
|
|
367
|
|
|
(207
|
)
|
|
(69
|
)
|
|
(276
|
)
|
Employee share schemes
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
32
|
|
|
(7
|
)
|
|
25
|
|
|
25
|
|
|
—
|
|
|
25
|
|
Share-based incentive plans
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
39
|
|
|
39
|
|
|
39
|
|
|
—
|
|
|
39
|
|
Share-based incentive plans in respect of associates
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
4
|
|
|
4
|
|
|
4
|
|
|
—
|
|
|
4
|
|
Tax on share-based incentive plans
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(2
|
)
|
|
(2
|
)
|
|
(2
|
)
|
|
—
|
|
|
(2
|
)
|
Shares issued
|
|
—
|
|
|
1
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
1
|
|
|
—
|
|
|
1
|
|
Purchase of non-controlling interest
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(72
|
)
|
|
(72
|
)
|
|
(72
|
)
|
|
70
|
|
|
(2
|
)
|
Disposal of non-controlling interests
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(1
|
)
|
|
(1
|
)
|
Purchase of right issue of non-controlling interests
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(5
|
)
|
|
(5
|
)
|
|
(5
|
)
|
|
31
|
|
|
26
|
|
Change in fair value of put option
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
7
|
|
|
7
|
|
|
7
|
|
|
—
|
|
|
7
|
|
Share buyback programme
|
|
(17
|
)
|
|
—
|
|
|
17
|
|
|
—
|
|
|
—
|
|
|
(1,507
|
)
|
|
(1,507
|
)
|
|
(1,507
|
)
|
|
—
|
|
|
(1,507
|
)
|
Dividends paid
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(1,581
|
)
|
|
(1,581
|
)
|
|
(1,581
|
)
|
|
(101
|
)
|
|
(1,682
|
)
|
At 30 June 2018
|
|
780
|
|
|
1,349
|
|
|
3,163
|
|
|
(1,030
|
)
|
|
(2,144
|
)
|
|
7,830
|
|
|
5,686
|
|
|
9,948
|
|
|
1,765
|
|
|
11,713
|
|
Profit for the year
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
3,160
|
|
|
3,160
|
|
|
3,160
|
|
|
177
|
|
|
3,337
|
|
Other comprehensive income
|
|
—
|
|
|
—
|
|
|
—
|
|
|
212
|
|
|
—
|
|
|
20
|
|
|
20
|
|
|
232
|
|
|
55
|
|
|
287
|
|
Employee share schemes
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
118
|
|
|
(49
|
)
|
|
69
|
|
|
69
|
|
|
—
|
|
|
69
|
|
Share-based incentive plans
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
49
|
|
|
49
|
|
|
49
|
|
|
—
|
|
|
49
|
|
Share-based incentive plans in respect of associates
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
3
|
|
|
3
|
|
|
3
|
|
|
—
|
|
|
3
|
|
Tax on share-based incentive plans
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
20
|
|
|
20
|
|
|
20
|
|
|
—
|
|
|
20
|
|
Shares issued
|
|
—
|
|
|
1
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
1
|
|
|
—
|
|
|
1
|
|
Purchase of non-controlling interests (note 9)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(694
|
)
|
|
(694
|
)
|
|
(694
|
)
|
|
(90
|
)
|
|
(784
|
)
|
Non-controlling interest in respect of new subsidiary
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
2
|
|
|
2
|
|
Change in fair value of put option
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(3
|
)
|
|
(3
|
)
|
|
(3
|
)
|
|
—
|
|
|
(3
|
)
|
Share buyback programme
|
|
(27
|
)
|
|
—
|
|
|
27
|
|
|
—
|
|
|
—
|
|
|
(2,801
|
)
|
|
(2,801
|
)
|
|
(2,801
|
)
|
|
—
|
|
|
(2,801
|
)
|
Dividends declared
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(1,623
|
)
|
|
(1,623
|
)
|
|
(1,623
|
)
|
|
(114
|
)
|
|
(1,737
|
)
|
At 30 June 2019
|
|
753
|
|
|
1,350
|
|
|
3,190
|
|
|
(818
|
)
|
|
(2,026
|
)
|
|
5,912
|
|
|
3,886
|
|
|
8,361
|
|
|
1,795
|
|
|
10,156
|
|
|
|
|
Year ended 30 June 2019
|
|
|
Year ended 30 June 2018
|
|
|
Year ended 30 June 2017
|
|
|||||||||
|
Notes
|
|
£ million
|
|
|
£ million
|
|
|
£ million
|
|
|
£ million
|
|
|
£ million
|
|
|
£ million
|
|
Cash flows from operating activities
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Profit for the year
|
|
|
3,337
|
|
|
|
|
3,144
|
|
|
|
|
2,772
|
|
|
|
|||
Discontinued operations
|
|
|
—
|
|
|
|
|
—
|
|
|
|
|
55
|
|
|
|
|||
Taxation
|
|
|
898
|
|
|
|
|
596
|
|
|
|
|
732
|
|
|
|
|||
Share of after tax results of associates and joint ventures
|
|
|
(312
|
)
|
|
|
|
(309
|
)
|
|
|
|
(309
|
)
|
|
|
|||
Net finance charges
|
|
|
263
|
|
|
|
|
260
|
|
|
|
|
329
|
|
|
|
|||
Non-operating items
|
|
|
(144
|
)
|
|
|
|
—
|
|
|
|
|
(20
|
)
|
|
|
|||
Operating profit
|
|
|
|
|
4,042
|
|
|
|
|
3,691
|
|
|
|
|
3,559
|
|
|||
Increase in inventories
|
|
|
(434
|
)
|
|
|
|
(271
|
)
|
|
|
|
(159
|
)
|
|
|
|||
Decrease/(increase) in trade and other receivables
|
|
|
11
|
|
|
|
|
(202
|
)
|
|
|
|
89
|
|
|
|
|||
Increase in trade and other payables and provisions
|
|
|
201
|
|
|
|
|
314
|
|
|
|
|
221
|
|
|
|
|||
Net (increase)/decrease in working capital
|
|
|
|
|
(222
|
)
|
|
|
|
(159
|
)
|
|
|
|
151
|
|
|||
Depreciation, amortisation and impairment
|
|
|
374
|
|
|
|
|
493
|
|
|
|
|
361
|
|
|
|
|||
Dividends received
|
|
|
168
|
|
|
|
|
159
|
|
|
|
|
223
|
|
|
|
|||
Post employment payments less amounts included in operating profit
|
|
(121
|
)
|
|
|
|
(108
|
)
|
|
|
|
(111
|
)
|
|
|
||||
Other items
|
|
|
64
|
|
|
|
|
10
|
|
|
|
|
(6
|
)
|
|
|
|||
|
|
|
|
|
485
|
|
|
|
|
554
|
|
|
|
|
467
|
|
|||
Cash generated from operations
|
|
|
|
|
4,305
|
|
|
|
|
4,086
|
|
|
|
|
4,177
|
|
|||
Interest received
|
|
|
216
|
|
|
|
|
167
|
|
|
|
|
180
|
|
|
|
|||
Interest paid
|
|
|
(468
|
)
|
|
|
|
(418
|
)
|
|
|
|
(493
|
)
|
|
|
|||
Taxation paid
|
|
|
(805
|
)
|
|
|
|
(751
|
)
|
|
|
|
(732
|
)
|
|
|
|||
|
|
|
|
|
(1,057
|
)
|
|
|
|
(1,002
|
)
|
|
|
|
(1,045
|
)
|
|||
Net cash inflow from operating activities
|
|
|
|
|
3,248
|
|
|
|
|
3,084
|
|
|
|
|
3,132
|
|
|||
Cash flows from investing activities
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Disposal of property, plant and equipment and computer software
|
|
|
32
|
|
|
|
|
40
|
|
|
|
|
46
|
|
|
|
|||
Purchase of property, plant and equipment and computer software
|
|
|
(671
|
)
|
|
|
|
(584
|
)
|
|
|
|
(518
|
)
|
|
|
|||
Movements in loans and other investments
|
|
|
(1
|
)
|
|
|
|
(17
|
)
|
|
|
|
3
|
|
|
|
|||
Sale of businesses and brands
|
9
|
|
426
|
|
|
|
|
4
|
|
|
|
|
(52
|
)
|
|
|
|||
Acquisition of businesses
|
9
|
|
(56
|
)
|
|
|
|
(594
|
)
|
|
|
|
(31
|
)
|
|
|
|||
Net cash outflow from investing activities
|
|
|
|
|
(270
|
)
|
|
|
|
(1,151
|
)
|
|
|
|
(552
|
)
|
|||
Cash flows from financing activities
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Share buyback programme
|
17
|
|
(2,775
|
)
|
|
|
|
(1,507
|
)
|
|
|
|
—
|
|
|
|
|||
Proceeds from issue of share capital
|
|
|
1
|
|
|
|
|
1
|
|
|
|
|
1
|
|
|
|
|||
Net sale/(purchase) of own shares for share schemes
|
|
|
50
|
|
|
|
|
8
|
|
|
|
|
(41
|
)
|
|
|
|||
Dividends paid to non-controlling interests
|
|
|
(112
|
)
|
|
|
|
(80
|
)
|
|
|
|
(83
|
)
|
|
|
|||
Purchase of shares of non-controlling interests
|
9
|
|
(784
|
)
|
|
|
|
—
|
|
|
|
|
—
|
|
|
|
|||
Rights issue proceeds from non-controlling interests
|
|
|
—
|
|
|
|
|
26
|
|
|
|
|
—
|
|
|
|
|||
Proceeds from bonds
|
16
|
|
2,766
|
|
|
|
|
2,612
|
|
|
|
|
—
|
|
|
|
|||
Repayment of bonds
|
16
|
|
(1,168
|
)
|
|
|
|
(1,571
|
)
|
|
|
|
(1,234
|
)
|
|
|
|||
Net movements in other borrowings
|
|
|
721
|
|
|
|
|
(26
|
)
|
|
|
|
414
|
|
|
|
|||
Equity dividends paid
|
17
|
|
(1,623
|
)
|
|
|
|
(1,581
|
)
|
|
|
|
(1,515
|
)
|
|
|
|||
Net cash outflow from financing activities
|
|
|
|
|
(2,924
|
)
|
|
|
|
(2,118
|
)
|
|
|
|
(2,458
|
)
|
|||
Net increase/(decrease) in net cash and cash equivalents
|
16
|
|
|
|
54
|
|
|
|
|
(185
|
)
|
|
|
|
122
|
|
|||
Exchange differences
|
|
|
|
|
(26
|
)
|
|
|
|
(39
|
)
|
|
|
|
(14
|
)
|
|||
Net cash and cash equivalents at beginning of the year
|
|
|
|
|
693
|
|
|
|
|
917
|
|
|
|
|
809
|
|
|||
Net cash and cash equivalents at end of the year
|
|
|
|
|
721
|
|
|
|
|
693
|
|
|
|
|
917
|
|
|||
Net cash and cash equivalents consist of:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Cash and cash equivalents
|
16
|
|
|
|
932
|
|
|
|
|
874
|
|
|
|
|
1,191
|
|
|||
Bank overdrafts
|
16
|
|
|
|
(211
|
)
|
|
|
|
(181
|
)
|
|
|
|
(274
|
)
|
|||
|
|
|
|
|
721
|
|
|
|
|
693
|
|
|
|
|
917
|
|
|
|
2019
|
|
|
2018
|
|
|
2017
|
|
US dollar
|
|
|
|
|
|
|
|||
Income statement and cash flows
(i)
|
|
1.29
|
|
|
1.35
|
|
|
1.27
|
|
Assets and liabilities
(ii)
|
|
1.27
|
|
|
1.32
|
|
|
1.30
|
|
Euro
|
|
|
|
|
|
|
|||
Income statement and cash flows
(i)
|
|
1.13
|
|
|
1.13
|
|
|
1.16
|
|
Assets and liabilities
(ii)
|
|
1.12
|
|
|
1.13
|
|
|
1.14
|
|
•
|
Exceptional items – management judgement whether exceptional or not – page
196
|
•
|
Taxation – management judgement of whether a provision is required and management estimate of amount of corporate tax payable or receivable, the recoverability of deferred tax assets and expectation on manner of recovery of deferred taxes – page
201
|
•
|
Brands, goodwill and other intangibles – management judgement of the assets to be recognised and synergies resulting from an acquisition. Management judgement and estimate are required in determining future cash flows and appropriate applicable assumptions to support the intangible asset value – page
208
|
•
|
Post employment benefits – management judgement in determining whether a surplus can be recovered and management estimate in determining the assumptions in calculating the liabilities of the funds – page
216
|
•
|
Contingent liabilities and legal proceedings – management judgement in assessing the likelihood of whether a liability will arise and an estimate to quantify the possible range of any settlement – page
244
|
|
|
Year ended 30 June 2019
|
|
Year ended 30 June 2018
|
||||||||
|
|
At estimated exchange rate
|
|
|
At DICOM
exchange rate
|
|
|
At estimated
exchange rate |
|
|
At DICOM
exchange rate |
|
|
|
403,700 VES/£
|
|
|
8,553 VES/£
|
|
|
3,858,826 VEF/£
|
|
|
151,800 VEF/£
|
|
|
|
£ million
|
|
|
£ million
|
|
|
£ million
|
|
|
£ million
|
|
Net sales
|
|
—
|
|
|
3
|
|
|
1
|
|
|
27
|
|
Operating profit
|
|
—
|
|
|
2
|
|
|
—
|
|
|
16
|
|
Other finance income - hyperinflation adjustment
|
|
10
|
|
|
455
|
|
|
18
|
|
|
458
|
|
Net cash inflow from operating activities
|
|
—
|
|
|
5
|
|
|
1
|
|
|
12
|
|
Net assets
|
|
56
|
|
|
2,643
|
|
|
69
|
|
|
1,744
|
|
•
|
Amendments to IAS 40 - Transfers of Investment Property
|
•
|
Amendments to IFRS 2 - Classification and Measurement of Share-based payment transactions
|
•
|
Amendments to IFRS 4 - Applying IFRS 9 with IFRS 4 Insurance contracts
|
•
|
Improvements to IFRS 1 - First-time Adoption of International Financial Reporting Standards: Deletion of short-term exemptions for first-time adopters
|
•
|
Improvements to IAS 28 - Investments in Associates and Joint Ventures: Measuring investees at fair value through profit or loss: an investment-by-investment choice or a consistent policy choice
|
•
|
IFRIC 23 - Uncertainty over Income Tax Treatments
|
|
|
North America
£ million |
|
|
Europe
and Turkey £ million |
|
|
Africa
£ million |
|
|
Latin America and Caribbean
£ million |
|
|
Asia
Pacific £ million |
|
|
ISC
£ million |
|
|
Eliminate
inter- segment sales £ million |
|
|
Total
operating segments £ million |
|
|
Corporate
and other £ million |
|
|
Total
£ million |
|
2019
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
Sales
|
|
5,074
|
|
|
5,132
|
|
|
2,235
|
|
|
1,444
|
|
|
5,356
|
|
|
1,739
|
|
|
(1,739
|
)
|
|
19,241
|
|
|
53
|
|
|
19,294
|
|
Net sales
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
At budgeted exchange rates
(i)
|
|
4,034
|
|
|
2,951
|
|
|
1,529
|
|
|
1,095
|
|
|
2,656
|
|
|
1,843
|
|
|
(1,738
|
)
|
|
12,370
|
|
|
54
|
|
|
12,424
|
|
Acquisitions and disposals
|
|
88
|
|
|
1
|
|
|
1
|
|
|
1
|
|
|
1
|
|
|
—
|
|
|
—
|
|
|
92
|
|
|
—
|
|
|
92
|
|
ISC allocation
|
|
11
|
|
|
63
|
|
|
5
|
|
|
15
|
|
|
11
|
|
|
(105
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
Retranslation to actual
exchange rates |
|
327
|
|
|
(76
|
)
|
|
62
|
|
|
19
|
|
|
20
|
|
|
1
|
|
|
(1
|
)
|
|
352
|
|
|
(1
|
)
|
|
351
|
|
Net sales
|
|
4,460
|
|
|
2,939
|
|
|
1,597
|
|
|
1,130
|
|
|
2,688
|
|
|
1,739
|
|
|
(1,739
|
)
|
|
12,814
|
|
|
53
|
|
|
12,867
|
|
Operating profit/(loss)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
At budgeted exchange rates
(i)
|
|
1,755
|
|
|
972
|
|
|
257
|
|
|
312
|
|
|
671
|
|
|
139
|
|
|
—
|
|
|
4,106
|
|
|
(186
|
)
|
|
3,920
|
|
Acquisitions and disposals
|
|
29
|
|
|
(1
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
28
|
|
|
—
|
|
|
28
|
|
ISC allocation
|
|
13
|
|
|
72
|
|
|
6
|
|
|
32
|
|
|
16
|
|
|
(139
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
Retranslation to actual
exchange rates |
|
151
|
|
|
(29
|
)
|
|
12
|
|
|
21
|
|
|
16
|
|
|
—
|
|
|
—
|
|
|
171
|
|
|
(3
|
)
|
|
168
|
|
Operating profit/(loss)
before exceptional items |
|
1,948
|
|
|
1,014
|
|
|
275
|
|
|
365
|
|
|
703
|
|
|
—
|
|
|
—
|
|
|
4,305
|
|
|
(189
|
)
|
|
4,116
|
|
Exceptional items
|
|
—
|
|
|
(18
|
)
|
|
—
|
|
|
—
|
|
|
(35
|
)
|
|
—
|
|
|
—
|
|
|
(53
|
)
|
|
(21
|
)
|
|
(74
|
)
|
Operating profit/(loss)
|
|
1,948
|
|
|
996
|
|
|
275
|
|
|
365
|
|
|
668
|
|
|
—
|
|
|
—
|
|
|
4,252
|
|
|
(210
|
)
|
|
4,042
|
|
Non-operating items
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
144
|
|
|||||||||
Net finance charges
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(263
|
)
|
|||||||||
Share of after tax results of associates
and joint ventures |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
- Moët Hennessy
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
310
|
|
|||||||||
- Other
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2
|
|
|||||||||
Profit before taxation
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
4,235
|
|
|
|
North America
£ million |
|
|
Europe
and Turkey £ million |
|
|
Africa
£ million |
|
|
Latin America and Caribbean
£ million |
|
|
Asia
Pacific £ million |
|
|
ISC
£ million |
|
|
Eliminate
inter- segment sales £ million |
|
|
Total
operating segments £ million |
|
|
Corporate
and other £ million |
|
|
Total
£ million |
|
2018
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
Sales
|
|
4,671
|
|
|
5,232
|
|
|
2,083
|
|
|
1,352
|
|
|
5,042
|
|
|
1,457
|
|
|
(1,457
|
)
|
|
18,380
|
|
|
52
|
|
|
18,432
|
|
Net sales
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
At budgeted exchange rates
(i)
|
|
4,138
|
|
|
2,821
|
|
|
1,467
|
|
|
1,064
|
|
|
2,555
|
|
|
1,512
|
|
|
(1,425
|
)
|
|
12,132
|
|
|
48
|
|
|
12,180
|
|
Acquisitions and disposals
|
|
50
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
50
|
|
|
—
|
|
|
50
|
|
ISC allocation
|
|
11
|
|
|
53
|
|
|
4
|
|
|
11
|
|
|
8
|
|
|
(87
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
Retranslation to actual
exchange rates |
|
(83
|
)
|
|
58
|
|
|
20
|
|
|
(6
|
)
|
|
(60
|
)
|
|
32
|
|
|
(32
|
)
|
|
(71
|
)
|
|
4
|
|
|
(67
|
)
|
Net sales
|
|
4,116
|
|
|
2,932
|
|
|
1,491
|
|
|
1,069
|
|
|
2,503
|
|
|
1,457
|
|
|
(1,457
|
)
|
|
12,111
|
|
|
52
|
|
|
12,163
|
|
Operating profit/(loss)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
At budgeted exchange rates
(i)
|
|
1,925
|
|
|
941
|
|
|
180
|
|
|
298
|
|
|
588
|
|
|
112
|
|
|
—
|
|
|
4,044
|
|
|
(160
|
)
|
|
3,884
|
|
Acquisitions and disposals
|
|
4
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
4
|
|
|
—
|
|
|
4
|
|
ISC allocation
|
|
14
|
|
|
67
|
|
|
5
|
|
|
14
|
|
|
12
|
|
|
(112
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
Retranslation to actual
exchange rates |
|
(61
|
)
|
|
20
|
|
|
6
|
|
|
(4
|
)
|
|
(32
|
)
|
|
—
|
|
|
—
|
|
|
(71
|
)
|
|
2
|
|
|
(69
|
)
|
Operating profit/(loss)
before exceptional items |
|
1,882
|
|
|
1,028
|
|
|
191
|
|
|
308
|
|
|
568
|
|
|
—
|
|
|
—
|
|
|
3,977
|
|
|
(158
|
)
|
|
3,819
|
|
Exceptional items
|
|
—
|
|
|
—
|
|
|
(128
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(128
|
)
|
|
—
|
|
|
(128
|
)
|
Operating profit/(loss)
|
|
1,882
|
|
|
1,028
|
|
|
63
|
|
|
308
|
|
|
568
|
|
|
—
|
|
|
—
|
|
|
3,849
|
|
|
(158
|
)
|
|
3,691
|
|
Non-operating items
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
—
|
|
|||||||||
Net finance charges
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(260
|
)
|
|||||||||
Share of after tax results of associates
and joint ventures |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
- Moët Hennessy
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
305
|
|
|||||||||
- Other
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
4
|
|
|||||||||
Profit before taxation
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
3,740
|
|
|
|
North America
£ million |
|
|
Europe
and Turkey £ million |
|
|
Africa
£ million |
|
|
Latin America and Caribbean
£ million |
|
|
Asia
Pacific £ million |
|
|
ISC
£ million |
|
|
Eliminate
inter- segment sales £ million |
|
|
Total
operating segments £ million |
|
|
Corporate
and other £ million |
|
|
Total
£ million |
|
2017
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
Sales
|
|
4,725
|
|
|
4,985
|
|
|
2,132
|
|
|
1,303
|
|
|
4,923
|
|
|
1,390
|
|
|
(1,390
|
)
|
|
18,068
|
|
|
46
|
|
|
18,114
|
|
Net sales
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
At budgeted exchange rates
(i)
|
|
3,523
|
|
|
2,474
|
|
|
1,240
|
|
|
873
|
|
|
1,977
|
|
|
1,418
|
|
|
(1,324
|
)
|
|
10,181
|
|
|
39
|
|
|
10,220
|
|
Acquisitions and disposals
|
|
—
|
|
|
2
|
|
|
15
|
|
|
7
|
|
|
41
|
|
|
—
|
|
|
—
|
|
|
65
|
|
|
—
|
|
|
65
|
|
ISC allocation
|
|
11
|
|
|
60
|
|
|
4
|
|
|
11
|
|
|
8
|
|
|
(94
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
Retranslation to actual
exchange rates |
|
627
|
|
|
288
|
|
|
297
|
|
|
153
|
|
|
393
|
|
|
66
|
|
|
(66
|
)
|
|
1,758
|
|
|
7
|
|
|
1,765
|
|
Net sales
|
|
4,161
|
|
|
2,824
|
|
|
1,556
|
|
|
1,044
|
|
|
2,419
|
|
|
1,390
|
|
|
(1,390
|
)
|
|
12,004
|
|
|
46
|
|
|
12,050
|
|
Operating profit/(loss)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
At budgeted exchange rates
(i)
|
|
1,648
|
|
|
741
|
|
|
159
|
|
|
195
|
|
|
375
|
|
|
116
|
|
|
—
|
|
|
3,234
|
|
|
(169
|
)
|
|
3,065
|
|
Acquisitions and disposals
|
|
—
|
|
|
—
|
|
|
(8
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(8
|
)
|
|
(1
|
)
|
|
(9
|
)
|
ISC allocation
|
|
14
|
|
|
72
|
|
|
5
|
|
|
13
|
|
|
12
|
|
|
(116
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
Retranslation to actual
exchange rates |
|
237
|
|
|
123
|
|
|
62
|
|
|
42
|
|
|
100
|
|
|
—
|
|
|
—
|
|
|
564
|
|
|
(19
|
)
|
|
545
|
|
Operating profit/(loss)
before exceptional items |
|
1,899
|
|
|
936
|
|
|
218
|
|
|
250
|
|
|
487
|
|
|
—
|
|
|
—
|
|
|
3,790
|
|
|
(189
|
)
|
|
3,601
|
|
Exceptional items
|
|
—
|
|
|
(33
|
)
|
|
—
|
|
|
—
|
|
|
(9
|
)
|
|
—
|
|
|
—
|
|
|
(42
|
)
|
|
—
|
|
|
(42
|
)
|
Operating profit/(loss)
|
|
1,899
|
|
|
903
|
|
|
218
|
|
|
250
|
|
|
478
|
|
|
—
|
|
|
—
|
|
|
3,748
|
|
|
(189
|
)
|
|
3,559
|
|
Non-operating items
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
20
|
|
|||||||||
Net finance charges
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(329
|
)
|
|||||||||
Share of after tax results of associates
and joint ventures |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
- Moët Hennessy
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
302
|
|
|||||||||
- Other
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
7
|
|
|||||||||
Profit before taxation
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
3,559
|
|
(i)
|
These items represent the IFRS 8 performance measures for the geographical and ISC segments.
|
(1)
|
The net sales figures for ISC reported to the Executive Committee primarily comprise inter-segment sales and these are eliminated in a separate column in the above segmental analysis. Apart from sales by the ISC segment to the other operating segments, inter-segmental sales are not material.
|
(2)
|
The group’s net finance charges are managed centrally and are not attributable to individual operating segments.
|
|
|
North
America £ million |
|
|
Europe and Turkey
£ million |
|
|
Africa
£ million |
|
|
Latin
America and Caribbean £ million |
|
|
Asia
Pacific £ million |
|
|
ISC
£ million |
|
|
Corporate
and other £ million |
|
|
Total
£ million |
|
2019
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
Capital expenditure
|
|
150
|
|
|
32
|
|
|
160
|
|
|
48
|
|
|
40
|
|
|
197
|
|
|
44
|
|
|
671
|
|
Depreciation and intangible asset amortisation
|
|
(51
|
)
|
|
(18
|
)
|
|
(81
|
)
|
|
(13
|
)
|
|
(42
|
)
|
|
(110
|
)
|
|
(59
|
)
|
|
(374
|
)
|
2018
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
Capital expenditure
|
|
132
|
|
|
22
|
|
|
163
|
|
|
44
|
|
|
44
|
|
|
131
|
|
|
48
|
|
|
584
|
|
Depreciation and intangible asset amortisation
|
|
(44
|
)
|
|
(20
|
)
|
|
(77
|
)
|
|
(7
|
)
|
|
(42
|
)
|
|
(110
|
)
|
|
(68
|
)
|
|
(368
|
)
|
Exceptional accelerated depreciation and impairment
|
|
—
|
|
|
—
|
|
|
(35
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(35
|
)
|
Exceptional impairment of intangible assets
|
|
—
|
|
|
—
|
|
|
(90
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(90
|
)
|
2017
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
Capital expenditure
|
|
112
|
|
|
27
|
|
|
126
|
|
|
34
|
|
|
48
|
|
|
125
|
|
|
46
|
|
|
518
|
|
Depreciation and intangible asset amortisation
|
|
(41
|
)
|
|
(21
|
)
|
|
(77
|
)
|
|
(7
|
)
|
|
(42
|
)
|
|
(107
|
)
|
|
(66
|
)
|
|
(361
|
)
|
|
Category analysis
|
|
|
Geographic analysis
|
|
||||||||||||||||||||||||||||||
|
Spirits
£ million |
|
|
Beer
£ million |
|
|
Wine
£ million |
|
|
Ready to
drink £ million |
|
|
Other
£ million |
|
|
Total
£ million |
|
|
Great
Britain £ million |
|
|
United
States £ million |
|
|
Nether-
lands £ million |
|
|
India
£ million |
|
|
Rest of
World £ million |
|
|
Total
£ million |
|
2019
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||
Sales
(i)
|
15,283
|
|
|
2,758
|
|
|
78
|
|
|
945
|
|
|
230
|
|
|
19,294
|
|
|
1,706
|
|
|
4,724
|
|
|
70
|
|
|
3,236
|
|
|
9,558
|
|
|
19,294
|
|
Non-current assets
(ii), (iii)
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
1,637
|
|
|
4,662
|
|
|
2,525
|
|
|
3,829
|
|
|
7,668
|
|
|
20,321
|
|
2018
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||
Sales
(i)
|
14,605
|
|
|
2,647
|
|
|
81
|
|
|
854
|
|
|
245
|
|
|
18,432
|
|
|
1,630
|
|
|
4,310
|
|
|
63
|
|
|
3,086
|
|
|
9,343
|
|
|
18,432
|
|
Non-current assets
(ii), (iii)
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
1,717
|
|
|
4,221
|
|
|
2,367
|
|
|
3,688
|
|
|
7,792
|
|
|
19,785
|
|
2017
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||
Sales
(i)
|
14,241
|
|
|
2,635
|
|
|
81
|
|
|
854
|
|
|
303
|
|
|
18,114
|
|
|
1,558
|
|
|
4,366
|
|
|
62
|
|
|
3,070
|
|
|
9,058
|
|
|
18,114
|
|
Non-current assets
(ii), (iii)
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
1,678
|
|
|
4,012
|
|
|
2,392
|
|
|
4,009
|
|
|
7,410
|
|
|
19,501
|
|
(ii)
|
The geographical analysis of non-current assets is based on the geographical location of the assets and comprises intangible assets, property, plant and equipment, biological assets, investments in associates and joint ventures, other investments and non-current other receivables.
|
(iii)
|
The management information provided to the chief operating decision maker does not include an analysis of assets and liabilities by category and therefore is not disclosed.
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Excise duties
|
|
6,427
|
|
|
6,269
|
|
|
6,064
|
|
Cost of sales
|
|
4,866
|
|
|
4,634
|
|
|
4,680
|
|
Marketing
|
|
2,042
|
|
|
1,882
|
|
|
1,798
|
|
Other operating expenses
|
|
1,917
|
|
|
1,956
|
|
|
2,013
|
|
|
|
15,252
|
|
|
14,741
|
|
|
14,555
|
|
Comprising:
|
|
|
|
|
|
|
|||
Excise duties – Great Britain
|
|
898
|
|
|
853
|
|
|
774
|
|
– United States
|
|
587
|
|
|
548
|
|
|
558
|
|
– India
|
|
2,202
|
|
|
2,094
|
|
|
2,073
|
|
– Other
|
|
2,740
|
|
|
2,774
|
|
|
2,659
|
|
Increase in inventories
|
|
(446
|
)
|
|
(296
|
)
|
|
(146
|
)
|
Raw materials and consumables
|
|
3,007
|
|
|
3,052
|
|
|
2,813
|
|
Marketing
|
|
2,042
|
|
|
1,882
|
|
|
1,798
|
|
Other external charges
|
|
2,285
|
|
|
1,849
|
|
|
2,124
|
|
Staff costs
|
|
1,580
|
|
|
1,509
|
|
|
1,583
|
|
Depreciation, amortisation and impairment
|
|
374
|
|
|
493
|
|
|
361
|
|
Gains on disposal of properties
|
|
(5
|
)
|
|
(9
|
)
|
|
(7
|
)
|
Net foreign exchange (gains)/losses
|
|
(7
|
)
|
|
6
|
|
|
(16
|
)
|
Other operating income
|
|
(5
|
)
|
|
(14
|
)
|
|
(19
|
)
|
|
|
15,252
|
|
|
14,741
|
|
|
14,555
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Audit of these financial statements
|
|
3.8
|
|
|
3.3
|
|
|
3.1
|
|
Audit of financial statements of subsidiaries
|
|
3.4
|
|
|
3.3
|
|
|
3.4
|
|
Audit related assurance services
(i)
|
|
1.6
|
|
|
1.6
|
|
|
1.6
|
|
Total audit fees (Audit fees)
|
|
8.8
|
|
|
8.2
|
|
|
8.1
|
|
Other services relevant to taxation (Tax fees)
|
|
—
|
|
|
0.1
|
|
|
0.3
|
|
Other assurance services (Audit related fees)
(ii)
|
|
0.7
|
|
|
0.6
|
|
|
0.5
|
|
All other non-audit fees (All other fees)
|
|
0.2
|
|
|
1.0
|
|
|
0.9
|
|
|
|
9.7
|
|
|
9.9
|
|
|
9.8
|
|
(i)
|
Audit related assurance services are principally in respect of reporting under section 404 of the US Sarbanes-Oxley Act and the review of the interim financial information.
|
(ii)
|
Other assurance services comprise the aggregate fees for assurance and related services that are in respect of the performance of the audit or review of the financial statements and are not reported under ‘total audit fees’.
|
(1)
|
Disclosure requirements for auditor fees in the United States are different from those required in the United Kingdom. The terminology by category required in the United States is disclosed in brackets in the above table. All figures are the same for the disclosures in the United Kingdom and the United States apart from
£0.4 million
(
2018
–
£0.4 million
;
2017
–
£0.3 million
) of the cost in respect of the review of the interim financial information which would be included in audit related fees in the United States rather than audit fees.
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Aggregate remuneration
|
|
|
|
|
|
|
|||
Wages and salaries
|
|
1,344
|
|
|
1,272
|
|
|
1,330
|
|
Share-based incentive plans
|
|
50
|
|
|
40
|
|
|
34
|
|
Employer’s social security
|
|
96
|
|
|
95
|
|
|
93
|
|
Employer’s pension
|
|
|
|
|
|
|
|||
– defined benefit plans
|
|
61
|
|
|
73
|
|
|
95
|
|
– defined contribution plans
|
|
19
|
|
|
18
|
|
|
17
|
|
Other post employment plans
|
|
10
|
|
|
11
|
|
|
14
|
|
|
|
1,580
|
|
|
1,509
|
|
|
1,583
|
|
|
|
2019
|
|
|
2018
|
|
|
2017
|
|
North America
|
|
2,410
|
|
|
2,406
|
|
|
2,251
|
|
Europe and Turkey
|
|
3,609
|
|
|
3,747
|
|
|
4,074
|
|
Africa
|
|
4,338
|
|
|
4,625
|
|
|
4,898
|
|
Latin America and Caribbean
(i)
|
|
1,610
|
|
|
2,536
|
|
|
2,573
|
|
Asia Pacific
|
|
7,038
|
|
|
8,008
|
|
|
8,690
|
|
ISC
(i)
|
|
4,919
|
|
|
4,227
|
|
|
4,244
|
|
Corporate and other
|
|
4,496
|
|
|
4,368
|
|
|
3,703
|
|
|
|
28,420
|
|
|
29,917
|
|
|
30,433
|
|
(i)
|
The increase in the ISC in the year ended 30 June 2019 is primarily due to the transfer of supply employees in Mexico to ISC. Comparative figures have not been restated.
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Staff costs
|
|
|
|
|
|
|
|
|
|
– Guaranteed minimum pension equalisation charge
|
|
21
|
|
|
—
|
|
|
—
|
|
Other external charges
|
|
53
|
|
|
—
|
|
|
42
|
|
Decrease in inventories
|
|
—
|
|
|
3
|
|
|
—
|
|
Depreciation, amortisation and impairment
|
|
|
|
|
|
|
|||
– Brand, goodwill and tangible asset impairment
|
|
—
|
|
|
125
|
|
|
—
|
|
Total exceptional operating costs (note 4)
|
|
74
|
|
|
128
|
|
|
42
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Items included in operating profit
|
|
|
|
|
|
|
|||
Indirect tax in Korea (a)
|
|
(35
|
)
|
|
—
|
|
|
—
|
|
Guaranteed minimum pension equalisation (b)
|
|
(21
|
)
|
|
—
|
|
|
—
|
|
French tax audit penalty (note 7 (b) (i))
|
|
(18
|
)
|
|
—
|
|
|
—
|
|
Brand, goodwill, tangible and other assets impairment (c)
|
|
—
|
|
|
(128
|
)
|
|
—
|
|
Competition authority investigation in Turkey (d)
|
|
—
|
|
|
—
|
|
|
(33
|
)
|
Customer claim in India (e)
|
|
—
|
|
|
—
|
|
|
(32
|
)
|
Disengagement agreements relating to United Spirits Limited (f)
|
|
—
|
|
|
—
|
|
|
23
|
|
|
|
(74
|
)
|
|
(128
|
)
|
|
(42
|
)
|
Non-operating items
|
|
|
|
|
|
|
|||
Sale of businesses and brands
|
|
|
|
|
|
|
|||
Portfolio of 19 brands (g)
|
|
155
|
|
|
—
|
|
|
—
|
|
USL wine business (h)
|
|
(2
|
)
|
|
—
|
|
|
—
|
|
Wines in the United States and Percy Fox (i)
|
|
—
|
|
|
—
|
|
|
20
|
|
United National Breweries (j)
|
|
(9
|
)
|
|
—
|
|
|
—
|
|
|
|
144
|
|
|
—
|
|
|
20
|
|
French tax audit interest (note 7 (b) (i))
|
|
(9
|
)
|
|
—
|
|
|
—
|
|
Exceptional items before taxation
|
|
61
|
|
|
(128
|
)
|
|
(22
|
)
|
Items included in taxation (note 7 (b))
|
|
(39
|
)
|
|
203
|
|
|
4
|
|
Exceptional items in continuing operations
|
|
22
|
|
|
75
|
|
|
(18
|
)
|
Discontinued operations net of taxation (note 8)
|
|
—
|
|
|
—
|
|
|
(55
|
)
|
Total exceptional items
|
|
22
|
|
|
75
|
|
|
(73
|
)
|
Attributable to:
|
|
|
|
|
|
|
|||
Equity shareholders of the parent company
|
|
(4
|
)
|
|
75
|
|
|
(64
|
)
|
Non-controlling interests
|
|
26
|
|
|
—
|
|
|
(9
|
)
|
Total exceptional items
|
|
22
|
|
|
75
|
|
|
(73
|
)
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Interest income
|
|
232
|
|
|
155
|
|
|
148
|
|
Fair value gain on financial instruments
|
|
155
|
|
|
61
|
|
|
76
|
|
Total interest income
(i)
|
|
387
|
|
|
216
|
|
|
224
|
|
Interest charge on bank loans and overdrafts
|
|
(47
|
)
|
|
(53
|
)
|
|
(72
|
)
|
Interest charge on finance leases
|
|
(7
|
)
|
|
(9
|
)
|
|
(11
|
)
|
Interest charge on all other borrowings
|
|
(424
|
)
|
|
(333
|
)
|
|
(368
|
)
|
Fair value loss on financial instruments
|
|
(157
|
)
|
|
(62
|
)
|
|
(67
|
)
|
Total interest charges
(i)
|
|
(635
|
)
|
|
(457
|
)
|
|
(518
|
)
|
Net interest charges
|
|
(248
|
)
|
|
(241
|
)
|
|
(294
|
)
|
Net finance income in respect of post employment plans in surplus (note 13)
|
|
29
|
|
|
9
|
|
|
2
|
|
Hyperinflation adjustment in respect of Venezuela (note 1)
|
|
10
|
|
|
18
|
|
|
9
|
|
Interest income in respect of direct and indirect tax
|
|
16
|
|
|
—
|
|
|
—
|
|
Total other finance income
|
|
55
|
|
|
27
|
|
|
11
|
|
Net finance charge in respect of post employment plans in deficit (note 13)
|
|
(22
|
)
|
|
(20
|
)
|
|
(27
|
)
|
Unwinding of discounts
|
|
(17
|
)
|
|
(14
|
)
|
|
(8
|
)
|
Interest charge in respect of direct and indirect tax
|
|
(11
|
)
|
|
(10
|
)
|
|
—
|
|
Change in financial liability (Level 3)
|
|
(8
|
)
|
|
—
|
|
|
(8
|
)
|
Other finance charges (exceptional)
(ii)
|
|
(9
|
)
|
|
—
|
|
|
—
|
|
Other finance charges
|
|
(3
|
)
|
|
(2
|
)
|
|
(3
|
)
|
Total other finance charges
|
|
(70
|
)
|
|
(46
|
)
|
|
(46
|
)
|
Net other finance charges
|
|
(15
|
)
|
|
(19
|
)
|
|
(35
|
)
|
|
|
Moët
Hennessy £ million |
|
|
Others
£ million |
|
|
Total
£ million |
|
Cost less provisions
|
|
|
|
|
|
|
|||
At 30 June 2017
|
|
2,726
|
|
|
98
|
|
|
2,824
|
|
Exchange differences
|
|
3
|
|
|
—
|
|
|
3
|
|
Additions
|
|
—
|
|
|
41
|
|
|
41
|
|
Share of profit after tax
|
|
305
|
|
|
4
|
|
|
309
|
|
Dividends
|
|
(150
|
)
|
|
(9
|
)
|
|
(159
|
)
|
Share of movements in other comprehensive income and equity
|
|
(9
|
)
|
|
—
|
|
|
(9
|
)
|
At 30 June 2018
|
|
2,875
|
|
|
134
|
|
|
3,009
|
|
Exchange differences
|
|
16
|
|
|
3
|
|
|
19
|
|
Additions
|
|
—
|
|
|
32
|
|
|
32
|
|
Share of profit after tax
|
|
310
|
|
|
2
|
|
|
312
|
|
Disposals
|
|
—
|
|
|
(3
|
)
|
|
(3
|
)
|
Dividends
|
|
(160
|
)
|
|
(8
|
)
|
|
(168
|
)
|
Share of movements in other comprehensive income and equity
|
|
(1
|
)
|
|
—
|
|
|
(1
|
)
|
Step acquisitions
|
|
—
|
|
|
(7
|
)
|
|
(7
|
)
|
Other
(i)
|
|
—
|
|
|
(20
|
)
|
|
(20
|
)
|
At 30 June 2019
|
|
3,040
|
|
|
133
|
|
|
3,173
|
|
(i)
|
Other movements in the year ended
30 June 2019
comprise
£20 million
of advances promised to associates at
30 June 2018
, on achieving certain performance targets which are now only recognised when those targets are achieved. There is a corresponding decrease of
£20 million
in other payables.
|
(1)
|
Investment in associates balance includes loans given to and preference shares invested in associates of
£55 million
(
2018
–
£59 million
;
2017
–
£27 million
).
|
(2)
|
If certain performance targets are met by associates in the Distill Ventures programmes, an additional
£31 million
(
2018
-
£25 million
)
will be invested in those associates.
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Sales
|
|
4,713
|
|
|
4,445
|
|
|
4,356
|
|
Profit for the year
|
|
911
|
|
|
897
|
|
|
888
|
|
Total comprehensive income
|
|
865
|
|
|
799
|
|
|
838
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
Non-current assets
|
|
4,413
|
|
|
4,251
|
|
Current assets
|
|
7,564
|
|
|
7,395
|
|
Total assets
|
|
11,977
|
|
|
11,646
|
|
Non-current liabilities
|
|
(1,008
|
)
|
|
(972
|
)
|
Current liabilities
|
|
(2,029
|
)
|
|
(2,218
|
)
|
Total liabilities
|
|
(3,037
|
)
|
|
(3,190
|
)
|
Net assets
|
|
8,940
|
|
|
8,456
|
|
(1)
|
Including acquisition fair value adjustments principally in respect of Moët Hennessy’s brands and translated at
£1
=
€1.12
(
2018
–
£1
=
€1.13
).
|
|
United Kingdom
|
|
|
Rest of world
|
|
|
Total
|
|
||||||||||||||||||
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Current tax
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
Current year
|
150
|
|
|
131
|
|
|
50
|
|
|
713
|
|
|
503
|
|
|
541
|
|
|
863
|
|
|
634
|
|
|
591
|
|
Adjustments in respect of prior years
|
(3
|
)
|
|
71
|
|
|
4
|
|
|
52
|
|
|
(2
|
)
|
|
16
|
|
|
49
|
|
|
69
|
|
|
20
|
|
|
147
|
|
|
202
|
|
|
54
|
|
|
765
|
|
|
501
|
|
|
557
|
|
|
912
|
|
|
703
|
|
|
611
|
|
Deferred tax
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
Origination and reversal of temporary differences
|
29
|
|
|
40
|
|
|
40
|
|
|
(19
|
)
|
|
127
|
|
|
94
|
|
|
10
|
|
|
167
|
|
|
134
|
|
Changes in tax rates
|
(2
|
)
|
|
(11
|
)
|
|
5
|
|
|
(52
|
)
|
|
(360
|
)
|
|
(14
|
)
|
|
(54
|
)
|
|
(371
|
)
|
|
(9
|
)
|
Adjustments in respect of prior years
|
5
|
|
|
95
|
|
|
13
|
|
|
25
|
|
|
2
|
|
|
(17
|
)
|
|
30
|
|
|
97
|
|
|
(4
|
)
|
|
32
|
|
|
124
|
|
|
58
|
|
|
(46
|
)
|
|
(231
|
)
|
|
63
|
|
|
(14
|
)
|
|
(107
|
)
|
|
121
|
|
Taxation on profit from continuing operations
|
179
|
|
|
326
|
|
|
112
|
|
|
719
|
|
|
270
|
|
|
620
|
|
|
898
|
|
|
596
|
|
|
732
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
French tax audit settlement
(i)
|
|
61
|
|
|
—
|
|
|
—
|
|
Tax rate change in the Netherlands
(ii)
|
|
(51
|
)
|
|
—
|
|
|
—
|
|
Sale of businesses and brands
|
|
33
|
|
|
—
|
|
|
7
|
|
Guaranteed minimum pension equalisation
|
|
(4
|
)
|
|
—
|
|
|
—
|
|
US tax reform
(iii)
|
|
—
|
|
|
(354
|
)
|
|
—
|
|
UK transfer pricing settlement
(iv)
|
|
—
|
|
|
143
|
|
|
—
|
|
UK industrial building allowance
|
|
—
|
|
|
21
|
|
|
—
|
|
Brand and tangible asset impairment
|
|
—
|
|
|
(13
|
)
|
|
—
|
|
Customer claim in India
|
|
—
|
|
|
—
|
|
|
(11
|
)
|
|
|
39
|
|
|
(203
|
)
|
|
(4
|
)
|
(ii)
|
During the year ended 30 June 2019 the Dutch Senate agreed to a phased reduction in the Dutch corporate tax rate which is effective from
1 January 2020
. An exceptional tax credit of
£51 million
principally arose from remeasuring the deferred tax liabilities in respect of the Ketel One vodka distribution rights from a tax rate of 25% to 20.5%.
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Profit from continuing operations before taxation
|
|
4,235
|
|
|
3,740
|
|
|
3,559
|
|
Notional charge at UK corporation tax rate of 19% (2018 – 19%; 2017 – 19.75%)
|
|
805
|
|
|
711
|
|
|
703
|
|
Elimination of notional tax on share of after tax results of associates and joint ventures
|
|
(59
|
)
|
|
(58
|
)
|
|
(60
|
)
|
Differences in overseas tax rates
|
|
106
|
|
|
134
|
|
|
162
|
|
Effect of intra-group financing
|
|
(34
|
)
|
|
(61
|
)
|
|
(64
|
)
|
Non taxable gain on disposals of businesses
|
|
(3
|
)
|
|
—
|
|
|
—
|
|
Other tax rate and tax base differences
|
|
(132
|
)
|
|
(109
|
)
|
|
(100
|
)
|
Other items not chargeable
|
|
(54
|
)
|
|
(79
|
)
|
|
(78
|
)
|
Impairment
|
|
—
|
|
|
16
|
|
|
—
|
|
Non deductible losses on disposal of businesses
|
|
—
|
|
|
—
|
|
|
(1
|
)
|
Other non deductible exceptional items
|
|
12
|
|
|
9
|
|
|
7
|
|
Other items not deductible
(i)
|
|
231
|
|
|
238
|
|
|
156
|
|
Changes in tax rates
(ii)
|
|
(54
|
)
|
|
(371
|
)
|
|
(9
|
)
|
Fair value adjustment in respect of assets held for sale
|
|
1
|
|
|
—
|
|
|
—
|
|
Adjustments in respect of prior years
(iii)
|
|
79
|
|
|
166
|
|
|
16
|
|
Taxation on profit from continuing operations
|
|
898
|
|
|
596
|
|
|
732
|
|
(i)
|
Other items not deductible include controlled foreign companies charge, irrecoverable withholding tax and additional state and local taxes.
|
(ii)
|
Changes in tax rates for the year ended 30 June 2019 principally arose from the tax rate change in the Netherlands. Changes in tax rates for the year ended 30 June 2018 was mainly due to the application of the TCJA.
|
(iii)
|
Adjustment in respect of prior years for the year ended
30 June 2019
includes
£61 million
exceptional tax charge in respect of the French tax audit settlement. The
£166 million
prior year adjustment for the year ended
30 June 2018
is principally in respect of the exceptional tax charge in respect of the UK transfer pricing agreement.
|
|
Property,
plant and
equipment
£ million
|
|
|
Intangible
assets
£ million
|
|
|
Post
employment
plans
£ million
|
|
|
Tax losses
£ million
|
|
|
Other
temporary
differences
(i)
£ million
|
|
|
Total
£ million
|
|
At 30 June 2017
|
(180
|
)
|
|
(2,277
|
)
|
|
112
|
|
|
43
|
|
|
324
|
|
|
(1,978
|
)
|
Exchange differences
|
7
|
|
|
89
|
|
|
(2
|
)
|
|
(1
|
)
|
|
(11
|
)
|
|
82
|
|
Recognised in income statement – continuing operations
|
(134
|
)
|
|
(14
|
)
|
|
(9
|
)
|
|
(15
|
)
|
|
(84
|
)
|
|
(256
|
)
|
Reclassification
|
(4
|
)
|
|
—
|
|
|
(1
|
)
|
|
—
|
|
|
5
|
|
|
—
|
|
Recognised in other comprehensive income and equity
|
—
|
|
|
—
|
|
|
(105
|
)
|
|
5
|
|
|
35
|
|
|
(65
|
)
|
Tax rate change – recognised in income statement
|
19
|
|
|
390
|
|
|
(16
|
)
|
|
—
|
|
|
(30
|
)
|
|
363
|
|
Tax rate change – recognised in other comprehensive income and equity
|
—
|
|
|
—
|
|
|
(6
|
)
|
|
—
|
|
|
(5
|
)
|
|
(11
|
)
|
At 30 June 2018
|
(292
|
)
|
|
(1,812
|
)
|
|
(27
|
)
|
|
32
|
|
|
234
|
|
|
(1,865
|
)
|
Exchange differences
|
(7
|
)
|
|
(47
|
)
|
|
2
|
|
|
1
|
|
|
4
|
|
|
(47
|
)
|
Recognised in income statement – continuing operations
|
(51
|
)
|
|
14
|
|
|
(17
|
)
|
|
(14
|
)
|
|
28
|
|
|
(40
|
)
|
Reclassification
|
(2
|
)
|
|
(3
|
)
|
|
12
|
|
|
3
|
|
|
(10
|
)
|
|
—
|
|
Recognised in other comprehensive income and equity
|
—
|
|
|
—
|
|
|
(8
|
)
|
|
5
|
|
|
(1
|
)
|
|
(4
|
)
|
Tax rate change – recognised in income statement
|
1
|
|
|
51
|
|
|
(1
|
)
|
|
2
|
|
|
1
|
|
|
54
|
|
Tax rate change – recognised in other comprehensive income and equity
|
—
|
|
|
—
|
|
|
1
|
|
|
(5
|
)
|
|
8
|
|
|
4
|
|
Acquisition of subsidiaries
|
—
|
|
|
(5
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(5
|
)
|
Transfer to assets held for sale
|
2
|
|
|
7
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
9
|
|
At 30 June 2019
|
(349
|
)
|
|
(1,795
|
)
|
|
(38
|
)
|
|
24
|
|
|
264
|
|
|
(1,894
|
)
|
(i)
|
Deferred tax on other temporary differences includes thalidomide provisions, restructuring provisions, share-based payments and intra group sales of products.
|
|
|
2019
£ million |
|
|
2018
£ million |
|
Deferred tax assets
|
|
138
|
|
|
122
|
|
Deferred tax liabilities
|
|
(2,032
|
)
|
|
(1,987
|
)
|
|
|
(1,894
|
)
|
|
(1,865
|
)
|
|
|
2019
£ million |
|
|
2018
£ million |
|
Capital losses - indefinite
|
|
62
|
|
|
69
|
|
Trading losses - indefinite
|
|
70
|
|
|
92
|
|
Trading losses - expiry dates up to 2029
|
|
53
|
|
|
55
|
|
|
|
185
|
|
|
216
|
|
|
|
Net assets acquired and consideration
|
|
||||||
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Brands and other intangibles
|
|
25
|
|
|
478
|
|
|
—
|
|
Inventories
|
|
—
|
|
|
4
|
|
|
—
|
|
Other working capital
|
|
(2
|
)
|
|
2
|
|
|
—
|
|
Deferred tax
|
|
(5
|
)
|
|
—
|
|
|
—
|
|
Cash
|
|
—
|
|
|
6
|
|
|
—
|
|
Fair value of assets and liabilities
|
|
18
|
|
|
490
|
|
|
—
|
|
Goodwill arising on acquisition
|
|
10
|
|
|
249
|
|
|
—
|
|
Step acquisitions
|
|
(7
|
)
|
|
—
|
|
|
—
|
|
Consideration payable
|
|
21
|
|
|
739
|
|
|
—
|
|
Satisfied by:
|
|
|
|
|
|
|
|||
Cash consideration paid
|
|
6
|
|
|
555
|
|
|
—
|
|
Contingent consideration payable
|
|
15
|
|
|
184
|
|
|
—
|
|
|
|
21
|
|
|
739
|
|
|
—
|
|
Cash consideration paid for Casamigos
|
|
9
|
|
|
549
|
|
|
—
|
|
Cash consideration paid for other subsidiaries
|
|
6
|
|
|
6
|
|
|
—
|
|
Cash consideration paid for investments in associates
|
|
15
|
|
|
12
|
|
|
6
|
|
Cash consideration paid in respect of prior year acquisitions
|
|
9
|
|
|
22
|
|
|
23
|
|
Capital injection in associates
|
|
17
|
|
|
11
|
|
|
2
|
|
Cash acquired
|
|
—
|
|
|
(6
|
)
|
|
—
|
|
Net cash outflow on acquisition of businesses
|
|
56
|
|
|
594
|
|
|
31
|
|
Purchase of shares of non-controlling interests
|
|
784
|
|
|
—
|
|
|
—
|
|
Total net cash outflow
|
|
840
|
|
|
594
|
|
|
31
|
|
|
|
Portfolio of 19 brands
|
|
|
USL wine business
|
|
|
Total
|
|
|
|
£ million
|
|
|
£ million
|
|
|
£ million
|
|
Sale consideration
|
|
|
|
|
|
|
|||
Cash received in year
|
|
435
|
|
|
3
|
|
|
438
|
|
Transaction and other directly attributable costs paid
|
|
(12
|
)
|
|
—
|
|
|
(12
|
)
|
Net cash received
|
|
423
|
|
|
3
|
|
|
426
|
|
Transaction costs payable
|
|
(4
|
)
|
|
—
|
|
|
(4
|
)
|
|
|
419
|
|
|
3
|
|
|
422
|
|
Net assets disposed of
|
|
|
|
|
|
|
|||
Brands
|
|
(230
|
)
|
|
—
|
|
|
(230
|
)
|
Goodwill
|
|
(12
|
)
|
|
—
|
|
|
(12
|
)
|
Property, plant and equipment
|
|
(2
|
)
|
|
(4
|
)
|
|
(6
|
)
|
Investment in associates
|
|
(3
|
)
|
|
—
|
|
|
(3
|
)
|
Inventories
|
|
(17
|
)
|
|
(1
|
)
|
|
(18
|
)
|
|
|
(264
|
)
|
|
(5
|
)
|
|
(269
|
)
|
Gain/(loss) on disposal before taxation
|
|
155
|
|
|
(2
|
)
|
|
153
|
|
Taxation
|
|
(33
|
)
|
|
—
|
|
|
(33
|
)
|
Gain/(loss) on disposal after taxation
|
|
122
|
|
|
(2
|
)
|
|
120
|
|
|
|
Brands
£ million |
|
|
Goodwill
£ million |
|
|
Other
intangibles £ million |
|
|
Computer
software £ million |
|
|
Total
£ million |
|
Cost
|
|
|
|
|
|
|
|
|
|
|
|||||
At 30 June 2017
|
|
8,815
|
|
|
2,791
|
|
|
1,506
|
|
|
578
|
|
|
13,690
|
|
Exchange differences
|
|
(347
|
)
|
|
(252
|
)
|
|
(24
|
)
|
|
(7
|
)
|
|
(630
|
)
|
Additions
|
|
478
|
|
|
249
|
|
|
—
|
|
|
35
|
|
|
762
|
|
Disposals
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(2
|
)
|
|
(2
|
)
|
At 30 June 2018
|
|
8,946
|
|
|
2,788
|
|
|
1,482
|
|
|
604
|
|
|
13,820
|
|
Exchange differences
|
|
182
|
|
|
28
|
|
|
56
|
|
|
8
|
|
|
274
|
|
Additions
|
|
25
|
|
|
10
|
|
|
2
|
|
|
46
|
|
|
83
|
|
Disposals
|
|
(230
|
)
|
|
(12
|
)
|
|
—
|
|
|
(5
|
)
|
|
(247
|
)
|
Transfers to assets held for sale
(i)
|
|
(28
|
)
|
|
(19
|
)
|
|
—
|
|
|
—
|
|
|
(47
|
)
|
At 30 June 2019
|
|
8,895
|
|
|
2,795
|
|
|
1,540
|
|
|
653
|
|
|
13,883
|
|
Amortisation and impairment
|
|
|
|
|
|
|
|
|
|
|
|||||
At 30 June 2017
|
|
586
|
|
|
68
|
|
|
72
|
|
|
398
|
|
|
1,124
|
|
Exchange differences
|
|
(10
|
)
|
|
(8
|
)
|
|
—
|
|
|
(5
|
)
|
|
(23
|
)
|
Amortisation for the year
|
|
—
|
|
|
—
|
|
|
3
|
|
|
55
|
|
|
58
|
|
Exceptional impairment
|
|
40
|
|
|
50
|
|
|
—
|
|
|
—
|
|
|
90
|
|
Disposals
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(1
|
)
|
|
(1
|
)
|
At 30 June 2018
|
|
616
|
|
|
110
|
|
|
75
|
|
|
447
|
|
|
1,248
|
|
Exchange differences
|
|
5
|
|
|
3
|
|
|
—
|
|
|
8
|
|
|
16
|
|
Amortisation for the year
|
|
—
|
|
|
—
|
|
|
3
|
|
|
60
|
|
|
63
|
|
Disposals
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(1
|
)
|
|
(1
|
)
|
At 30 June 2019
|
|
621
|
|
|
113
|
|
|
78
|
|
|
514
|
|
|
1,326
|
|
Carrying amount
|
|
|
|
|
|
|
|
|
|
|
|||||
At 30 June 2019
|
|
8,274
|
|
|
2,682
|
|
|
1,462
|
|
|
139
|
|
|
12,557
|
|
At 30 June 2018
|
|
8,330
|
|
|
2,678
|
|
|
1,407
|
|
|
157
|
|
|
12,572
|
|
At 30 June 2017
|
|
8,229
|
|
|
2,723
|
|
|
1,434
|
|
|
180
|
|
|
12,566
|
|
|
|
Principal markets
|
|
2019
£ million |
|
|
2018
£ million |
|
Crown Royal whisky
|
|
United States
|
|
1,153
|
|
|
1,109
|
|
McDowell's No.1 whisky, rum and brandy
|
|
India
|
|
1,112
|
|
|
1,077
|
|
Captain Morgan rum
|
|
Global
|
|
946
|
|
|
910
|
|
Smirnoff vodka
|
|
Global
|
|
648
|
|
|
624
|
|
Johnnie Walker whisky
|
|
Global
|
|
625
|
|
|
625
|
|
Windsor Premier whisky
|
|
Korea
|
|
589
|
|
|
591
|
|
Casamigos tequila
|
|
United States
|
|
476
|
|
|
458
|
|
Shui Jing Fang Chinese white spirit
|
|
Greater China
|
|
259
|
|
|
259
|
|
Yenì Raki
|
|
Turkey
|
|
231
|
|
|
280
|
|
Signature whisky
|
|
India
|
|
209
|
|
|
202
|
|
Don Julio tequila
|
|
United States
|
|
209
|
|
|
195
|
|
Bell's whisky
|
|
United Kingdom
|
|
179
|
|
|
179
|
|
Black Dog whisky
|
|
India
|
|
177
|
|
|
171
|
|
Seagram's 7 Crown whiskey
|
|
United States
|
|
176
|
|
|
169
|
|
Antiquity whisky
|
|
India
|
|
173
|
|
|
167
|
|
Zacapa rum
|
|
Global
|
|
151
|
|
|
145
|
|
Gordon's gin
|
|
Europe
|
|
119
|
|
|
119
|
|
Bagpiper whisky
|
|
India
|
|
119
|
|
|
116
|
|
Old Parr whisky
|
|
Global
|
|
106
|
|
|
101
|
|
Other brands
(i)
|
|
|
|
617
|
|
|
833
|
|
|
|
|
|
8,274
|
|
|
8,330
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
North America
|
|
403
|
|
|
390
|
|
Europe and Turkey
|
|
|
|
|
||
– Europe (excluding Turkey)
|
|
172
|
|
|
170
|
|
– Turkey
|
|
234
|
|
|
284
|
|
Africa – Africa Regional Markets
|
|
26
|
|
|
27
|
|
Latin America and Caribbean – Mexico
|
|
143
|
|
|
133
|
|
Asia Pacific
|
|
|
|
|
||
– Greater China
|
|
131
|
|
|
131
|
|
– India
|
|
1,511
|
|
|
1,462
|
|
Other cash-generating units
|
|
62
|
|
|
81
|
|
|
|
2,682
|
|
|
2,678
|
|
|
|
2019
|
|
|
2018
|
|
||||||
|
|
Pre-tax
discount rate % |
|
|
Terminal
growth rate % |
|
|
Pre-tax
discount rate % |
|
|
Terminal
growth rate % |
|
North America – United States
|
|
9
|
|
|
2
|
|
|
10
|
|
|
2
|
|
Europe and Turkey
|
|
|
|
|
|
|
|
|
||||
– Europe (excluding Turkey)
|
|
7
|
|
|
2
|
|
|
7
|
|
|
2
|
|
– Turkey
|
|
25
|
|
|
13
|
|
|
16
|
|
|
5
|
|
Africa
|
|
|
|
|
|
|
|
|
||||
– Africa Regional Markets
|
|
25
|
|
|
5
|
|
|
25
|
|
|
5
|
|
– Ethiopia
|
|
25
|
|
|
8
|
|
|
24
|
|
|
8
|
|
Latin America and Caribbean
|
|
|
|
|
|
|
|
|
|
|
|
|
– Brazil
|
|
16
|
|
|
4
|
|
15
|
|
|
4
|
||
– Mexico
|
|
17
|
|
|
3
|
|
|
16
|
|
|
3
|
|
Asia Pacific
|
|
|
|
|
|
|
|
|
|
|
|
|
– Korea
|
|
8
|
|
|
2
|
|
8
|
|
|
2
|
||
– Greater China
|
|
10
|
|
|
3
|
|
9
|
|
|
2
|
||
– India
|
|
14
|
|
|
5
|
|
14
|
|
|
5
|
|
Headroom
£ million |
|
|
1ppt increase in
discount rate £ million |
|
|
2ppt decrease in annual growth rate
£ million |
|
|
5ppt decrease in annual growth rate in
forecast period 2020-2029 £ million |
|
India
(i)
|
702
|
|
|
—
|
|
|
—
|
|
|
(831
|
)
|
Windsor Premier brand
(ii)
|
6
|
|
|
(75
|
)
|
|
(167
|
)
|
|
—
|
|
(i)
|
As India is a developing market, where maturity is not expected for a number of years, a management forecast growth projection was used until
2029
. The only change in the key assumptions considered reasonably possible that would result in an impairment of the cash-generating unit would be a
5ppt
decrease in the annual growth rates throughout the forecast period. The cumulative effect of such a change is disclosed in the table above.
|
(ii)
|
The Windsor Premier brand is disclosed as sensitive due to the challenging whisky market in Korea. Reasonably possible changes in the key assumptions that would result in an impairment of the brand would be a
2ppt
decrease in the annual growth rate in perpetuity or a 1ppt increase in discount rate. The cumulative effect of such changes is disclosed in the table above.
|
|
|
Land and
buildings £ million |
|
|
Plant and
equipment £ million |
|
|
Fixtures
and fittings £ million |
|
|
Returnable
bottles and crates £ million |
|
|
Under
construction £ million |
|
|
Total
£ million |
|
Cost
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
At 30 June 2017
|
|
1,628
|
|
|
3,958
|
|
|
127
|
|
|
523
|
|
|
294
|
|
|
6,530
|
|
Exchange differences
|
|
(36
|
)
|
|
(73
|
)
|
|
(6
|
)
|
|
(9
|
)
|
|
(7
|
)
|
|
(131
|
)
|
Sale of businesses
|
|
(2
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(2
|
)
|
Additions
|
|
20
|
|
|
138
|
|
|
7
|
|
|
27
|
|
|
372
|
|
|
564
|
|
Disposals
|
|
(38
|
)
|
|
(84
|
)
|
|
(6
|
)
|
|
(25
|
)
|
|
(4
|
)
|
|
(157
|
)
|
Transfers
|
|
13
|
|
|
163
|
|
|
4
|
|
|
18
|
|
|
(223
|
)
|
|
(25
|
)
|
At 30 June 2018
|
|
1,585
|
|
|
4,102
|
|
|
126
|
|
|
534
|
|
|
432
|
|
|
6,779
|
|
Exchange differences
|
|
16
|
|
|
54
|
|
|
1
|
|
|
4
|
|
|
10
|
|
|
85
|
|
Sale of businesses
|
|
(2
|
)
|
|
(7
|
)
|
|
(1
|
)
|
|
—
|
|
|
—
|
|
|
(10
|
)
|
Additions
|
|
42
|
|
|
180
|
|
|
9
|
|
|
31
|
|
|
383
|
|
|
645
|
|
Disposals
|
|
(16
|
)
|
|
(32
|
)
|
|
(13
|
)
|
|
(21
|
)
|
|
(2
|
)
|
|
(84
|
)
|
Transfers
|
|
87
|
|
|
218
|
|
|
3
|
|
|
18
|
|
|
(329
|
)
|
|
(3
|
)
|
At 30 June 2019
|
|
1,712
|
|
|
4,515
|
|
|
125
|
|
|
566
|
|
|
494
|
|
|
7,412
|
|
Depreciation
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
At 30 June 2017
|
|
448
|
|
|
1,631
|
|
|
86
|
|
|
351
|
|
|
—
|
|
|
2,516
|
|
Exchange differences
|
|
(10
|
)
|
|
(32
|
)
|
|
(4
|
)
|
|
(4
|
)
|
|
—
|
|
|
(50
|
)
|
Depreciation charge for the year
|
|
48
|
|
|
210
|
|
|
15
|
|
|
37
|
|
|
—
|
|
|
310
|
|
Exceptional impairment
|
|
—
|
|
|
26
|
|
|
—
|
|
|
9
|
|
|
—
|
|
|
35
|
|
Sale of businesses
|
|
(1
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(1
|
)
|
Disposals
|
|
(18
|
)
|
|
(74
|
)
|
|
(6
|
)
|
|
(22
|
)
|
|
—
|
|
|
(120
|
)
|
At 30 June 2018
|
|
467
|
|
|
1,761
|
|
|
91
|
|
|
371
|
|
|
—
|
|
|
2,690
|
|
Exchange differences
|
|
4
|
|
|
23
|
|
|
—
|
|
|
3
|
|
|
—
|
|
|
30
|
|
Depreciation charge for the year
|
|
49
|
|
|
216
|
|
|
13
|
|
|
33
|
|
|
—
|
|
|
311
|
|
Sale of businesses
|
|
—
|
|
|
(4
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(4
|
)
|
Disposals
|
|
(9
|
)
|
|
(25
|
)
|
|
(12
|
)
|
|
(17
|
)
|
|
—
|
|
|
(63
|
)
|
Transfers
|
|
—
|
|
|
(6
|
)
|
|
(1
|
)
|
|
—
|
|
|
—
|
|
|
(7
|
)
|
At 30 June 2019
|
|
511
|
|
|
1,965
|
|
|
91
|
|
|
390
|
|
|
—
|
|
|
2,957
|
|
Carrying amount
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
At 30 June 2019
|
|
1,201
|
|
|
2,550
|
|
|
34
|
|
|
176
|
|
|
494
|
|
|
4,455
|
|
At 30 June 2018
|
|
1,118
|
|
|
2,341
|
|
|
35
|
|
|
163
|
|
|
432
|
|
|
4,089
|
|
At 30 June 2017
|
|
1,180
|
|
|
2,327
|
|
|
41
|
|
|
172
|
|
|
294
|
|
|
4,014
|
|
|
|
Loans
£ million |
|
|
Others
£ million |
|
|
Total
£ million |
|
Cost less allowances or fair value
|
|
|
|
|
|
|
|||
At 30 June 2017
|
|
21
|
|
|
10
|
|
|
31
|
|
Exchange differences
|
|
(1
|
)
|
|
2
|
|
|
1
|
|
Additions
|
|
21
|
|
|
—
|
|
|
21
|
|
Repayments and disposals
|
|
(2
|
)
|
|
(2
|
)
|
|
(4
|
)
|
Fair value adjustment
|
|
(4
|
)
|
|
1
|
|
|
(3
|
)
|
At 30 June 2018
|
|
35
|
|
|
11
|
|
|
46
|
|
Additions
|
|
2
|
|
|
—
|
|
|
2
|
|
Repayments and disposals
|
|
(1
|
)
|
|
—
|
|
|
(1
|
)
|
Fair value adjustment
|
|
—
|
|
|
2
|
|
|
2
|
|
Transfers
|
|
(19
|
)
|
|
19
|
|
|
—
|
|
At 30 June 2019
|
|
17
|
|
|
32
|
|
|
49
|
|
Principal plans
|
|
Date of valuation
|
United Kingdom
(i)
|
|
1 April 2018
|
Ireland
(ii)
|
|
31 December 2015
|
United States
|
|
1 January 2019
|
(i)
|
The Diageo Pension Scheme (the UK Scheme) closed to new members in
November 2005
. Employees who have joined Diageo in the United Kingdom since the defined benefit scheme closed had been eligible to become members of the Diageo Lifestyle Plan (a cash balance defined benefit pension plan) until
1 January 2018
. Since then new employees have been eligible to become members of a Diageo administered defined contribution plan.
|
(ii)
|
The triennial valuation of the Guinness Ireland Group Pension Scheme in Ireland (the Irish Scheme) is in progress and the results of this valuation are expected to be agreed by Diageo and the trustee later in calendar year 2019. The Irish scheme closed to new members in
May 2013
. Employees who have joined Diageo in Ireland since the defined benefit scheme closed have been eligible to become members of Diageo administered defined contribution plans.
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Current service cost and administrative expenses
|
|
(110
|
)
|
|
(123
|
)
|
|
(133
|
)
|
Past service gains - ordinary activities
|
|
56
|
|
|
33
|
|
|
14
|
|
Past service losses - exceptional
|
|
(21
|
)
|
|
—
|
|
|
—
|
|
Gains on curtailments and settlements
|
|
4
|
|
|
6
|
|
|
10
|
|
Charge to operating profit
|
|
(71
|
)
|
|
(84
|
)
|
|
(109
|
)
|
Net finance gain/(charge) in respect of post employment plans
|
|
7
|
|
|
(11
|
)
|
|
(25
|
)
|
Charge before taxation
(i)
|
|
(64
|
)
|
|
(95
|
)
|
|
(134
|
)
|
Actual returns less amounts included in finance income
|
|
438
|
|
|
312
|
|
|
973
|
|
Experience gains/(losses)
|
|
113
|
|
|
(30
|
)
|
|
58
|
|
Changes in financial assumptions
|
|
(514
|
)
|
|
108
|
|
|
(466
|
)
|
Changes in demographic assumptions
|
|
(6
|
)
|
|
69
|
|
|
86
|
|
Other comprehensive income
|
|
31
|
|
|
459
|
|
|
651
|
|
Changes in the surplus restriction
|
|
2
|
|
|
(2
|
)
|
|
1
|
|
Total other comprehensive income
|
|
33
|
|
|
457
|
|
|
652
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
United Kingdom
|
|
(3
|
)
|
|
(49
|
)
|
|
(67
|
)
|
Ireland
|
|
(13
|
)
|
|
1
|
|
|
(15
|
)
|
United States
|
|
(30
|
)
|
|
(29
|
)
|
|
(34
|
)
|
Other
|
|
(18
|
)
|
|
(18
|
)
|
|
(18
|
)
|
|
|
(64
|
)
|
|
(95
|
)
|
|
(134
|
)
|
|
|
Plan
assets
£ million
|
|
|
Plan
liabilities
£ million
|
|
|
Net
(deficit)/surplus
£ million
|
|
At 30 June 2017
|
|
9,226
|
|
|
(9,716
|
)
|
|
(490
|
)
|
Exchange differences
|
|
(1
|
)
|
|
1
|
|
|
—
|
|
Charge before taxation
|
|
227
|
|
|
(322
|
)
|
|
(95
|
)
|
Other comprehensive income
(i)
|
|
312
|
|
|
147
|
|
|
459
|
|
Contributions by the group
|
|
192
|
|
|
—
|
|
|
192
|
|
Employee contributions
|
|
6
|
|
|
(6
|
)
|
|
—
|
|
Benefits paid
|
|
(652
|
)
|
|
652
|
|
|
—
|
|
At 30 June 2018
|
|
9,310
|
|
|
(9,244
|
)
|
|
66
|
|
Exchange differences
|
|
45
|
|
|
(55
|
)
|
|
(10
|
)
|
Charge before taxation
|
|
234
|
|
|
(298
|
)
|
|
(64
|
)
|
Other comprehensive income/(loss)
(i)
|
|
438
|
|
|
(407
|
)
|
|
31
|
|
Contributions by the group
|
|
192
|
|
|
—
|
|
|
192
|
|
Employee contributions
|
|
5
|
|
|
(5
|
)
|
|
—
|
|
Benefits paid
|
|
(511
|
)
|
|
511
|
|
|
—
|
|
At 30 June 2019
|
|
9,713
|
|
|
(9,498
|
)
|
|
215
|
|
|
|
2019
|
|
|
2018
|
|
||||||
|
|
Plan
assets £ million |
|
|
Plan
liabilities £ million |
|
|
Plan
assets £ million |
|
|
Plan
liabilities £ million |
|
Pensions
|
|
|
|
|
|
|
|
|
||||
United Kingdom
|
|
7,115
|
|
|
(6,257
|
)
|
|
6,792
|
|
|
(6,032
|
)
|
Ireland
|
|
1,747
|
|
|
(2,098
|
)
|
|
1,745
|
|
|
(2,148
|
)
|
United States
|
|
593
|
|
|
(545
|
)
|
|
525
|
|
|
(505
|
)
|
Other
|
|
186
|
|
|
(234
|
)
|
|
180
|
|
|
(215
|
)
|
Post employment medical
|
|
1
|
|
|
(275
|
)
|
|
1
|
|
|
(259
|
)
|
Other post employment
|
|
71
|
|
|
(89
|
)
|
|
67
|
|
|
(85
|
)
|
|
|
9,713
|
|
|
(9,498
|
)
|
|
9,310
|
|
|
(9,244
|
)
|
|
|
2019
|
|
|
2018
|
|
||||||
|
|
Non-
current assets (i) £ million |
|
|
Non-
current liabilities £ million |
|
|
Non-
current assets (i) £ million |
|
|
Non-
current liabilities £ million |
|
Funded plans
|
|
1,060
|
|
|
(547
|
)
|
|
935
|
|
|
(593
|
)
|
Unfunded plans
|
|
—
|
|
|
(299
|
)
|
|
—
|
|
|
(279
|
)
|
|
|
1,060
|
|
|
(846
|
)
|
|
935
|
|
|
(872
|
)
|
|
|
United Kingdom
|
|
Ireland
|
|
United States
(i)
|
||||||||||||
|
|
2019
% |
|
2018
% |
|
2017
% |
|
2019
% |
|
2018
% |
|
2017
% |
|
2019
% |
|
2018
% |
|
2017
% |
Rate of general increase in salaries
(ii)
|
|
3.6
|
|
4.3
|
|
4.4
|
|
2.3
|
|
3.2
|
|
3.0
|
|
—
|
|
—
|
|
—
|
Rate of increase to pensions in payment
|
|
3.2
|
|
3.3
|
|
3.4
|
|
1.5
|
|
2.0
|
|
1.7
|
|
—
|
|
—
|
|
—
|
Rate of increase to deferred pensions
|
|
2.2
|
|
2.1
|
|
2.2
|
|
1.3
|
|
1.8
|
|
1.6
|
|
—
|
|
—
|
|
—
|
Discount rate for plan liabilities
|
|
2.3
|
|
2.8
|
|
2.6
|
|
1.2
|
|
1.7
|
|
2.1
|
|
3.4
|
|
4.1
|
|
3.7
|
Inflation - CPI
|
|
2.2
|
|
2.1
|
|
2.2
|
|
1.3
|
|
1.8
|
|
1.6
|
|
1.7
|
|
2.1
|
|
1.8
|
Inflation - RPI
|
|
3.2
|
|
3.1
|
|
3.2
|
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
(i)
|
The salary increase assumption in the United States is not a significant assumption as only a minimal amount of members’ pension entitlement is dependent on a member’s projected final salary.
|
|
|
United Kingdom
(i)
|
|
Ireland
(ii)
|
|
United States
|
||||||||||||
|
|
2019
Age |
|
2018
Age |
|
2017
Age |
|
2019
Age |
|
2018
Age |
|
2017
Age |
|
2019
Age |
|
2018
Age |
|
2017
Age |
Retiring currently at age 65
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Male
|
|
86.2
|
|
86.1
|
|
86.3
|
|
86.5
|
|
86.4
|
|
86.3
|
|
85.7
|
|
86.0
|
|
85.9
|
Female
|
|
88.5
|
|
88.4
|
|
88.1
|
|
89.2
|
|
89.2
|
|
89.0
|
|
87.7
|
|
88.0
|
|
87.9
|
Currently aged 45, retiring at age 65
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Male
|
|
88.3
|
|
88.2
|
|
88.2
|
|
89.5
|
|
89.4
|
|
89.2
|
|
87.3
|
|
87.6
|
|
87.5
|
Female
|
|
90.6
|
|
90.5
|
|
90.5
|
|
92.2
|
|
92.1
|
|
91.9
|
|
89.3
|
|
89.6
|
|
89.5
|
(i)
|
Based on the CMI’s S2 mortality tables with scaling factors based on the experience of the plan and where people live, with suitable future improvements.
|
(ii)
|
Based on the ‘00’ series of mortality tables with scaling factors based on the experience of the plan and with suitable future improvements.
|
|
|
United Kingdom
|
|
|
Ireland
|
|
|
United States and other
|
|
||||||||||||||||||
Benefit/(cost)
|
|
Operating
profit £ million |
|
|
Profit
after taxation £ million |
|
|
Plan
liabilities (i) £ million |
|
|
Operating
profit £ million |
|
|
Profit
after taxation £ million |
|
|
Plan
liabilities (i) £ million |
|
|
Operating
profit £ million |
|
|
Profit
after taxation £ million |
|
|
Plan
liabilities (i) £ million |
|
Effect of 0.5% increase in discount rate
|
|
4
|
|
|
19
|
|
|
512
|
|
|
3
|
|
|
(3
|
)
|
|
172
|
|
|
1
|
|
|
2
|
|
|
33
|
|
Effect of 0.5% decrease in discount rate
|
|
(5
|
)
|
|
(16
|
)
|
|
(579
|
)
|
|
(4
|
)
|
|
3
|
|
|
(209
|
)
|
|
(1
|
)
|
|
(2
|
)
|
|
(37
|
)
|
Effect of 0.5% increase in inflation
|
|
(5
|
)
|
|
(11
|
)
|
|
(390
|
)
|
|
(3
|
)
|
|
(4
|
)
|
|
(148
|
)
|
|
(1
|
)
|
|
(1
|
)
|
|
(12
|
)
|
Effect of 0.5% decrease in inflation
|
|
4
|
|
|
11
|
|
|
380
|
|
|
3
|
|
|
4
|
|
|
152
|
|
|
—
|
|
|
1
|
|
|
12
|
|
Effect of one year increase in life expectancy
|
|
(1
|
)
|
|
(6
|
)
|
|
(280
|
)
|
|
(1
|
)
|
|
(2
|
)
|
|
(84
|
)
|
|
—
|
|
|
(1
|
)
|
|
(18
|
)
|
(i)
|
The estimated effect on the liabilities excludes the impact of any interest rate and inflation swaps held by the pension plans.
|
(1)
|
The sensitivity analyses above have been determined based on reasonably possible changes of the respective assumptions and may not be representative of the actual change. Each sensitivity is calculated on a change in the key assumption while holding all other assumptions constant. The sensitivity to inflation includes the impact on all inflation linked assumptions (e.g. pension increases and salary increases where appropriate).
|
|
|
2019
|
|
|
2018
|
|
||||||||||||||||||
|
|
United Kingdom
£ million |
|
|
Ireland
£ million |
|
|
United
States and other £ million |
|
|
Total
£ million |
|
|
United
Kingdom £ million |
|
|
Ireland
£ million |
|
|
United
States and other £ million |
|
|
Total
£ million |
|
Equities
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
Quoted
|
|
19
|
|
|
294
|
|
|
248
|
|
|
561
|
|
|
758
|
|
|
316
|
|
|
242
|
|
|
1,316
|
|
Unquoted and private equity
|
|
504
|
|
|
—
|
|
|
21
|
|
|
525
|
|
|
399
|
|
|
1
|
|
|
18
|
|
|
418
|
|
Bonds
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
Fixed-interest government
|
|
123
|
|
|
129
|
|
|
46
|
|
|
298
|
|
|
133
|
|
|
103
|
|
|
42
|
|
|
278
|
|
Inflation-linked government
|
|
—
|
|
|
262
|
|
|
—
|
|
|
262
|
|
|
1,063
|
|
|
262
|
|
|
1
|
|
|
1,326
|
|
Investment grade corporate
|
|
404
|
|
|
337
|
|
|
421
|
|
|
1,162
|
|
|
934
|
|
|
344
|
|
|
363
|
|
|
1,641
|
|
Non-investment grade
|
|
163
|
|
|
74
|
|
|
15
|
|
|
252
|
|
|
147
|
|
|
49
|
|
|
16
|
|
|
212
|
|
Loan securities
|
|
1,362
|
|
|
331
|
|
|
—
|
|
|
1,693
|
|
|
1,112
|
|
|
303
|
|
|
—
|
|
|
1,415
|
|
Repurchase agreements
|
|
4,629
|
|
|
—
|
|
|
—
|
|
|
4,629
|
|
|
2,799
|
|
|
—
|
|
|
—
|
|
|
2,799
|
|
Liability driven investment (LDI)
|
|
185
|
|
|
40
|
|
|
—
|
|
|
225
|
|
|
139
|
|
|
50
|
|
|
—
|
|
|
189
|
|
Property - unquoted
|
|
744
|
|
|
84
|
|
|
1
|
|
|
829
|
|
|
689
|
|
|
94
|
|
|
1
|
|
|
784
|
|
Hedge funds
|
|
75
|
|
|
135
|
|
|
—
|
|
|
210
|
|
|
68
|
|
|
138
|
|
|
—
|
|
|
206
|
|
Interest rate and inflation swaps
|
|
(1,048
|
)
|
|
30
|
|
|
—
|
|
|
(1,018
|
)
|
|
(1,415
|
)
|
|
70
|
|
|
—
|
|
|
(1,345
|
)
|
Cash and other
|
|
(45
|
)
|
|
31
|
|
|
99
|
|
|
85
|
|
|
(34
|
)
|
|
15
|
|
|
90
|
|
|
71
|
|
Total bid value of assets
|
|
7,115
|
|
|
1,747
|
|
|
851
|
|
|
9,713
|
|
|
6,792
|
|
|
1,745
|
|
|
773
|
|
|
9,310
|
|
(1)
|
The asset classes include some cash holdings that are temporary. This cash is likely to be invested imminently and so has been included in the asset class where it is anticipated to be invested in the long-term.
|
|
|
United Kingdom
|
|
|
Ireland
|
|
|
United States
|
|
|||||||||
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2019
£ million |
|
|
2018
£ million |
|
Maturity analysis of benefits expected to be paid
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Within one year
|
|
395
|
|
|
575
|
|
|
75
|
|
|
75
|
|
|
63
|
|
|
49
|
|
Between 1 to 5 years
|
|
1,197
|
|
|
1,144
|
|
|
367
|
|
|
370
|
|
|
202
|
|
|
187
|
|
Between 6 to 15 years
|
|
2,663
|
|
|
2,575
|
|
|
723
|
|
|
751
|
|
|
359
|
|
|
380
|
|
Between 16 to 25 years
|
|
2,078
|
|
|
2,196
|
|
|
657
|
|
|
727
|
|
|
207
|
|
|
242
|
|
Beyond 25 years
|
|
2,909
|
|
|
3,325
|
|
|
1,008
|
|
|
1,260
|
|
|
185
|
|
|
207
|
|
Total
|
|
9,242
|
|
|
9,815
|
|
|
2,830
|
|
|
3,183
|
|
|
1,016
|
|
|
1,065
|
|
|
|
years
|
|
|
years
|
|
|
years
|
|
|
years
|
|
|
years
|
|
|
years
|
|
Average duration of the defined benefit obligation
|
|
17
|
|
|
19
|
|
|
18
|
|
|
19
|
|
|
10
|
|
|
10
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
Raw materials and consumables
|
|
338
|
|
|
321
|
|
Work in progress
|
|
46
|
|
|
44
|
|
Maturing inventories
|
|
4,334
|
|
|
4,028
|
|
Finished goods and goods for resale
|
|
754
|
|
|
622
|
|
|
|
5,472
|
|
|
5,015
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
Raw materials and consumables
|
|
14
|
|
|
12
|
|
Maturing inventories
|
|
3,434
|
|
|
3,253
|
|
|
|
3,448
|
|
|
3,265
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Balance at beginning of the year
|
|
71
|
|
|
88
|
|
|
73
|
|
Exchange differences
|
|
—
|
|
|
(2
|
)
|
|
(1
|
)
|
Income statement (release)/charge
|
|
(3
|
)
|
|
—
|
|
|
41
|
|
Utilised
|
|
(5
|
)
|
|
(15
|
)
|
|
(25
|
)
|
|
|
63
|
|
|
71
|
|
|
88
|
|
|
|
2019
|
|
|
2018
|
|
||||||
|
|
Current
assets
£ million
|
|
|
Non-current
assets
£ million
|
|
|
Current
assets
£ million
|
|
|
Non-current
assets
£ million
|
|
Trade receivables
|
|
2,173
|
|
|
—
|
|
|
2,152
|
|
|
—
|
|
Interest receivable
|
|
25
|
|
|
—
|
|
|
14
|
|
|
—
|
|
VAT recoverable and other prepaid taxes
|
|
132
|
|
|
14
|
|
|
124
|
|
|
3
|
|
Other receivables
|
|
141
|
|
|
31
|
|
|
211
|
|
|
35
|
|
Prepayments
|
|
202
|
|
|
8
|
|
|
157
|
|
|
8
|
|
Accrued income
|
|
21
|
|
|
—
|
|
|
20
|
|
|
—
|
|
|
|
2,694
|
|
|
53
|
|
|
2,678
|
|
|
46
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
Not overdue
|
|
2,083
|
|
|
2,067
|
|
Overdue 1 – 30 days
|
|
27
|
|
|
19
|
|
Overdue 31 – 60 days
|
|
21
|
|
|
19
|
|
Overdue 61 – 90 days
|
|
13
|
|
|
13
|
|
Overdue 91 – 180 days
|
|
15
|
|
|
21
|
|
Overdue more than 180 days
|
|
14
|
|
|
13
|
|
|
|
2,173
|
|
|
2,152
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Balance at beginning of the year
|
|
97
|
|
|
129
|
|
|
83
|
|
Exchange differences
|
|
3
|
|
|
(4
|
)
|
|
(1
|
)
|
Income statement charge
|
|
23
|
|
|
18
|
|
|
54
|
|
Written off
|
|
(10
|
)
|
|
(46
|
)
|
|
(7
|
)
|
|
|
113
|
|
|
97
|
|
|
129
|
|
|
|
2019
|
|
|
2018
|
|
||||||
|
|
Current
liabilities £ million |
|
|
Non-current
liabilities £ million |
|
|
Current
liabilities £ million |
|
|
Non-current
liabilities £ million |
|
Trade payables
|
|
1,694
|
|
|
—
|
|
|
1,514
|
|
|
—
|
|
Interest payable
|
|
127
|
|
|
—
|
|
|
104
|
|
|
—
|
|
Tax and social security excluding income tax
|
|
640
|
|
|
—
|
|
|
638
|
|
|
2
|
|
Other payables
|
|
565
|
|
|
222
|
|
|
471
|
|
|
204
|
|
Accruals
|
|
1,097
|
|
|
—
|
|
|
1,165
|
|
|
3
|
|
Deferred income
|
|
56
|
|
|
—
|
|
|
37
|
|
|
—
|
|
Dividend payable to non-controlling interests
|
|
23
|
|
|
—
|
|
|
21
|
|
|
—
|
|
|
|
4,202
|
|
|
222
|
|
|
3,950
|
|
|
209
|
|
|
|
Thalidomide
£ million |
|
|
Other
£ million |
|
|
Total
£ million |
|
At 30 June 2018
|
|
217
|
|
|
180
|
|
|
397
|
|
Exchange differences
|
|
—
|
|
|
(1
|
)
|
|
(1
|
)
|
Provisions charged during the year
(i)
|
|
—
|
|
|
61
|
|
|
61
|
|
Provisions utilised during the year
|
|
(15
|
)
|
|
(33
|
)
|
|
(48
|
)
|
Unwinding of discounts
|
|
7
|
|
|
—
|
|
|
7
|
|
At 30 June 2019
|
|
209
|
|
|
207
|
|
|
416
|
|
Current liabilities
|
|
16
|
|
|
83
|
|
|
99
|
|
Non-current liabilities
|
|
193
|
|
|
124
|
|
|
317
|
|
|
|
209
|
|
|
207
|
|
|
416
|
|
|
|
2019
|
|
|
2018
|
||||||
|
|
£ million
|
|
|
%
|
|
|
£ million
|
|
|
%
|
Fixed rate
|
|
6,181
|
|
|
55
|
|
|
4,739
|
|
|
52
|
Floating rate
(i)
|
|
5,199
|
|
|
46
|
|
|
4,245
|
|
|
47
|
Impact of financial derivatives and fair value adjustments
|
|
(103
|
)
|
|
(1
|
)
|
|
107
|
|
|
1
|
Net borrowings
|
|
11,277
|
|
|
100
|
|
|
9,091
|
|
|
100
|
Average monthly net borrowings
|
|
|
Effective interest rate
|
||||||||||
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
|
2019
% |
|
2018
% |
|
2017
% |
10,393
|
|
|
9,063
|
|
|
8,771
|
|
|
2.4
|
|
2.6
|
|
3.5
|
(1)
|
For this calculation, net interest charge excludes fair value adjustments to derivative financial instruments and borrowings and average monthly net borrowings includes the impact of interest rate swaps that are no longer in a hedge relationship but excludes the market value adjustment for cross currency interest rate swaps.
|
|
|
Impact on income
statement gain/(loss) |
|
|
Impact on consolidated
comprehensive income gain/(loss) (i) (ii) |
|
||||||
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2019
£ million |
|
|
2018
£ million |
|
0.5% decrease in interest rates
|
|
(27
|
)
|
|
(19
|
)
|
|
(15
|
)
|
|
(18
|
)
|
0.5% increase in interest rates
|
|
27
|
|
|
19
|
|
|
16
|
|
|
19
|
|
10% weakening of sterling
|
|
(17
|
)
|
|
(15
|
)
|
|
(1,001
|
)
|
|
(833
|
)
|
10% strengthening of sterling
|
|
14
|
|
|
11
|
|
|
805
|
|
|
680
|
|
(i)
|
The impact on foreign currency borrowings and derivatives in net investment hedges is largely offset by the foreign exchange difference arising on the translation of net investments.
|
(ii)
|
The impact on the consolidated statement of comprehensive income includes the impact on the income statement.
|
|
|
Due within
1 year
£ million
|
|
|
Due between
1 and 3 years
£ million
|
|
|
Due between
3 and 5 years
£ million
|
|
|
Due after
5 years
£ million
|
|
|
Total
£ million
|
|
|
Carrying
amount at
balance
sheet date
£ million
|
|
2019
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Borrowings
(i)
|
|
(1,957
|
)
|
|
(2,942
|
)
|
|
(2,845
|
)
|
|
(4,748
|
)
|
|
(12,492
|
)
|
|
(12,555
|
)
|
Interest on borrowings
(i)(iii)
|
|
(363
|
)
|
|
(489
|
)
|
|
(368
|
)
|
|
(1,362
|
)
|
|
(2,582
|
)
|
|
(124
|
)
|
Finance lease capital repayments
|
|
(43
|
)
|
|
(43
|
)
|
|
(33
|
)
|
|
(9
|
)
|
|
(128
|
)
|
|
(128
|
)
|
Finance lease future interest payments
|
|
(5
|
)
|
|
(7
|
)
|
|
(3
|
)
|
|
—
|
|
|
(15
|
)
|
|
—
|
|
Trade and other financial liabilities
(ii)
|
|
(3,305
|
)
|
|
(233
|
)
|
|
(3
|
)
|
|
(11
|
)
|
|
(3,552
|
)
|
|
(3,524
|
)
|
Non-derivative financial liabilities
|
|
(5,673
|
)
|
|
(3,714
|
)
|
|
(3,252
|
)
|
|
(6,130
|
)
|
|
(18,769
|
)
|
|
(16,331
|
)
|
Cross currency swaps (gross)
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
– Receivable
|
|
63
|
|
|
125
|
|
|
854
|
|
|
1,503
|
|
|
2,545
|
|
|
—
|
|
– Payable
|
|
(41
|
)
|
|
(82
|
)
|
|
(811
|
)
|
|
(1,042
|
)
|
|
(1,976
|
)
|
|
—
|
|
Other derivative instruments (net)
|
|
70
|
|
|
27
|
|
|
30
|
|
|
18
|
|
|
145
|
|
|
—
|
|
Derivative instruments
(iii)
|
|
92
|
|
|
70
|
|
|
73
|
|
|
479
|
|
|
714
|
|
|
400
|
|
2018
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
Borrowings
(i)
|
|
(1,828
|
)
|
|
(2,055
|
)
|
|
(2,117
|
)
|
|
(3,950
|
)
|
|
(9,950
|
)
|
|
(9,902
|
)
|
Interest on borrowings
(i)(iii)
|
|
(341
|
)
|
|
(472
|
)
|
|
(382
|
)
|
|
(1,385
|
)
|
|
(2,580
|
)
|
|
(100
|
)
|
Finance lease capital repayments
|
|
(30
|
)
|
|
(66
|
)
|
|
(34
|
)
|
|
(25
|
)
|
|
(155
|
)
|
|
(155
|
)
|
Finance lease future interest payments
|
|
(7
|
)
|
|
(9
|
)
|
|
(5
|
)
|
|
(1
|
)
|
|
(22
|
)
|
|
—
|
|
Trade and other financial liabilities
(ii)
|
|
(3,117
|
)
|
|
(28
|
)
|
|
(1
|
)
|
|
(230
|
)
|
|
(3,376
|
)
|
|
(3,318
|
)
|
Non-derivative financial liabilities
|
|
(5,323
|
)
|
|
(2,630
|
)
|
|
(2,539
|
)
|
|
(5,591
|
)
|
|
(16,083
|
)
|
|
(13,475
|
)
|
Cross currency swaps (gross)
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
– Receivable
|
|
60
|
|
|
121
|
|
|
840
|
|
|
1,487
|
|
|
2,508
|
|
|
—
|
|
– Payable
|
|
(41
|
)
|
|
(83
|
)
|
|
(824
|
)
|
|
(1,070
|
)
|
|
(2,018
|
)
|
|
—
|
|
Other derivative instruments (net)
|
|
(1
|
)
|
|
(30
|
)
|
|
(2
|
)
|
|
5
|
|
|
(28
|
)
|
|
—
|
|
Derivative instruments
(iii)
|
|
18
|
|
|
8
|
|
|
14
|
|
|
422
|
|
|
462
|
|
|
90
|
|
(i)
|
For the purpose of these tables above, borrowings are defined as gross borrowings excluding finance lease liabilities and fair value of derivative instruments as disclosed in note 16.
|
(ii)
|
Primarily consists of trade and other payables that meet the definition of financial liabilities under IAS 32.
|
(iii)
|
Carrying amount of interest on borrowings and interest on derivatives and interest on other payable is included within interest payable in note 14.
|
|
2019
£ million |
|
|
2018
£ million |
|
Expiring within one year
|
—
|
|
|
788
|
|
Expiring between one and two years
|
—
|
|
|
—
|
|
Expiring after two years
|
2,756
|
|
|
1,864
|
|
|
2,756
|
|
|
2,652
|
|
|
|
2019
£ million
|
|
|
2018
(restated
(i)
)
£ million
|
|
Derivative assets
|
|
531
|
|
|
217
|
|
Derivative liabilities
|
|
(129
|
)
|
|
(123
|
)
|
Valuation techniques based on observable market input (Level 2)
|
|
402
|
|
|
94
|
|
Financial assets - other
|
|
86
|
|
|
89
|
|
Financial liabilities - other
|
|
(401
|
)
|
|
(352
|
)
|
Valuation techniques based on unobservable market input (Level 3)
|
|
(315
|
)
|
|
(263
|
)
|
|
2019
£ million |
|
|
2018
£ million |
|
||||||
|
Put option
|
|
|
Contingent consideration recognised on acquisition of businesses
|
|
|
Put option
|
|
|
Contingent consideration recognised on acquisition of businesses
|
|
At 1 July
|
(164
|
)
|
|
(188
|
)
|
|
(183
|
)
|
|
—
|
|
Net losses included in the income statement
|
(8
|
)
|
|
(25
|
)
|
|
—
|
|
|
(7
|
)
|
Net (losses)/gains included in exchange in other comprehensive income
|
(8
|
)
|
|
(8
|
)
|
|
3
|
|
|
3
|
|
Net (losses)/gains included in retained earnings
|
(3
|
)
|
|
—
|
|
|
7
|
|
|
—
|
|
Additions
|
—
|
|
|
(15
|
)
|
|
—
|
|
|
(184
|
)
|
Settlement of liabilities
|
9
|
|
|
9
|
|
|
9
|
|
|
—
|
|
At 30 June
|
(174
|
)
|
|
(227
|
)
|
|
(164
|
)
|
|
(188
|
)
|
|
|
Notional amounts
£ million |
|
|
Maturity
|
|
Range of hedged rates
|
2019
|
|
|
|
|
|
|
|
Net investment hedges
|
|
|
|
|
|
|
|
Derivatives in net investment hedges of foreign operations
|
|
68
|
|
|
July 2019
|
|
Turkish lira 7.55
|
Cash flow hedges
|
|
|
|
|
|
|
|
Derivatives in cash flow hedge (foreign currency debt)
|
|
1,614
|
|
|
April 2023-April 2043
|
|
US dollar 1.22-1.88
|
Derivatives in cash flow hedge (foreign exchange risk)
|
|
1,599
|
|
|
September 2019-February 2021
|
|
US dollar 1.28-1.47, euro 1.08-1.15
|
Derivatives in cash flow hedge (commodity price risk)
|
|
97
|
|
|
July 2019-May 2021
|
|
Wheat 148.75-171 GBP/t, Aluminium 1971-2204 USD/MT
|
Fair value hedges
|
|
|
|
|
|
|
|
Derivatives in fair value hedge (interest rate risk)
|
|
4,063
|
|
|
May 2020-May 2028
|
|
(0.01)-3.09%
|
2018
|
|
|
|
|
|
|
|
Net investment hedges
|
|
|
|
|
|
|
|
Derivatives in net investment hedges of foreign operations
|
|
1,068
|
|
|
July 2018
|
|
US dollar 1.32
|
Cash flow hedges
|
|
|
|
|
|
|
|
Derivatives in cash flow hedge (foreign currency debt)
|
|
1,553
|
|
|
April 2023-April 2043
|
|
US dollar 1.22-1.88
|
Derivatives in cash flow hedge (foreign exchange risk)
|
|
1,197
|
|
|
September 2018-December 2019
|
|
US dollar 1.24-1.47, euro 1.06-1.18
|
Derivatives in cash flow hedge (commodity price risk)
|
|
30
|
|
|
July 2018-March 2020
|
|
Corn 152.76-164.17 USD/t, Aluminium 2058.75-2204 USD/MT
|
Fair value hedges
|
|
|
|
|
|
|
|
Derivatives in fair value hedge (interest rate risk)
|
|
3,597
|
|
|
July 2018-May 2028
|
|
(0.26)-3.09%
|
|
|
Fair value
through income statement £ million |
|
|
Fair value through other comprehensive income
£ million |
|
|
Assets and liabilities at amortised cost
£ million |
|
|
Not categorised
as a financial instrument £ million |
|
|
Total
£ million |
|
|
Current
£ million |
|
|
Non-current
£ million |
|
2019
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
Other investments and loans
(i)
|
|
67
|
|
|
19
|
|
|
16
|
|
|
2
|
|
|
104
|
|
|
—
|
|
|
104
|
|
Trade and other receivables
|
|
—
|
|
|
—
|
|
|
2,385
|
|
|
362
|
|
|
2,747
|
|
|
2,694
|
|
|
53
|
|
Cash and cash equivalents
|
|
—
|
|
|
—
|
|
|
932
|
|
|
—
|
|
|
932
|
|
|
932
|
|
|
—
|
|
Derivatives in fair value hedge (interest rate risk)
|
|
104
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
104
|
|
|
2
|
|
|
102
|
|
Derivatives in cash flow hedge (foreign currency debt)
|
|
283
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
283
|
|
|
—
|
|
|
283
|
|
Derivatives in cash flow hedge (foreign currency exchange risk)
|
|
1
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
1
|
|
|
1
|
|
|
—
|
|
Other instruments
|
|
143
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
143
|
|
|
124
|
|
|
19
|
|
Total other financial assets
|
|
531
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
531
|
|
|
127
|
|
|
404
|
|
Total financial assets
|
|
598
|
|
|
19
|
|
|
3,333
|
|
|
364
|
|
|
4,314
|
|
|
3,753
|
|
|
561
|
|
Borrowings
(ii)
|
|
—
|
|
|
—
|
|
|
(12,555
|
)
|
|
—
|
|
|
(12,555
|
)
|
|
(1,959
|
)
|
|
(10,596
|
)
|
Trade and other payables
|
|
(227
|
)
|
|
—
|
|
|
(3,251
|
)
|
|
(946
|
)
|
|
(4,424
|
)
|
|
(4,202
|
)
|
|
(222
|
)
|
Derivatives in cash flow hedge (foreign currency debt)
|
|
(12
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(12
|
)
|
|
—
|
|
|
(12
|
)
|
Derivatives in cash flow hedge (foreign currency exchange risk)
|
|
(58
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(58
|
)
|
|
(41
|
)
|
|
(17
|
)
|
Derivatives in cash flow hedge (commodity price risk)
|
|
(9
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(9
|
)
|
|
(9
|
)
|
|
—
|
|
Derivatives in net investment hedge
|
|
(1
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(1
|
)
|
|
(1
|
)
|
|
—
|
|
Other instruments
|
|
(223
|
)
|
|
—
|
|
|
(26
|
)
|
|
—
|
|
|
(249
|
)
|
|
(239
|
)
|
|
(10
|
)
|
Finance leases
|
|
—
|
|
|
—
|
|
|
(128
|
)
|
|
—
|
|
|
(128
|
)
|
|
(43
|
)
|
|
(85
|
)
|
Total other financial liabilities
|
|
(303
|
)
|
|
—
|
|
|
(154
|
)
|
|
—
|
|
|
(457
|
)
|
|
(333
|
)
|
|
(124
|
)
|
Total financial liabilities
|
|
(530
|
)
|
|
—
|
|
|
(15,960
|
)
|
|
(946
|
)
|
|
(17,436
|
)
|
|
(6,494
|
)
|
|
(10,942
|
)
|
Total net financial assets/(liabilities)
|
|
68
|
|
|
19
|
|
|
(12,627
|
)
|
|
(582
|
)
|
|
(13,122
|
)
|
|
(2,741
|
)
|
|
(10,381
|
)
|
2018
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
Other investments and loans
(i)
|
|
89
|
|
|
—
|
|
|
14
|
|
|
2
|
|
|
105
|
|
|
—
|
|
|
105
|
|
Trade and other receivables
|
|
—
|
|
|
—
|
|
|
2,429
|
|
|
295
|
|
|
2,724
|
|
|
2,678
|
|
|
46
|
|
Cash and cash equivalents
|
|
—
|
|
|
—
|
|
|
874
|
|
|
—
|
|
|
874
|
|
|
874
|
|
|
—
|
|
Derivatives in fair value hedge (interest rate risk)
|
|
7
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
7
|
|
|
—
|
|
|
7
|
|
Derivatives in cash flow hedge (foreign currency debt)
|
|
160
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
160
|
|
|
—
|
|
|
160
|
|
Derivatives in cash flow hedge (foreign currency exchange risk)
|
|
9
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
9
|
|
|
9
|
|
|
—
|
|
Derivatives in net investment hedge
|
|
1
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
1
|
|
|
1
|
|
|
—
|
|
Other instruments at fair value
|
|
40
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
40
|
|
|
25
|
|
|
15
|
|
Total other financial assets
|
|
217
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
217
|
|
|
35
|
|
|
182
|
|
Total financial assets
|
|
306
|
|
|
—
|
|
|
3,317
|
|
|
297
|
|
|
3,920
|
|
|
3,587
|
|
|
333
|
|
Borrowings
(ii)
|
|
—
|
|
|
—
|
|
|
(9,902
|
)
|
|
—
|
|
|
(9,902
|
)
|
|
(1,828
|
)
|
|
(8,074
|
)
|
Trade and other payables
(iii)
|
|
(188
|
)
|
|
—
|
|
|
(3,070
|
)
|
|
(901
|
)
|
|
(4,159
|
)
|
|
(3,950
|
)
|
|
(209
|
)
|
Derivatives in fair value hedge (interest rate risk)
|
|
(22
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(22
|
)
|
|
—
|
|
|
(22
|
)
|
Derivatives in cash flow hedge (foreign currency debt)
|
|
(48
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(48
|
)
|
|
—
|
|
|
(48
|
)
|
Derivatives in cash flow hedge (foreign currency exchange risk)
|
|
(25
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(25
|
)
|
|
(9
|
)
|
|
(16
|
)
|
Derivatives in net investment hedge
|
|
(4
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(4
|
)
|
|
(4
|
)
|
|
—
|
|
Other instruments at fair value
|
|
(188
|
)
|
|
—
|
|
|
—
|
|
|
—
|
|
|
(188
|
)
|
|
(186
|
)
|
|
(2
|
)
|
Finance leases
|
|
—
|
|
|
—
|
|
|
(155
|
)
|
|
—
|
|
|
(155
|
)
|
|
(31
|
)
|
|
(124
|
)
|
Total other financial liabilities
|
|
(287
|
)
|
|
—
|
|
|
(155
|
)
|
|
—
|
|
|
(442
|
)
|
|
(230
|
)
|
|
(212
|
)
|
Total financial liabilities
|
|
(475
|
)
|
|
—
|
|
|
(13,127
|
)
|
|
(901
|
)
|
|
(14,503
|
)
|
|
(6,008
|
)
|
|
(8,495
|
)
|
Total net financial liabilities
|
|
(169
|
)
|
|
—
|
|
|
(9,810
|
)
|
|
(604
|
)
|
|
(10,583
|
)
|
|
(2,421
|
)
|
|
(8,162
|
)
|
(i)
|
Other investments and loans are including those in respect of associates.
|
(ii)
|
Borrowings are defined as gross borrowings excluding finance lease liabilities and the fair value of derivative instruments.
|
(iii)
|
Restated to include contingent consideration of
£188 million
recognised on the acquisition of businesses within the fair value through income statement class, which was presented under the assets and liabilities at amortised cost class in the 2018 Annual Report.
|
|
2019
£ million |
|
|
2018
£ million |
|
Bank overdrafts
|
211
|
|
|
181
|
|
Commercial paper
|
649
|
|
|
98
|
|
Bank and other loans
|
190
|
|
|
300
|
|
Credit support obligations
|
120
|
|
|
54
|
|
€ 500 million 1.125% bonds due 2019
|
—
|
|
|
444
|
|
€ 850 million 1.125% bonds due 2019
|
—
|
|
|
751
|
|
US$ 500 million 2.565% bonds due 2020
|
394
|
|
|
—
|
|
US$ 500 million 3% bonds due 2020
|
393
|
|
|
—
|
|
Fair value adjustment to borrowings
|
2
|
|
|
—
|
|
Borrowings due within one year
|
1,959
|
|
|
1,828
|
|
US$ 500 million floating bonds due 2020
|
—
|
|
|
378
|
|
US$ 500 million 3% bonds due 2020
|
—
|
|
|
378
|
|
€ 775 million 0% bonds due 2020
|
691
|
|
|
685
|
|
US$ 696 million 4.828% bonds due 2020
|
538
|
|
|
508
|
|
€ 900 million 0.25% bonds due 2021
|
802
|
|
|
—
|
|
US$ 1,000 million 2.875% bonds due 2022
(i)
|
785
|
|
|
755
|
|
US$ 300 million 8% bonds due 2022
(i)
|
235
|
|
|
226
|
|
US$ 1,350 million 2.625% bonds due 2023
|
1,060
|
|
|
1,020
|
|
€ 600 million 0.125% bonds due 2023
|
533
|
|
|
—
|
|
US$ 500 million 3.5% bonds due 2023
|
393
|
|
|
377
|
|
€ 500 million 1.75% bonds due 2024
|
444
|
|
|
440
|
|
€ 500 million 0.5% bonds due 2024
|
443
|
|
|
439
|
|
€ 600 million 1% bonds due 2025
|
531
|
|
|
—
|
|
€ 850 million 2.375% bonds due 2026
|
755
|
|
|
747
|
|
£ 500 million 1.75% bonds due 2026
|
496
|
|
|
—
|
|
€ 500 million 1.5% bonds due 2027
|
445
|
|
|
—
|
|
US$ 500 million 3.875% bonds due 2028
|
391
|
|
|
376
|
|
US$ 400 million 7.45% bonds due 2035
(i)
|
315
|
|
|
303
|
|
US$ 600 million 5.875% bonds due 2036
|
468
|
|
|
450
|
|
US$ 500 million 4.25% bonds due 2042
(i)
|
389
|
|
|
374
|
|
US$ 500 million 3.875% bonds due 2043
|
387
|
|
|
372
|
|
Bank and other loans
|
373
|
|
|
234
|
|
Fair value adjustment to borrowings
|
122
|
|
|
12
|
|
Borrowings due after one year
|
10,596
|
|
|
8,074
|
|
Total borrowings before derivative financial instruments
|
12,555
|
|
|
9,902
|
|
Fair value of foreign currency derivatives
|
(370
|
)
|
|
(107
|
)
|
Fair value of interest rate hedging instruments
|
(104
|
)
|
|
15
|
|
Finance lease liabilities
|
128
|
|
|
155
|
|
Gross borrowings
|
12,209
|
|
|
9,965
|
|
Less: Cash and cash equivalents
|
(932
|
)
|
|
(874
|
)
|
Net borrowings
|
11,277
|
|
|
9,091
|
|
(i)
|
SEC-registered debt issued on an unsecured basis by Diageo Investment Corporation, a
100%
owned finance subsidiary of Diageo plc.
|
(1)
|
The interest rates shown are those contracted on the underlying borrowings before taking into account any interest rate hedges (see note 15).
|
(2)
|
Bonds are stated net of unamortised finance costs of
£63 million
(
2018
–
£60 million
;
2017
–
£61 million
).
|
(4)
|
All bonds, medium-term notes and commercial paper issued on an unsecured basis by the group’s
100%
owned subsidiaries are fully and unconditionally guaranteed on an unsecured basis by Diageo plc.
|
|
2019
£ million |
|
|
2018
£ million |
|
Within one year
|
1,959
|
|
|
1,828
|
|
Between one and three years
|
2,940
|
|
|
2,033
|
|
Between three and five years
|
2,879
|
|
|
2,111
|
|
Beyond five years
|
4,777
|
|
|
3,930
|
|
|
12,555
|
|
|
9,902
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Issued
|
|
|
|
|
|
|||
€ denominated
|
2,270
|
|
|
1,136
|
|
|
—
|
|
£ denominated
|
496
|
|
|
—
|
|
|
—
|
|
US$ denominated
|
—
|
|
|
1,476
|
|
|
—
|
|
Repaid
|
|
|
|
|
|
|||
€ denominated
|
(1,168
|
)
|
|
—
|
|
|
—
|
|
US$ denominated
|
—
|
|
|
(1,571
|
)
|
|
(1,234
|
)
|
|
1,598
|
|
|
1,041
|
|
|
(1,234
|
)
|
|
2019
£ million |
|
|
2018
£ million |
|
At beginning of the year
|
9,091
|
|
|
7,892
|
|
Net (increase)/decrease in cash and cash equivalents before exchange
|
(54
|
)
|
|
185
|
|
Net increase in bonds and other borrowings
(i)
|
2,331
|
|
|
1,015
|
|
Change in net borrowings from cash flows
|
2,277
|
|
|
1,200
|
|
Exchange differences on net borrowings
|
22
|
|
|
(80
|
)
|
Other non-cash items
(ii)
|
(113
|
)
|
|
79
|
|
Net borrowings at end of the year
|
11,277
|
|
|
9,091
|
|
(i)
|
In the year ended 30 June
2019
, net increase in bonds and other borrowings excludes
£12 million
cash outflow in respect of derivatives designated in forward point hedges (
2018
- £
nil
).
|
|
2019
|
|
|
2018
|
|
||||||
|
Cash and cash
equivalents £ million |
|
|
Gross
borrowings (i) £ million |
|
|
Cash and cash
equivalents £ million |
|
|
Gross
borrowings (i) £ million |
|
US dollar
|
88
|
|
|
525
|
|
|
95
|
|
|
297
|
|
Euro
|
70
|
|
|
(2,910
|
)
|
|
91
|
|
|
(2,505
|
)
|
Sterling
(ii)
|
40
|
|
|
(9,308
|
)
|
|
38
|
|
|
(7,383
|
)
|
Indian rupee
|
23
|
|
|
(247
|
)
|
|
25
|
|
|
(313
|
)
|
Kenyan shilling
|
79
|
|
|
(223
|
)
|
|
16
|
|
|
(107
|
)
|
Turkish lira
(ii)
|
129
|
|
|
(84
|
)
|
|
105
|
|
|
(9
|
)
|
Mexican peso
|
16
|
|
|
(78
|
)
|
|
13
|
|
|
(58
|
)
|
Australian dollar
|
—
|
|
|
(49
|
)
|
|
—
|
|
|
130
|
|
Chinese yuan
|
249
|
|
|
9
|
|
|
293
|
|
|
(160
|
)
|
Other
|
238
|
|
|
156
|
|
|
198
|
|
|
143
|
|
Total
|
932
|
|
|
(12,209
|
)
|
|
874
|
|
|
(9,965
|
)
|
(i)
|
Includes foreign currency forwards and swaps and finance leases.
|
(ii)
|
Includes
£nil
(sterling) and
£122 million
(Turkish lira) cash and cash equivalents in cash-pooling arrangements (
2018
-
£13 million
(sterling) and
£87 million
(Turkish lira)).
|
|
|
Number of shares
million
|
|
|
Nominal value
£ million
|
|
At 30 June 2019
|
|
2,601
|
|
|
753
|
|
At 30 June 2018
|
|
2,695
|
|
|
780
|
|
At 30 June 2017
|
|
2,754
|
|
|
797
|
|
|
|
Hedging
reserve £ million |
|
|
Exchange
reserve £ million |
|
|
Total
£ million |
|
At 30 June 2016
|
|
(90
|
)
|
|
(431
|
)
|
|
(521
|
)
|
Other comprehensive income
|
|
69
|
|
|
(1
|
)
|
|
68
|
|
At 30 June 2017
|
|
(21
|
)
|
|
(432
|
)
|
|
(453
|
)
|
Other comprehensive income
|
|
(44
|
)
|
|
(530
|
)
|
|
(574
|
)
|
Adoption of IFRS 9 by associate
|
|
(3
|
)
|
|
—
|
|
|
(3
|
)
|
At 30 June 2018
|
|
(68
|
)
|
|
(962
|
)
|
|
(1,030
|
)
|
Other comprehensive income
|
|
31
|
|
|
181
|
|
|
212
|
|
At 30 June 2019
|
|
(37
|
)
|
|
(781
|
)
|
|
(818
|
)
|
|
|
Number
of shares million |
|
|
Purchase
consideration £ million |
|
At 30 June 2016
|
|
244
|
|
|
2,189
|
|
Share trust arrangements
|
|
(3
|
)
|
|
(32
|
)
|
Shares purchased employee share plans
|
|
5
|
|
|
101
|
|
Shares used to satisfy options
|
|
(5
|
)
|
|
(82
|
)
|
At 30 June 2017
|
|
241
|
|
|
2,176
|
|
Share trust arrangements
|
|
(1
|
)
|
|
(9
|
)
|
Shares purchased employee share plans
|
|
2
|
|
|
66
|
|
Shares used to satisfy options
|
|
(4
|
)
|
|
(89
|
)
|
Shares purchased - share buyback programme
|
|
59
|
|
|
1,507
|
|
Shares cancelled
|
|
(59
|
)
|
|
(1,507
|
)
|
At 30 June 2018
|
|
238
|
|
|
2,144
|
|
Share trust arrangements
|
|
(1
|
)
|
|
(14
|
)
|
Shares used to satisfy options
|
|
(5
|
)
|
|
(104
|
)
|
Shares purchased - share buyback programme
|
|
95
|
|
|
2,775
|
|
Shares cancelled
|
|
(95
|
)
|
|
(2,775
|
)
|
At 30 June 2019
|
|
232
|
|
|
2,026
|
|
Calendar month
|
|
Number of shares
purchased under
share buyback
programme
|
|
|
Total number of
shares purchased
|
|
|
Average price paid pence
|
|
|
Authorised purchases unutilised at month end
|
|
August 2018
|
|
5,500,453
|
|
|
5,500,453
|
|
|
2775
|
|
|
240,617,853
|
|
September 2018
|
|
8,965,815
|
|
|
8,965,815
|
|
|
2679
|
|
|
231,652,038
|
|
October 2018
|
|
11,731,281
|
|
|
11,731,281
|
|
|
2660
|
|
|
219,920,757
|
|
November 2018
|
|
11,421,897
|
|
|
11,421,897
|
|
|
2747
|
|
|
208,498,860
|
|
December 2018
|
|
8,859,766
|
|
|
8,859,766
|
|
|
2822
|
|
|
199,639,094
|
|
January 2019
|
|
1,344,885
|
|
|
1,344,885
|
|
|
2734
|
|
|
198,294,209
|
|
February 2019
|
|
96,000
|
|
|
96,000
|
|
|
2835
|
|
|
198,198,209
|
|
March 2019
|
|
22,646,246
|
|
|
22,646,246
|
|
|
3033
|
|
|
175,551,963
|
|
April 2019
|
|
11,631,712
|
|
|
11,631,712
|
|
|
3131
|
|
|
163,920,251
|
|
May 2019
|
|
8,810,782
|
|
|
8,810,782
|
|
|
3247
|
|
|
155,109,469
|
|
June 2019
|
|
3,700,028
|
|
|
3,700,028
|
|
|
3343
|
|
|
151,409,441
|
|
Total
|
|
94,708,865
|
|
|
94,708,865
|
|
|
2924
|
|
|
151,409,441
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Amounts recognised as distributions to equity shareholders in the year
|
|
|
|
|
|
|
|||
Final dividend for the year ended 30 June 2018
|
|
|
|
|
|
|
|||
40.4 pence per share (2017 – 38.5 pence; 2016 – 36.6 pence)
|
|
993
|
|
|
968
|
|
|
920
|
|
Interim dividend for the year ended 30 June 2019
|
|
|
|
|
|
|
|||
26.1 pence per share (2018 – 24.9 pence; 2017 – 23.7 pence)
|
|
630
|
|
|
613
|
|
|
595
|
|
|
|
1,623
|
|
|
1,581
|
|
|
1,515
|
|
|
|
2019
|
|
|
2018
|
|
|
2017
|
|
||||||
|
|
USL
£ million |
|
|
Ketel One
and others £ million |
|
|
Total
£ million |
|
|
Total
£ million |
|
|
Total
£ million |
|
Income statement
|
|
|
|
|
|
|
|
|
|
|
|||||
Sales
|
|
3,229
|
|
|
2,117
|
|
|
5,346
|
|
|
4,926
|
|
|
4,844
|
|
Net sales
|
|
1,016
|
|
|
1,640
|
|
|
2,656
|
|
|
2,431
|
|
|
2,412
|
|
Profit for the year
|
|
78
|
|
|
305
|
|
|
383
|
|
|
244
|
|
|
229
|
|
Other comprehensive income/(loss)
(i)
|
|
59
|
|
|
78
|
|
|
137
|
|
|
(163
|
)
|
|
116
|
|
Total comprehensive income
|
|
137
|
|
|
383
|
|
|
520
|
|
|
81
|
|
|
345
|
|
Attributable to non-controlling interests
|
|
61
|
|
|
173
|
|
|
234
|
|
|
53
|
|
|
148
|
|
Balance sheet
|
|
|
|
|
|
|
|
|
|
|
|||||
Non-current assets
(ii)
|
|
2,315
|
|
|
2,998
|
|
|
5,313
|
|
|
4,973
|
|
|
4,975
|
|
Current assets
|
|
587
|
|
|
882
|
|
|
1,469
|
|
|
1,384
|
|
|
1,222
|
|
Non-current liabilities
|
|
(473
|
)
|
|
(1,053
|
)
|
|
(1,526
|
)
|
|
(1,425
|
)
|
|
(1,327
|
)
|
Current liabilities
|
|
(496
|
)
|
|
(708
|
)
|
|
(1,204
|
)
|
|
(1,183
|
)
|
|
(1,199
|
)
|
Net assets
|
|
1,933
|
|
|
2,119
|
|
|
4,052
|
|
|
3,749
|
|
|
3,671
|
|
Attributable to non-controlling interests
|
|
849
|
|
|
946
|
|
|
1,795
|
|
|
1,765
|
|
|
1,715
|
|
Cash flow
|
|
|
|
|
|
|
|
|
|
|
|||||
Net cash inflow from operating activities
|
|
109
|
|
|
433
|
|
|
542
|
|
|
334
|
|
|
355
|
|
Net cash (outflow) from investing activities
|
|
(18
|
)
|
|
(139
|
)
|
|
(157
|
)
|
|
(136
|
)
|
|
(86
|
)
|
Net cash (outflow) from financing activities
|
|
(97
|
)
|
|
(169
|
)
|
|
(266
|
)
|
|
(164
|
)
|
|
(172
|
)
|
Net increase/(decrease) in cash and cash equivalents
|
|
(6
|
)
|
|
125
|
|
|
119
|
|
|
34
|
|
|
97
|
|
Exchange differences
|
|
1
|
|
|
2
|
|
|
3
|
|
|
(2
|
)
|
|
(3
|
)
|
Dividends payable to non-controlling interests
|
|
—
|
|
|
(114
|
)
|
|
(114
|
)
|
|
(101
|
)
|
|
(83
|
)
|
(i)
|
Other comprehensive income is principally in respect of exchange on translating the subsidiaries to sterling.
|
(ii)
|
Ketel One includes the global distribution rights to distribute Ketel One vodka products throughout the world. The carrying value of the distribution rights at 30 June
2019
was
£1,418 million
(
2018
–
£1,363 million
;
2017
–
£1,385 million
).
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Executive share award plans
|
|
41
|
|
|
33
|
|
|
28
|
|
Executive share option plans
|
|
4
|
|
|
3
|
|
|
3
|
|
Savings plans
|
|
4
|
|
|
3
|
|
|
3
|
|
|
|
49
|
|
|
39
|
|
|
34
|
|
|
|
2019
|
|
2018
|
|
2017
|
Risk free interest rate
|
|
0.8%
|
|
0.3%
|
|
0.1%
|
Expected life of the awards
|
|
37 months
|
|
37 months
|
|
36 months
|
Dividend yield
|
|
2.4%
|
|
2.6%
|
|
3.0%
|
Weighted average share price
|
|
2736 p
|
|
2573 p
|
|
2130 p
|
Weighted average fair value of awards granted in the year
|
|
1941 p
|
|
1761 p
|
|
1427 p
|
Number of awards granted in the year
|
|
2.5 million
|
|
2.3 million
|
|
3.6 million
|
Fair value of all awards granted in the year
|
|
£48 million
|
|
£41 million
|
|
£51 million
|
|
|
2019
Number of awards million |
|
|
2018
Number of awards million |
|
|
2017
Number of awards million |
|
Balance outstanding at 1 July
|
|
7.8
|
|
|
7.9
|
|
|
7.2
|
|
Granted
|
|
2.5
|
|
|
2.3
|
|
|
3.6
|
|
Exercised/awarded
|
|
(2.1
|
)
|
|
(0.7
|
)
|
|
(1.3
|
)
|
Forfeited/expired
|
|
(1.2
|
)
|
|
(1.7
|
)
|
|
(1.6
|
)
|
Balance outstanding at 30 June
|
|
7.0
|
|
|
7.8
|
|
|
7.9
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
Payments falling due:
|
|
|
|
|
||
Within one year
|
|
98
|
|
|
100
|
|
Between one and two years
|
|
64
|
|
|
70
|
|
Between two and three years
|
|
45
|
|
|
48
|
|
Between three and four years
|
|
34
|
|
|
32
|
|
Between four and five years
|
|
22
|
|
|
20
|
|
After five years
|
|
58
|
|
|
42
|
|
|
|
321
|
|
|
312
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Income statement items
|
|
|
|
|
|
|
|||
Sales
|
|
9
|
|
|
10
|
|
|
10
|
|
Purchases
|
|
28
|
|
|
29
|
|
|
32
|
|
Balance sheet items
|
|
|
|
|
|
|
|||
Group payables
|
|
12
|
|
|
3
|
|
|
4
|
|
Group receivables
|
|
2
|
|
|
2
|
|
|
1
|
|
Loans payable
|
|
6
|
|
|
6
|
|
|
6
|
|
Loans receivable
|
|
55
|
|
|
59
|
|
|
31
|
|
Cash flow items
|
|
|
|
|
|
|
|||
Loans and equity contributions, net
|
|
32
|
|
|
37
|
|
|
14
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Salaries and short-term employee benefits
|
|
10
|
|
|
10
|
|
|
10
|
|
Annual incentive plan
|
|
10
|
|
|
10
|
|
|
9
|
|
Non-Executive Directors’ fees
|
|
1
|
|
|
1
|
|
|
1
|
|
Share-based payments
(i)
|
|
20
|
|
|
15
|
|
|
9
|
|
Post employment benefits
|
|
3
|
|
|
2
|
|
|
2
|
|
Termination benefits
|
|
—
|
|
|
—
|
|
|
2
|
|
|
|
44
|
|
|
38
|
|
|
33
|
|
|
|
2019
£ million |
|
|
2018
£ million |
|
|
2017
£ million |
|
Salaries and short-term employee benefits
|
|
2
|
|
|
2
|
|
|
2
|
|
Annual incentive plan
|
|
2
|
|
|
3
|
|
|
3
|
|
Non-Executive Directors' fees
|
|
1
|
|
|
1
|
|
|
1
|
|
Share option exercises
(i)
|
|
2
|
|
|
—
|
|
|
2
|
|
Shares vesting
(i)
|
|
13
|
|
|
1
|
|
|
4
|
|
Post employment benefits
(ii)
|
|
1
|
|
|
1
|
|
|
1
|
|
|
|
21
|
|
|
8
|
|
|
13
|
|
(i)
|
Gains on options realised in the year and the benefit from share awards, calculated by using the share price applicable on the date of exercise of the share options and release of the awards.
|
|
|
Country of incorporation
|
|
Country of operation
|
|
Percentage of equity owned
(i)
|
|
|
Business description
|
Subsidiaries
|
|
|
|
|
|
|
|
|
|
Diageo Ireland
|
|
Republic of Ireland
|
|
Worldwide
|
|
100
|
%
|
|
Production, marketing and distribution of premium drinks
|
Diageo Great Britain Limited
|
|
England
|
|
Great Britain
|
|
100
|
%
|
|
Marketing and distribution of premium drinks
|
Diageo Scotland Limited
|
|
Scotland
|
|
Worldwide
|
|
100
|
%
|
|
Production, marketing and distribution of premium drinks
|
Diageo Brands B.V.
|
|
Netherlands
|
|
Worldwide
|
|
100
|
%
|
|
Marketing and distribution of premium drinks
|
Diageo North America, Inc.
|
|
United States
|
|
Worldwide
|
|
100
|
%
|
|
Production, importing, marketing and distribution of premium drinks
|
United Spirits Limited
(ii)
|
|
India
|
|
India
|
|
54.78
|
%
|
|
Production, importing, marketing and distribution of premium drinks
|
Diageo Capital plc
(iii)
|
|
Scotland
|
|
United Kingdom
|
|
100
|
%
|
|
Financing company for the group
|
Diageo Finance plc
(iii)
|
|
England
|
|
United Kingdom
|
|
100
|
%
|
|
Financing company for the group
|
Diageo Investment Corporation
|
|
United States
|
|
United States
|
|
100
|
%
|
|
Financing company for the US group
|
Mey İçki Sanayi ve Ticaret A.Ş.
|
|
Turkey
|
|
Turkey
|
|
100
|
%
|
|
Production, marketing and distribution of premium drinks
|
Associates
|
|
|
|
|
|
|
|
|
|
Moët Hennessy, SAS
(iv)
|
|
France
|
|
France
|
|
34
|
%
|
|
Production, marketing and distribution of premium drinks
|
(i)
|
All percentages, unless otherwise stated, are in respect of holdings of ordinary share capital and are equivalent to the percentages of voting rights held by the group.
|
(ii)
|
Percentage ownership excludes
2.38%
owned by the USL Benefit Trust.
|
(iii)
|
Directly owned by Diageo plc.
|
(iv)
|
French limited liability company.
|
•
|
the chairman of the general meeting;
|
•
|
at least three shareholders entitled to vote on the relevant resolution and present in person or by proxy at the meeting;
|
•
|
any shareholder or shareholders present in person or by proxy and representing in the aggregate not less than one-tenth of the total voting rights of all shareholders entitled to vote on the relevant resolution; or
|
•
|
any shareholder or shareholders present in person or by proxy and holding shares conferring a right to vote on the relevant resolution on which there have been paid up sums in the aggregate equal to not less than one-tenth of the total sum paid up on all the shares conferring that right.
|
•
|
ordinary resolutions, which include resolutions for the election, re-election and removal of directors, the declaration of final dividends, the appointment and re-appointment of the external auditor, the remuneration report and remuneration policy, the increase of authorised share capital, and the grant of authority to allot shares; and
|
•
|
special resolutions, which include resolutions for the amendment of Diageo’s articles of association, resolutions relating to the disapplication of pre-emption rights, and resolutions modifying the rights of any class of Diageo’s shares at a meeting of the holders of such class.
|
•
|
reaches, exceeds or falls below 3% and/or any subsequent whole percentage figure as a result of an acquisition or disposal of shares or financial instruments; or
|
•
|
reaches, exceeds or falls below any such threshold as a result of any change in the breakdown or number of voting rights attached to shares in Diageo.
|
•
|
a dealer in securities or foreign currency;
|
•
|
a trader in securities that elects to use a mark-to-market method of accounting for securities holdings;
|
•
|
a tax-exempt organisation;
|
•
|
a life insurance company;
|
•
|
a person liable for alternative minimum tax;
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•
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a person that actually or constructively owns 10% or more of the combined voting power of voting stock of Diageo or of the total value of stock of Diageo;
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•
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a person that holds ordinary shares or ADSs as part of a straddle or a hedging or conversion transaction;
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•
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a person that holds ordinary shares or ADSs as part of a wash sale for tax purposes; or
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•
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a US holder (as defined below) whose functional currency is not the US dollar.
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•
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a citizen or resident for tax purposes of the United States and who is not and has at no point been resident in the United Kingdom;
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•
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a US domestic corporation;
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•
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an estate whose income is subject to US federal income tax regardless of its source; or
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•
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a trust if a US court can exercise primary supervision over the trust’s administration and one or more US persons are authorised to control all substantial decisions of the trust.
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•
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Dividends will not carry a tax credit. All dividends received by an individual shareholder from the company (or from other sources) will, except to the extent that they are earned through an ISA, self-invested pension plan or other regime which exempts the dividends from tax, form part of the shareholder’s total income for UK income tax purposes and will represent the highest part of that income.
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•
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A nil rate of income tax will apply to the first £5,000 of taxable dividend income received by an individual shareholder in a tax year (the “Nil Rate Amount”), regardless of what tax rate would otherwise apply to that dividend income.
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•
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Any taxable dividend income in excess of the Nil Rate Amount will be taxed at a special rate, as set out below. That tax will be applied to the amount of the dividend income actually received by the individual shareholder (rather than to a grossed-up amount).
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•
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at the rate of 7.5%, to the extent that the Relevant Dividend Income falls below the threshold for the higher rate of income tax;
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•
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at the rate of 32.5%, to the extent that the Relevant Dividend Income falls above the threshold for the higher rate of income tax but below the threshold for the additional rate of income tax; and
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•
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at the rate of 38.1%, to the extent that the Relevant Dividend Income falls above the threshold for the additional rate of income tax.
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1.1
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2.1
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Indenture, dated as of 3 August 1998, among Diageo Capital plc, Diageo plc and The Bank of New York Mellon (incorporated by reference to Exhibit 4.1 to the Registration Statement on Form F-1 (File No. 333-8874) filed with the Securities and Exchange Commission on 24 July 1998 (pages 365 to 504 of paper filing)).(i)
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2.2
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Indenture, dated as of 1 June 1999, among Diageo Investment Corporation, Diageo plc and The Bank of New York Mellon (incorporated by reference to Exhibit 2.2 to the Annual Report on Form 20-F (File No. 001-10691) filed with the Securities and Exchange Commission on 15 November 2001 (pages 241 to 317 of paper filing)).(i)
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2.3
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2.4
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4.1
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4.2
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4.3
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4.4
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4.5
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4.6
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4.7
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4.8
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4.9
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4.10
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4.11
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4.12
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4.13
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4.14
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4.15
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4.16
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DIAGEO plc
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(REGISTRANT)
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/s/ Kathryn Mikells
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Name: Kathryn Mikells
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Title: Chief Financial Officer
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5 August 2019
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Term used in UK annual report
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US equivalent or definition
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Associates
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Entities accounted for under the equity method
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American Depositary Receipt (ADR)
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Receipt evidencing ownership of an ADS
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American Depositary Share (ADS)
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Registered negotiable security, listed on the New York Stock Exchange, representing four Diageo plc ordinary shares of 28
101
/
108
pence each
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Called up share capital
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Common stock
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Capital redemption reserve
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Other additional capital
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Company
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Diageo plc
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CPI
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Consumer price index
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Creditors
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Accounts payable and accrued liabilities
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Debtors
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Accounts receivable
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Employee share schemes
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Employee stock benefit plans
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Employment or staff costs
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Payroll costs
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Equivalent units
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An equivalent unit represents one nine-litre case of spirits, which is approximately 272 servings. A serving comprises 33ml of spirits, 165ml of wine, or 330ml of ready to drink or beer. To convert volume of products other than spirits to equivalent units: beer in hectolitres divide by 0.9, wine in nine-litre cases divide by five, ready to drink in nine-litre cases divide by 10, and certain pre-mixed products classified as ready to drink in nine-litre cases divide by five.
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Euro, €, ¢
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Euro currency
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Exceptional items
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Items that, in management’s judgement, need to be disclosed separately by virtue of their size or nature
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Excise duty
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Tax charged by a sovereign territory on the production, manufacture, sale or distribution of selected goods (including imported goods) within that territory. It is generally based on the quantity or alcohol content of goods, rather than their value, and is typically applied to alcohol products and fuels.
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Finance lease
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Capital lease
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Financial year
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Fiscal year
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Free cash flow
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Net cash flow from operating activities aggregated with net purchase and disposal of property, plant and equipment and computer software and with movements in loans
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Freehold
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Ownership with absolute rights in perpetuity
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GAAP
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Generally accepted accounting principles
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Group and Diageo
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Diageo plc and its consolidated subsidiaries
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IFRS
|
|
International Financial Reporting Standards as adopted for use in the European Union and International Financial Reporting Standards as issued by the International Accounting Standards Board
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Impact Databank, IWSR, IRI, Beverage Information Group and Plato Logic
|
|
Information source companies that research the beverage alcohol industry and are independent from industry participants
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Net sales
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Sales after deducting excise duties
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Noon buying rate
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Buying rate at noon in New York City for cable transfers in sterling as certified for customs purposes by the Federal Reserve Bank of New York
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Operating profit
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Net operating income
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Organic movement
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At level foreign exchange rates and after adjusting for exceptional items, acquisitions and disposals for continuing operations
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Own shares
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Treasury stock
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Pound sterling, sterling, £, pence, p
|
|
UK currency
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Price/mix
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Price/mix is the number of percentage points by which the organic movement in net sales exceeds the organic movement in volume. The difference arises because of changes in the composition of sales between higher and lower priced variants/markets or as price changes are implemented.
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Profit
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Earnings
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|
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Term used in UK annual report
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US equivalent or definition
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Profit for the year
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Net income
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Provisions
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Accruals for losses/contingencies
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Reserves
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Accumulated earnings, other comprehensive income and additional paid in capital
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RPI
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Retail price index
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Ready to drink
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Ready to drink products. Ready to drink also include ready to serve products, such as pre-mix cans in some markets, and progressive adult beverages in the United States and certain markets supplied by the United States.
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SEC
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US Securities and Exchange Commission
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Share premium
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Additional paid in capital or paid in surplus
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Shareholders’ funds
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Shareholders’ equity
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Shareholders
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Stockholders
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Shares
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Common stock
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Shares and ordinary shares
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Diageo plc’s ordinary shares
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Shares in issue
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Shares issued and outstanding
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Trade and other payables
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Accounts payable and accrued liabilities
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Trade and other receivables
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Accounts receivable
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US dollar, US$, $, ¢
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US currency
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1.
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I have reviewed this annual report on Form 20-F of Diageo plc;
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2.
|
Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make the statements made, in light of the circumstances under which such statements were made, not misleading with respect to the period covered by this report;
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3.
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Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in all material respects the financial condition, results of operations and cash flows of the company as of, and for, the periods presented in this report;
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4.
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The company’s other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the company and have:
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5.
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The company’s other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal control over financial reporting, to the company’s auditors and the audit committee of the company’s board of directors (or persons performing the equivalent functions):
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1.
|
I have reviewed this annual report on Form 20-F of Diageo plc;
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2.
|
Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make the statements made, in light of the circumstances under which such statements were made, not misleading with respect to the period covered by this report;
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3.
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Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in all material respects the financial condition, results of operations and cash flows of the company as of, and for, the periods presented in this report;
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4.
|
The company’s other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the company and have:
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5.
|
The company’s other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal control over financial reporting, to the company’s auditors and the audit committee of the company’s board of directors (or persons performing the equivalent functions):
|