UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, DC 20549
 
FORM 6-K
 
REPORT OF FOREIGN PRIVATE ISSUER
PURSUANT TO RULE 13a-16 OR 15d-16 OF THE
SECURITIES EXCHANGE ACT OF 1934
 
28 July 2016
 
Commission File Number:  001-10691
 
DIAGEO plc
(Translation of registrant’s name into English)
 
 
Lakeside Drive, Park Royal, London NW10 7HQ
(Address of principal executive offices)
 
Indicate by check mark whether the registrant files or will file annual reports under cover Form 20-F or Form 40-F.
 
Form 20-F .......X.....                                                                Form 40-F ..........
 
Indicate by check mark whether the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(1):  ..................
 
Indicate by check mark whether the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(7):  ..................
 
 
 
 
 
 
 
 
 Preliminary results, year ended 30 June 2016
28 July 2016
 
 
Stronger organic growth underpins improving momentum across the business
 
Organic results improved with volume growth of 1.3%, net sales growth of 2.8%, and operating profit growth of 3.5%
 
Reported net sales declined 3.0% as organic growth in each region and acquisitions were more than offset by adverse exchange and disposals
 
Reported operating profit grew 1.6% with organic growth, lower exceptional operating charges and acquisitions partially offset by adverse exchange and disposals
 
Free cash flow continued to be strong at £2.1 billion, up £134 million on last year. Operating cash flow was £2.5 billion
 
Basic eps of 89.5 pence was down 6% as lower exceptional income reduced basic eps by 6.1 pence. Pre-exceptional eps increased 1% to 89.4 pence
 
The board recommended a final dividend increase of 5% bringing the full year dividend to 59.2 pence per share
 
See explanatory notes section for explanation of the use of non-GAAP measures.
 
 
 
Ivan Menezes, Chief Executive, commenting on the results said:
 
 
"This is a good set of results delivering what we set out to achieve this time last year and demonstrating our momentum.
 
This better performance reflects the work we have done to strengthen our big brands through marketing and innovation, as well as expanding our distribution reach. Our six global brands and our US spirits business are all back in growth and we have seen a significant improvement in the performance of our scotch and beer portfolios. The delivery of volume growth; organic margin expansion; increased free cash flow; and the disposal of £1bn in non-core assets, comes from Exaim to improve the role of alcohol in society, partner with our communities and reduce our environmental impact.
These results position us well to deliver a stronger performance in F17. We are confident of achieving our objective of mid-single digit top line growth, and in the three years ending F19 delivering 100bps of organic operating margin improvement.”
 
 
Key financial information
For the year ended 30 June 2016
Summary financial information
 
 
 
 
2016
2015
Organic growth
%
Reported growth
%
Volume
EUm
 
246.4
246.2
1
-
Net sales
£ million
 
10,485
10,813
3
(3)
Marketing
£ million
 
1,562
1,629
(2)
(4)
Operating profit before exceptional items
£ million
 
3,008
3,066
3
(2)
Exceptional operating items
£ million
 
(167)
(269)
 
 
Operating profit
£ million
 
2,841
2,797
 
2
Share of associates and joint ventures profit after tax
£ million
 
221
175
 
26
Exceptional non-operating items
£ million
 
123
373
 
 
Net finance charges
£ million
 
327
412
 
 
Tax rate
%
 
17.4
15.9
 
9
Tax rate before exceptional items
%
 
19.0
18.3
 
4
Profit attributable to parent company’s shareholders
£ million
 
2,244
2,381
 
(6)
Basic earnings per share
pence
 
89.5
95.0
 
(6)
Earnings per share before exceptional items
pence
 
89.4
88.8
 
1
Recommended full year dividend
pence
 
59.2
56.4
 
5
 
 
 
 
 
 
Exceptional items (for further details see notes 3)
 
 
 
2016
 
 
 
 
£ million
Operating items before taxation
 
 
 
 
Impairment of Ypióca
 
 
 
(118)
Disengagement agreement relating to USL
 
 
 
(49)
Total operating items before taxation
 
 
 
(167)
 
 
 
 
 
Non-operating items before taxation
 
 
 
 
Sale of Jamaica, Singapore and Malaysia brewing businesses
 
 
 
457
Sale of wines
 
 
 
(229)
Provision for a receivable related to a loan guarantee
 
 
 
(92)
Other
 
 
 
(13)
Total non-operating items before taxation
 
 
 
123
 
 
 
 
 
 
Outlook for exchange
Using current exchange rates (£1 = $1.31; £1 = €1.19), the exchange rate movement for the year ending 30 June 2017 is estimated to favourably impact net sales by approximately £1.1 billion and operating profit by approximately £370 million, and have an adverse impact of approximately £20 million on net interest. This is primarily driven by the weakness of sterling post the EU referendum.
 
Outlook for tax
The tax rate before exceptional items for the year ended 30 June 2016 was 19.0% compared with 18.3% in the prior year. It is expected that the tax rate before exceptional items for the year ending 30 June 2017 will be 21%.
 
United Kingdom (UK) and the European Union (EU)
Following the UK’s vote to leave the EU, Diageo is working closely with government and industry bodies to ensure its views are reflected in the transition process.  Diageo welcomes the formation of a specialist international trade department, as it is important for Diageo that the UK continues to benefit from open access to the EU as well as favourable international trade agreements.
 
Net sales (£ million)
Organic net sales growth of 2.8% driven by volume and mix
 
Net sales
£ million
2015
10,813
Exchange(i)
 (172)
Disposals
 (400)
Acquisitions
 90
Volume
 131
Price/mix
 145
Asia Pacific net sales adjustment(ii)
 (122)
2016
10,485
(i) Exchange rate movements reflect the translation of prior year reported results at current exchange rates.
(ii) Diageo has reflected the full year impact of an accounting change USL made in its most recent quarterly results to account for sales by third party manufacturers on a net sales basis. See additional financial information section for more details.
Net sales declined 3.0%. Adverse impact of exchange and disposals reduced net sales by 5.3%. These movements were partially offset by organic net sales growth of 2.8% with volume growth of 1.3% and positive price/mix, primarily mix.
 
Net sales and operating profit were impacted by adverse exchange movements driven by the weakness of a number of currencies against sterling, in particular the Nigerian naira, the South African rand, the Venezuelan Bolivar, the Brazilian real and the Turkish lira, partially offset by the strengthening of the US dollar.
 
 
Operating profit (£ million)
Organic operating profit growth of 3.5%
 
Operating profit
£ million
2015
2,797
Exceptional operating items
102
Exchange
 (83)
Disposals
 (96)
Acquisitions
 22
Organic movement
 99
2016
2,841
 
Operating profit growth of 1.6% was driven by organic growth, acquisitions and lower exceptional operating charges (£167 million in 2016; £269 million in 2015). These movements were partially offset by adverse exchange and the impact of disposals.
 
 
 
Acquisitions and disposals
Acquisitions made in 2015 increased net sales in the year ended 30 June 2016 by £90 million and operating profit by £22 million, largely due to the acquisition of the remaining 50% shareholdings in Don Julio and United National Breweries.
Businesses which were disposed of in the year ended 30 June 2015, primarily Bushmills and Gleneagles, and those disposed of in the year ended 30 June 2016, the sale of wines and certain beer assets, contributed net sales of £655 million and operating profit of £121 million in the period ended 30 June 2015, and contributed net sales of £255 million and operating profit of £25 million in the period ended 30 June 2016. The year on year movement on net sales was £400 million and £96 million on operating profit.
For further details on the impact of acquisitions and disposals see explanatory notes, acquisitions and disposals.
 
Organic growth by region
 
 
 
 
 
 
 
 
 
 
 
Volume
Net sales
Marketing
Operating profit (i)
 
%
EUm
%
£ million
%
£ million
%
 £ million
North America
1
0.5
3
97
(2)
(10)
4
56
Europe, Russia and Turkey
2
0.8
4
102
5
20
6
45
Africa
9
2.3
3
34
1
1
(11)
(27)
Latin America and Caribbean
(2)
(0.4)
1
5
-
-
(1)
(2)
Asia Pacific
-
(0.1)
2
34
(12)
(42)
13
44
Corporate
-
-
13
4
(50)
(6)
(13)
(17)
Diageo
1
3.1
3
276
(2)
(37)
3
99
 
(i) Before operating exceptional items.
 
 
 
 
Operating margin (%)
Organic margin improved by 19 bps
 
 
 
Operating margin
Ppt
2015
25.87
Exceptional operating items
 0.89
Exchange
 (0.32)
Acquisitions and disposals
 0.14
Gross margin
 0.55
Marketing
 0.78
Overheads and other
 (1.14)
Asia Pacific net sales adjustment(i)
0.33
2016
27.10
(i) Diageo has reflected the full year impact of an accounting change USL made in its most recent quarterly results to account for sales by third party manufacturers on a net sales basis. It has no impact on gross profit or operating profit. See additional financial information for more details.
Operating margin improved by 123bps mainly driven by lower exceptional operating charges, a 19bps improvement in organic margin and the net sales adjustment in Asia Pacific. These movements were partially offset by an adverse exchange impact. Organic operating margin improvement was driven by favourable mix, including the return to growth in North America which drove gross margin improvement, as well as net procurement efficiencies after reinvestment in increased marketing activity. These benefits were partially offset by higher overheads driven by a year on year increase in annual incentive plan costs and inflation.
 
 
Basic earnings per share (pence)
eps before exceptional items increased from 88.8 pence to 89.4 pence
 
Basic earnings per share
pence
2015
95.0
Exceptional items (i)
(6.14)
Exchange on operating profit
(3.33)
Acquisitions and disposals
(2.97)
Operating profit excluding exchange
3.95
Associates and joint ventures
1.83
Finance charges
3.39
Tax
(1.37)
Non-controlling interests
(0.82)
2016
89.5
(i)
Exceptional items net of tax and non-controlling interests.
 
Lower exceptional income(i) (£2 million in 2016; £156 million in 2015), reduced basic earnings per share by 6.1 pence. Pre-exceptionals eps was up 0.6 pence as adverse exchange, net impact of acquisitions and disposals, a higher tax rate and the increase in non-controlling interests from higher operating profit in USL, were more than offset by organic operating profit growth, higher associate income and lower finance charges. Finance charges were lower on the fall in both net interest charge and other financing charges. Net interest charges declined from debt reduction and lower interest rates. Other finance charges dropped due to lower hyperinflation charge for Venezuela as we moved to a consolidation rate which recognised the impact of the inflation rate as well as the impact of lapping a £13 million charge in 2015 in respect of an increase in value of Zacapa related financial liabilities.
 
 
Movement in net finance charges
 
 
 
£ million
2015
 
412
Net interest charge reduction
 
(51)
Reduction in other finance charges
 
(34)
2016
 
327
 
 
 
 
2016
2015
Average monthly net borrowings (£ million)
9,245
10,459
Effective interest rate (i)
3.3%
3.5%
(i)
For the calculation of the effective interest rate, the net interest charge excludes fair value adjustments to derivative financial instruments and borrowings. Average monthly net borrowings include 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.
 
The fall in average monthly net borrowings arose from disposals proceeds and continued strong cash flow. The effective interest rate reduced in the year ended 30 June 2016 largely driven by changes in financing in USL together with the repayment of Diageo bonds with a higher interest rate.
 
 
Free cash flow (£ million)
 
 
Operating cash flow(i) was £2,548 million in 2016 a decline of £3 million on £2,551 million in 2015
Free cash flow was £2,097 million in 2016 an increase of £134 million
 
Free cash flow
£ million
2015
1,963
Capex
137
Exchange (ii)
(83)
Operating profit (iii)
152
Working capital
(170)
Interest and tax
93
Other (iv)
5
2016
2,097
(i)
Operating cash flow excludes capex, loans and other investments (collectively (£451) million in 2016 – (£588) million in 2015).
(ii)
Exchange - on operating profit before exceptional items.
(iii)
Operating profit excluding exchange, depreciation and amortisation, post-employment payments and non-cash items but including operating exceptional items.
(iv)
Other items include post-employment payments, dividends received from associates and joint ventures, loans and other investments.
 
Free cash flow improved £134 million driven by lower capex, increased operating profit before exchange, and lower interest payments. The negative working capital movement was driven by the year on year comparison to a significant reduction in receivables in 2015. This was partially offset by a favourable movement on inventory and payables.
 
Return on average invested capital (%)(i)
ROIC decreased 22bps
 
Return on average invested capital(i)
ppt
2015
12.3
Exchange
(0.62)
Acquisitions and disposals
(0.16)
Operating profit excluding exchange
0.47
Associates and joint ventures
0.14
Non-controlling interests
(0.08)
Other
0.03
2016
12.1
(i)
ROIC calculation excludes exceptional items.
 
ROIC before exceptional items decreased 22bps driven mainly due to the adverse impact of exchange which was partially offset by the increased return from growth in operating profit and income from associates.
Notes to the business and financial review
 
 
Unless otherwise stated:
 
commentary below refers to organic movements
volume is in millions of equivalent units (EUm)
net sales are sales after deducting excise duties
percentage movements are organic movements
share refers to value share
GTME refers to Global Travel Asia and Middle East
 
 
 
 
BUSINESS REVIEW
For the year ended 30 June 2016
North America
 
North America delivered net sales growth of 3%, following the expected strong performance in the second half in US Spirits. Full year depletion and net sales growth in US Spirits was 3%. Growth in North American whiskey, scotch and tequila drove positive mix. North American whiskey, with net sales up 6%, was the main driver of net sales growth as Crown Royal and Bulleit continued to gain share in the category. Performance of Smirnoff and Captain Morgan improved, with net sales up 2% for both brands. In scotch, Johnnie Walker and Buchanan’s both performed well, with net sales up 7% and 9%, respectively. Reserve brands performance also improved, with net sales up 5%, driven by Johnnie Walker reserve variants, Bulleit, Don Julio and Ketel One vodka. Elsewhere in the region DGUSA net sales grew 1%, with growth in ready to drink offsetting a decline in beer, and in Canada net sales were up 4%. Marketing in North America was down 2% as a result of procurement efficiencies and more focused spend on innovation. Operating margin increased 39bps for the year, as improvement in gross margin and lower marketing more than offset higher overheads.
 
 Key financials £ million:
 
2015
FX
Acquisitions
and
disposals
Organic movement
2016
Reported movement
%
 Net sales
3,455
172
(159)
97
3,565
3
 Marketing
542
23
(14)
(10)
541
-
 Operating profit before exceptional items
1,448
77
(30)
56
1,551
7
 Exceptional operating items
(28)
 
 
 
-
 
 Operating profit
1,420
 
 
 
1,551
9
 
 
 
 
 
 
 
 
Markets:
 
 
 
 
 
 
Organic
Reported
Organic
Reported
 
 
volume
volume
net sales
net sales
 
 
movement
movement
movement
movement
 
 
%
%
%
%
 
 North America
1
(1)
3
3
 
 
 
 
 
 
 
 US Spirits
1
(1)
3
4
 
 DGUSA
-
(3)
1
5
 
 Canada
2
2
4
(5)
 
 
 
 
 
 
 
 Spirits
1
1
3
8
 
 Beer
(3)
(7)
(2)
(2)
 
 Ready to drink
4
1
5
7
 
 
 
 
 
Reported volume
movement(ii)
%
Organic net sales movement
%
Reported net sales movement
%
 
 
 Crown Royal
6
6
12
 
 
 Smirnoff
1
2
6
 
 
 Captain Morgan
3
2
6
 
 
 Johnnie Walker
-
5
10
 
 
 Ketel One vodka
2
4
10
 
 
 Cîroc
(6)
(7)
(1)
 
 
 Baileys
(2)
-
4
 
 
 Guinness
-
-
5
 
 
 Tanqueray
5
7
13
 
 
 Don Julio
30
34
42
 
 
 Bulleit
25
28
36
 
 
 Buchanan’s
3
9
16
 
 
(i)
Spirits brands excluding ready to drink.
(ii)
Reported equals organic volume movement.
 
Net sales in US Spirits were up 3%, with a 10% net sales increase in the second half following a transition to a replenishment model for innovation launches. Diageo’s North American whiskey brands accounted for half of the overall net sales growth as Crown Royal and Bulleit continued to gain share. Crown Royal net sales increased 5%, with net sales of Crown Royal Deluxe up 5% as it benefitted from the new “The One Made For A King” campaign which focused on the quality and heritage of the brand. Crown Royal Regal Apple continued to benefit from the popularity of the shot occasion and delivered a solid performance, with net sales up 15%, as it entered its second year after launch. Cîroc performance improved in the second half, as the brand benefitted from the launch of its Apple flavour. Smirnoff net sales were up 2% but it underperformed the vodka category. Growth from a more focused flavours portfolio and the newly launched Smirnoff Sourced, a blend of real fruit juice and spirit, offset a decline in Smirnoff Red which lapped last year’s brand renovation and promotional activity and continued to be impacted by a competive price environment. Performance in scotch improved as Johnnie Walker’s net sales increased 7%, largely driven by reserve variants, up 23%. Buchanan’s net sales were up 9% and share increased, as the ‘A lo Grande’ campaign enhanced the connection with hispanic consumers. Increased investment in the on-trade and focus on recruiting new consumers amongst millenials had a positive impact on Captain Morgan which gained share despite weakness in the rum category. Net sales for the brand were up 2%, largely driven by the Original Spiced variant and Cannon Blast, which proved to be popular in the shot occasion. Don Julio, with net sales up 34%, was the fastest growing brand in the portfolio and gained share.
DGUSA net sales increased 1%, as growth in ready to drink offset a decline in beer. In ready to drink the launch of Smirnoff Electric and a solid performance of Smirnoff Ice, which benefitted from new flavours and packaging, drove net sales growth of 7%. Beer net sales were down 3% largely driven by a decline in Smithwick and Harp. Guinness net sales were broadly flat as the launch of Guinness Nitro IPA offset the net sales decline of Guinness American Blonde Lager, which lapped the previous year launch, and Guinness draught which continued to be impacted by a crowded craft beer segment.
Net sales in Canada increased 4%, largely driven by Crown Royal which benefitted from the launch of Crown Royal Northern Harvest Rye, rated ‘2016 world whiskey of the year’ by Jim Murray’s Whiskey Bible, distribution gains, and the ‘We Make Whisky The Canadian Way’ campaign, which highlights the brand’s quality and craftmanship. Performance in vodka and ready to drink was also good, with net sales up 2% and 6%, respectively.
Marketing reduced 2% driven by procurement efficiencies and more focused spend on innovations. Spend was also focused against the largest brands in US Spirits, with investment in Smirnoff, Crown Royal and Captain Morgan up 6%, and fast growing brands such as Don Julio, Bulleit and Buchanan’s where investment was up 16%.
 
 
Europe, Russia and Turkey
 
The region’s performance reflects momentum in Europe, strong net sales growth in Russia driven by price increases in a tough economic and exchange environment and good growth in Turkey. In Europe, net sales were up 3% with Great Britain and Continental Europe the main contributors and with share gains across the market. Baileys performed strongly driven by execution against core growth drivers, especially sampling. Guinness net sales were up 2% supported by innovations from ‘The Brewers Project’ and Tanqueray grew net sales double digit in most countries across Europe. Reserve brands continued to perform well also growing double digit. In Russia, price increases led to net sales increase of 27% while volume was down 9%, with share gains in rum but share losses in scotch in the face of increased competition. In Turkey net sales were up 6% driven by Johnnie Walker underpinned by steady growth in raki at 3%. Gross margins were up in both Europe and Russia. Overall region operating margins improved by 51bps. In Europe procurement savings offset increased marketing and overheads leaving margin improvement in Russia to drive the region’s increase.
 
 Key financials £ million:
 
2015
FX
Acquisitions
and
disposals
Organic movement
2016
Reported movement
%
 Net sales
2,617
(87)
(88)
102
2,544
(3)
 Marketing
388
1
(5)
20
404
4
 Operating profit before exceptional items
804
(24)
(24)
45
801
-
 Exceptional operating items
(20)
 
 
 
-
 
 Operating profit
784
 
 
 
801
2
 
 
 
 
 
 
 
 
Markets:
 
 
 
 
 
Organic
Reported
Organic
Reported
 
volume
volume
net sales
net sales
 
movement
movement
movement
movement
 
%
%
%
%
Europe, Russia and Turkey
2
-
4
(3)
 
 
 
 
 
 Europe
4
-
3
(2)
 Russia
(9)
(12)
27
(12)
 Turkey
(2)
(2)
6
(7)
 
 
 
 
 
 Spirits
2
1
6
-
 Beer
2
-
-
(2)
 Ready to drink
2
2
(3)
(2)
 
 
 
 
 
 
Global giants and local stars(i):
 
Reported
Organic
Reported
 
volume
net sales
net sales
 
movement(ii)
movement
movement
 
%
%
%
 Guinness
4
2
1
 Johnnie Walker
3
7
3
 Smirnoff
-
1
-
 Baileys
5
9
6
 Yenì Raki
1
4
(9)
 Captain Morgan
8
9
5
 JeB
(3)
(4)
(6)
(i)
Spirits brands excluding ready to drink.
(ii)
Reported equals organic volume movement.
 
 
 
In Europe net sales were up 3%:
In Great Britain net sales were up 4%. Baileys performance accelerated with net sales up 11% driven by increased off-trade visibility and on-trade activation. Smirnoff net sales were up 1% supported by a full year of the ‘We’re Open’ platform. Guinness net sales were up 1% benefitting from the Rugby World Cup activation, improved distribution and innovation successes from ‘The Brewers Project’. Tanqueray net sales grew double digit and the brand gained 2pps of share in the gin category, driven by expanding distribution with improved visibility and increased bartender advocacy. Reserve brands continued to drive profitable growth with net sales up 26% driven by Cîroc and scotch malts.
Ireland net sales were broadly flat. Guinness net sales were up 4%, driven by the continued successful innovations launched through ‘The Brewers Project’. Of these, Hop House 13 Lager has proven to be a stand out success gaining almost 3% share of lager beer in the Republic of Ireland. Other beer brands net sales declined 4% and net sales in spirits were down 1%.
In France net sales increased 3% driven by Captain Morgan which almost doubled sales and reserve brands up 8%, driven mainly by scotch malts, partially offset by weakness in Smirnoff ready to drink.
In Continental Europe net sales were up 4%:
Net sales in Iberia were up 2%. Johnnie Walker net sales grew 6% in the year and Baileys performed strongly supported by increased investment. Gordon’s net sales were also up in the growing gin category. These positive net sales performances more than offset net sales decline in JeB.
Net sales in Germany, Austria and Switzerland grew 12% driven by double digit growth in Johnnie Walker, Smirnoff, Tanqueray and Baileys. Reserve brand net sales were up 11% driven by scotch malts, Johnnie Walker and Tanqueray No. TEN.
Benelux net sales were down 1% overall in this group of countries. Performance was impacted by a significant tax increase implemented towards the end of the first half in Belgium. As a result, the spirits market in Belgium has seen a significant decline through the second half which led to a 26% net sales decline over the same period.
In Italy net sales were up 8% driven by double digit growth in scotch and gin. Johnnie Walker and scotch malts performed well with both Tanqueray and Gordon’s delivering strong growth albeit not as fast as the gin category.
In Greece, net sales were up 5% driven by route to consumer investment and focus on consistent activation.
Net Sales in Poland and the Europe Partner Markets were broadly flat.
Performance in Russia continued to be impacted by the challenged economic dynamics. Price increases were implemented to offset currency devaluation, which impacted volume, down 9% but with net sales up 27%. Diageo scotch share has declined as a result of the level of these price increases on scotch relative to the competition. Captain Morgan however continued to achieve strong share gains and net sales growth, supported by consistent execution of growth drivers and the launch of Captain Morgan white.
In Turkey net sales grew 6% and in raki, with net sales up 3%, the premiumisation trend continued with Yenì Raki and the super premium variant Tekirdağ Raki driving growth. Johnnie Walker net sales continued to be up double digit.
Marketing increased by 5% and benefitted from procurement savings resulting in an underlying investment increase of 10%. The region continues to be focused on the key growth opportunities, reserve brands, gin, beer and innovation.
  
frica
 
Net sales increased 3% with growth in all markets except Nigeria where net sales declined 15%. In East Africa, the recovery of Senator in Kenya following the duty change and double digit growth in rum and vodka led to strong net sales growth. Net sales in Africa Regional Markets grew 9%, led by beer which was underpinned by the ‘Made of Black’ Guinness campaign, innovation with Guinness Africa Special, sustained growth of Malta Guinness and the roll out of Orijin in Ghana. Vodka, particularly Smirnoff 1818, continued to be the engine of growth in South Africa. Across the region, spirits net sales grew 4%, with reserve brands up 35% on the back of Cîroc and Johnnie Walker reserve brands which benefited from the enhanced route to consumer and the launch of Johnnie Walker Green Label. Operating margin decreased 252bps due primarily to the impact of adverse mix and volume decline in Nigeria as well as weaker mix in East Africa. This was partially offset by procurement savings delivered across the region.
 
 Key financials £ million:
 
2015
FX
Acquisitions
and
disposals
Organic movement
2016
Reported movement
%
 Net sales
1,415
(102)
54
34
1,401
(1)
 Marketing
147
(11)
6
1
143
(3)
 Operating profit before exceptional items
318
(67)
(12)
(27)
212
(33)
 Exceptional operating items
(7)
 
 
 
-
 
 Operating profit
311
 
 
 
212
(32)
 
 
 
 
 
 
 
 
Markets:
 
 
 
 
 
Organic
Reported
Organic
Reported
 
volume
volume
net sales
net sales
 
movement
movement
movement
movement
 
%
%
%
%
 Africa
9
19
3
(1)
 
 
 
 
 
 Nigeria
(11)
(11)
(15)
(19)
 East Africa
25
25
16
3
 Africa Regional
 
 
 
 
 Markets
11
57
9
23
 South Africa
1
5
5
(6)
 
 
 
 
 
 Spirits
2
2
4
(7)
 Beer
20
39
11
9
 Ready to drink
(37)
(23)
(43)
(35)
 
 
 
 
 
 
Global giants and local stars(i):
 
Reported
Organic
Reported
 
volume
net sales
net sales
 
movement(ii)
movement
movement
 
%
%
%
 Guinness
6
6
1
 Malta Guinness
14
13
10
 Tusker
(15)
(11)
(27)
 Senator
151
157
134
 Harp
(23)
(26)
(28)
 Johnnie Walker
(10)
1
(7)
 Smirnoff
6
12
(4)


(i)
Spirits brands excluding ready to drink 
(ii)
Reported equals organic volume movement.
 
 
 
In Nigeria, net sales declined 15% due primarily to Orijin lapping the successful launch last year and now competing with ‘me too’ brands. The introduction of new formats at compelling price points, brand equity building through the ‘Live Orijinal’ campaign and the recruitment of new consumers with Orijin Zero have stabilised the brand. In beer, distribution expansion, higher brand equity driven by the ‘Made of Black’ campaign, robust activation during the broadcast sponsorship of Barclay’s Premier League and innovation with Guinness Africa Special led to the growth of Guinness. Malta Guinness also grew, with net sales up 15%, on the back of ‘You vs’ brand campaign and increased distribution particularly into the off-trade. The business continued to broaden its portfolio in the value lager segment with brands such as Satzenbrau offsetting the decline in Harp. Beer net sales grew 8%.
In East Africa, net sales increased 16% driven by double digit growth in beer, spirits and ready to drink. Senator grew in Kenya following the roll back of the duty increase early in the year and momentum was sustained throughout the year. This more than offset the decline in Tusker, which was impacted by the duty increase in Kenya and currency volatility in the markets, resulting in 17% net sales growth in beer. Mainstream spirits grew 26% led by Kenya Cane and Kane Extra, together with innovation such as Kenya Cane Coconut and Chrome vodka. The improved route to consumer, with deepening mainstream outlet coverage, continued to drive growth in this segment. Reserve brands grew 24% following enhanced distribution and activation supported by brand ambassadors. Ready to drink was up 14% as Smirnoff Ice Double Black and Guarana grew with positive gearing driven by price increase.
In Africa Regional Markets, net sales grew 9% reflecting the strong growth in Cameroon, Ghana and Ethiopia. Ghana net sales growth accelerated to 30% due to the launch of Orijin Bitters and ready to drink variants. Beer, driven by Guinness, was up 9% as activation and promotion was stepped up behind the ‘Made of Black’ campaign and Guinness Africa Special was rolled out. In Cameroon, net sales growth of 12% was driven largely by good performance in beer coupled with double digit growth in spirits and ready to drink categories. In Ethiopia, net sales grew 8% with Malta Guinness up 71%. This more than offset the slight decline in Meta as competition intensified. A number of interventions were made, including relaunching Meta in November and introducing Azmera in April 2016 to recruit value oriented consumers. Markets continued to benefit from the enhanced route to consumer and capability builds, including the adoption of a sales force automation tool. Angola net sales declined 65% due to the macroeconomic headwinds and inventory reduction in view of weakening consumer demand and weaker currency.
South Africa grew 5% driven by 13% growth in vodka led by Smirnoff 1818. Overall, scotch sales were flat reflecting the weaker performance of Bell’s, White Horse, JɛB and Black and White due to increased competition in this price sensitive consumer segment. This was offset by 9% growth in Johnnie Walker across key variants such as Johnnie Walker Red Label, Johnnie Walker Black Label, Johnnie Walker Gold Label Reserve and Johnnie Walker Green Label which was launched in the second half of the year.
Marketing was up 1% in the region with investment prioritised behind the biggest growth opportunities with proven sales drivers. In Nigeria, marketing declined in line with net sales, with spend focused on the Guinness and Orijin brands. East Africa up-weighted investment on mainstream spirits and value beer, notably in Kenya Cane and Senator. In Africa Regional Markets, the innovation, marketing campaigns and activation programmes behind Guinness and Malta Guinness contributed to the increase in marketing. South Africa maintained spend in Smirnoff to build scale and increased investment behind Johnnie Walker.
 
Latin America and Caribbean
 
Net sales grew 1% in LAC. Growth in Mexico, Colombia and the domestic markets of West LAC was partially offset by the decline in Brazil, travel retail and the export channels. In Brazil, performance was impacted by subdued consumer confidence, a tax increase and significant slowdown in the travel retail channel, which resulted in a 7% decline in net sales. Performance in Mexico and Colombia was strong with net sales up 10% and 28% respectively, led by scotch and vodka. Currency weakness and lower underlying demand continued to impact the West LAC export channels. Diageo’s strategy in LAC is to expand our leadership position in scotch and broaden our portfolio. Scotch net sales grew 2%, led by Buchanan’s and Black and White, with share gains in most markets. Net sales of Johnnie Walker declined with weakness in PUB and West LAC partially offset by strong growth in Mexico and Colombia. Vodka net sales grew 8% driven primarily by growth in Mexico, Colombia and the domestic markets in West LAC. Don Julio gained share supported by increased activity to build brand awareness and drive recruitment in Mexico. Gross margin improved, benefitting from mix as well as procurement savings across logistics and production. This was offset by higher overheads resulting in operating margin decline of 39bps.
 
 Key financials £ million:
 
2015
FX
Acquisitions
and
disposals
Organic movement
2016
Reported movement
%
 Net sales
1,033
(134)
(41)
5
863
(16)
 Marketing
194
(26)
(1)
-
167
(14)
 Operating profit before exceptional items
263
(57)
(5)
(2)
199
(24)
 Exceptional operating items (i)
(5)
 
 
 
(118)
 
 Operating profit
258
 
 
 
81
(69)
(i) The impairment of Ypióca in 2016.
 
 
 
 
 
 
 
Markets:
 
 
 
 
 
 
Organic
Reported
Organic
Reported
 
 
volume
volume
net sales
net sales
 
 
movement
movement
movement
movement
 
 
%
%
%
%
 
 Latin America and
 
 
 
 
 
 Caribbean
(2)
(5)
1
(16)
 
 
 
 
 
 
 
 PUB
(5)
(5)
(9)
(27)
 
 Colombia
9
9
28
-
 
 Mexico
10
19
10
7
 
 West LAC
(2)
(17)
(3)
(20)
 
 Venezuela
4
3
173
(69)
 
 
 
 
 
 
 
 Spirits
(2)
(2)
1
(12)
 
 Beer
23
(41)
14
(60)
 
 Ready to drink
(11)
(12)
-
(20)
 
 
Global giants and local stars(i):
 
 
Reported
Organic
Reported
 
 
volume
net sales
net sales
 
 
movement(ii)
movement
movement
 
 
%
%
%
 
 Johnnie Walker
(8)
(4)
(15)
 
 Buchanan’s
(5)
9
(7)
 
 Smirnoff
-
6
(19)
 
 Old Parr
(15)
(1)
(17)
 
 Baileys
(3)
(1)
(14)
 
 Ypióca
(6)
(6)
(28)
 
 Black and White
48
63
34
 
()
Spirits brands excluding ready to drink.
()
Reported equals organic volume movement except for Smirnoff 4%.
 
In Paraguay, Uruguay and Brazil (PUB), net sales declined 9%. In Brazil, net sales were down with declines in scotch, vodka and cachaça, driven primarily by the slowing economy, a tax increase in December 2015, currency volatility and a slowdown in the duty free channel. Despite the challenging operating environment, the business gained share in scotch, delivered through Johnnie Walker and Black and White marketing campaigns. The business continued to invest behind the Smirnoff trademark in music festivals and trade activations, as well as the rejuvenation of Ypióca. Net sales in Paraguay and Uruguay declined due to reduced demand in the export and travel retail channels given currency volatility.
Colombia delivered 9% volume growth and 28% net sales increase, on the back of favourable mix and successive price increases following the currency devaluation. Scotch was the key growth driver, with double digit growth and share gains. The portfolio in Colombia continues to broaden with gin, vodka and tequila net sales growing double digit.
Mexico net sales increased 10%. Scotch was a key growth driver with net sales up 17%, reflecting strong volume growth and price increase. Buchanan’s was up 20% following the relaunch of the brand with the ‘Good versus Great’ campaign, the introduction of new packaging and strong activations around Father’s Day with ‘A Great Father A Great Day’ campaign. Similarly, Johnnie Walker net sales grew double digit on the back of 8% volume growth across core variants such as Johnnie Walker Red Label, Johnnie Walker Black Label and Johnnie Walker reserve brands including the newly launched Johnnie Walker Green Label. In mainstream scotch, Black and White net sales grew supported by expanded distribution and activation across the on and off-trade. Following the execution of the new Smirnoff strategy to build the brand’s credentials through participation in music festivals and increasing activation across the on-trade, Smirnoff net sales doubled and share increased in the last six months. Don Julio also gained share in the year reflecting the successful marketing campaign, activation and higher brand awareness.
West LAC net sales declined 3% primarily due to weakness in the export channels. Domestic markets’ net sales were stable with growth in Peru, Chile and Jamaica offset by a decline in Central America and Caribbean. In Peru, net sales grew 16%, led by increases in Johnnie Walker Red Label, Johnnie Walker Black Label and Old Parr, underpinned by the marketing campaigns and activations around gifting for Christmas and Father’s Day. Scotch was also a key engine behind Chile’s net sales growth of 9%. Johnnie Walker Red Label and mainstream scotch such as VAT 69, Old Parr and White Horse grew following distribution expansion as well as improved trade visibility. Central America and Caribbean net sales contracted 4% given currency volatility across the market.
In Venezuela, volume increased 4% driven primarily by strong growth in rum as the business resumed production of local spirits following the stabilisation of glass supply. This was offset by the decline in scotch as access to foreign currency remains constrained. Net sales grew significantly faster as the business increased prices in a high inflation environment and transacted some scotch sales in sterling.
Marketing increased broadly in line with net sales. Spend in Brazil was reduced in view of the weaker economic outlook. Mexico increased spend by 9%, investing behind Smirnoff and scotch to build brand equity and enhance activations. In Colombia, incremental spend was invested behind Johnnie Walker, Buchanan’s and Smirnoff ready to drink to support the Smirnoff Ice Green Apple flavour launch.
 
Asia Pacific
 
Net sales in Asia Pacific grew 2% as a result of growth in India, South East Asia and Australia. In China, Chinese white spirits grew while scotch declined and the shift towards lower ABV products in Korea led to a decline in net sales. Global Travel Asia and Middle East business declined primarily due to the geopolitical developments in the Middle East. The changes made to improve performance in USL led to net sales growth of 5% in India, largely driven by growth in IMFL whisky and scotch. Net sales in South East Asia grew 16% as the inventory reduction experienced last year ended. Australia net sales grew 2% driven by scotch and Guinness. Reserve brands net sales grew 4% largely driven by the strong performance of Shui Jing Fang in China and Johnnie Walker in South East Asia. Margin improved 176bps as a result of reducing marketing in India with the termination of USL related party agreements, and for Johnnie Walker Black Label and Johnnie Walker Blue Label in China. The sale by USL of United Breweries Limited shares also contributed to operating margin expansion.
 
 Key financials £ million:
 
2015
FX
Acquisitions
and
disposals
Organic movement
Asia Pacific net sales adjustment
2016
Reported movement
%
 Net sales
2,213
(21)
(28)
34
(122)
2,076
(6)
 Marketing
344
-
(1)
(42)
-
301
(13)
 Operating profit before exceptional
 items
356
(5)
-
44
-
395
11
 Exceptional operating items (i)
(193)
 
 
 
 
(49)
 
 Operating profit
163
 
 
 
 
346
112
(i) Disengagement agreement relating to USL in 2016.
 
 
 
 
 
 
 
Markets:
 
 
 
 
 
 
Organic
Reported
Organic
Reported
 
 
volume
volume
net sales
net sales
 
 
movement
movement
movement
movement
 
 
%
%
%
%
 
 Asia Pacific
-
(3)
2
(6)
 
 
 
 
 
 
 
 India
-
(4)
5
(11)
 
 South East Asia
3
3
16
15
 
 Greater China
(5)
(5)
(2)
-
 
 Global Travel Asia and
 
 
 
 
 
 Middle East
(9)
(9)
(15)
(14)
 
 Australia
2
2
2
(5)
 
 North Asia
6
6
(5)
(6)
 
 
 
 
 
 
 
 Spirits
-
(3)
1
(7)
 
 Beer
8
8
7
4
 
 Ready to drink
(3)
(3)
(3)
(8)
 
 
 
 
 
 
 
 
Global giants and local stars(i):
 
Reported
Organic
Reported
 
volume
net sales
net sales
 
movement(ii)
movement
movement
 
%
%
%
Johnnie Walker
(4)
(2)
(2)
McDowell's
(2)
-
(16)
Windsor
(4)
(10)
(12)
Smirnoff
(4)
(7)
(9)
Guinness
8
7
4
Bundaberg
(5)
(3)
(10)
Shui Jing Fang
55
20
22
()
Spirits brands excluding ready to drink.
()
Reported equals organic volume movement except for McDowell’s 0%.
 
South East Asia net sales were up 16% as it lapped the inventory reduction last year. In Thailand performance improved after a weak first half with net sales growing in the second half as the launch of Smirnoff Midnight 100 ready to drink offset the decline in scotch, which gained share in a declining category. In Indonesia net sales increased 1% as Guinness grew due to the focus on the on-trade post regulations restricting sale of alcohol in the off-trade were introduced last year. Vietnam was impacted by the special consumption tax on imported products introduced in January 2016 resulting in a net sales decline of 35%. Reserve brands performance was strong with net sales up 27% led by Johnnie Walker Gold Label Reserve and Johnnie Walker Blue Label.
Greater China net sales were down 2%. In mainland China, scotch declined 42% as the continued weakness in premium scotch in the traditional on-trade channel resulted in distributors reducing inventory, although Diageo gained share in the super deluxe scotch segment. Chinese white spirits net sales grew 19% as growth in the second half was lower due to a tougher prior year comparison. In Taiwan net sales grew 8% driven by growth in Johnnie Walker.
India net sales were up 5%, driven by the premiumisation strategy with good growth in Prestige and above brands and popular brands net sales flat. Royal Challenge and McDowell’s No. 1 were relaunched during the year performed and contributed to growth with Royal Challenge net sales up 54%. Scotch grew 17% as Black Dog grew 23% and Johnnie Walker grew 22% with strong performance in Johnnie Walker Black Label, Johnnie Walker Red Label and Johnnie Walker Blue Label. The integration of Diageo´s brands into USL has created an exceptionally strong brand portfolio in India that participates across all price tiers in the IMFL and imported spirits segments. As a result of the focus on route to consumer, 20% of outlets are now meeting ‘perfect outlet’ standards driving recruitment and brand building. Gross margin improved 99bps with the growth of prestige and above brands driving positive mix and productivity initiatives that reduced the cost of goods sold. Operating margin improved 702bps as a result of gross margin improvement, lower marketing and the sale by USL of United Breweries Limited shares.
Global Travel Asia and Middle East net sales declined 15% largely driven by the Middle East where net sales declined 20% as geopolitical developments led to weak performance in the domestic and travel retail business. Global Travel Asia net sales declined 7% as a result of lower spend by travellers and currency volatility.
Australia net sales increased 2% with growth in scotch, vodka, liqueurs and gin offsetting the decline in the ready to drink business. In rum, strong growth of Captain Morgan both in ready to drink and spirits categories, offset the decline in Bundaberg. Reserve brands were up 7% largely driven by Johnnie Walker, as consumers continue to premiumise within the spirits category.
North Asia net sales were down 5%. In Korea, net sales declined 10%, as Windsor suffered from increased competition in the traditional on-trade with net sales down 20% which offset growth from W-Ice, an innovation in the growing lower ABV premium whisky segment. In Japan, net sales were up 8% largely driven by scotch net sales growing 21% capitalising on the growth of the brown spirits segment.
Marketing was 12% lower driven by reductions on Johnnie Walker Black Label and Johnnie Walker Blue Label in China and India where marketing reduced as a result of termination of USL related party agreements.
 
Corporate
 
 
 Key financials £ million:
 
2015
FX
Acquisitions
and
disposals
Organic movement
2016
Reported movement
%
 Net sales
80
-
(48)
4
36
(55)
 Operating profit before exceptional items
(123)
(7)
(3)
(17)
(150)
(22)
 Exceptional operating items
(10)
 
 
 
-
 
 Operating profit
(133)
 
 
 
(150)
(13)
 
Reported corporate net sales in the year ended 30 June 2016 were £36 million, down 55% from the previous year due to the sale of the Gleneagles Hotel in June 2015. Operating charges increased due to costs related to the productivity programme, the reinvestment of the savings delivered by the organisational review announcement in January 2014, and increase in the annual incentive plan costs. These increases were partially offset by increased profit on land sales. There were no exceptional charges in respect of restructuring costs in the year.
 
 
 
 
 
 
CATEGORY AND BRAND REVIEW
 
For year ended 30 June 2016
Key categories:
 
Reported
Organic net
Reported net
 
 
volume
sales
sales
 
 
movement(iii)
movement
movement
 
 
%
%
%
 
Spirits(i)
(1)
3
(1)
 
  Scotch
(3)
-
(4)
 
  Vodka(ii)
-
1
2
 
  North American whiskey
4
6
12
 
  Rum(ii)
2
3
(3)
 
  Indian-Made Foreign Liquor (IMFL) whisky
(5)
3
(11)
 
  Liqueurs
1
3
2
 
  Gin(ii)
3
8
6
 
  Tequila
15
8
28
 
Beer
21
6
1
 
Ready to drink
(9)
(11)
(11)
 
()
Spirits brands excluding ready to drink.
()
Vodka, rum, gin including IMFL brands.
()
Reported equals organic volume movement except for IMFL (1)%, Tequila (17)%, Beer 13% and Ready to drink (13)%.
 
Scotch represents 24% of Diageo net sales and was flat in the year. Net sales grew in North America, Europe and Latin America and Caribbean driven by Johnnie Walker and Buchanan’s supported by new campaigns. Net sales declined in Africa; primarily in Angola, and in Asia Pacific driven by declines in China and Korea. The performance of Black and White was strong with net sales up 31%. Windsor net sales declined double digit in Korea due to the decline of the whisky category. Scotch reserve brands net sales grew 7% driven by strong growth in Johnnie Walker Gold Label Reserve, Johnnie Walker Blue Label and Johnnie Walker Green Label.
Vodka represents 13% of Diageo’s net sales and grew 1%. Performance of Smirnoff, the largest brand in the category, improved growing 2%. Ketel One vodka returned to growth in the United States and Canada supported by a new campaign and pricing strategy. In addition, Cîroc performance improved from the first half driven by the success of Cîroc Apple in the United States.
North American whiskey represents 8% of Diageo’s net sales and grew 6%. Performance continued to be driven by strong growth in Crown Royal Regal Apple and Bulleit which continue to gain share in the United States.
Rum represents 7% of Diageo’s net sales and grew 3%. Captain Morgan grew 3% driven by the base variant Original Spiced rum growing 3% and the Cannon Blast launch going well in the United States. Kenya Cane, a mainstream rum in Kenya, and Zacapa also contributed to the growth.
IMFL whisky represents 5% of Diageo’s net sales and grew 3%. The relaunches of two of the biggest brands Royal Challenge and McDowell’s No. 1 drove this growth with Royal Challenge net sales up 55% due to the relaunch.
Liqueurs represents 5% of Diageo’s net sales and grew 3%. Baileys, the leading brand in this category, grew 4% due to 9% growth in its biggest market, Europe. The key growth drivers were on premise visibility, focused media content and sampling.
Gin represents 3% of Diageo’s net sales and grew 8%. Tanqueray was the largest contributor growing double digit, followed by Gordon’s.
Tequila represents 1% of Diageo’s net sales and grew 8%. The performance was driven by continued double digit growth of Don Julio in its biggest market, the United States.
Beer represents 18% of Diageo’s net sales and grew 6% driven by strong performance in Africa where net sales grew 11%. Key contributors were East Africa and Nigeria. Strong growth of Senator following the excise duty remission grew sales in East Africa. In Nigeria, Malta Guinness, Pilsner and value brand Satzenbrau delivered a strong performance. Europe grew 2% on Guinness driven by the effectiveness of the ‘Made of More’ advertising campaign, innovations like Hop House 13 lager from ‘The Brewers Project’ and strong activation around the Rugby World Cup.
Ready to drink represents 6% of Diageo’s net sales and declined 11%. This was largely driven by the decline in Orijin in Nigeria. The decline was partially offset by a good performance in Smirnoff Ice flavours in the United States driven by new marketing programmes and the launch of Orijin in Ghana and Cameroon. In Thailand, the Smirnoff Midnight 100 launch continued to progress well.
 
Global giants, local stars and reserve(i):
 
Reported
Organic
Reported
 
 
volume
net sales
net sales
 
 
movement(ii)
movement
movement
 
 
%
%
%
 
Global giants
 
 
 
 
Johnnie Walker
(4)
1
(3)
 
Smirnoff
1
2
-
 
Baileys
2
4
3
 
Captain Morgan
4
3
5
 
Tanqueray
11
12
15
 
Guinness
4
4
2
 
Local stars
 
 
 
 
Crown Royal
5
6
11
 
Yenì Raki
1
4
(9)
 
Buchanan’s
(2)
10
1
 
JeB
(6)
(9)
(12)
 
Windsor
(4)
(10)
(12)
 
Old Parr
(13)
1
(14)
 
Bundaberg
(6)
(3)
(10)
 
Bell's
-
(1)
(10)
 
White Horse
(11)
6
(15)
 
Ypióca
(6)
(6)
(28)
 
Cacique
25
9
(24)
 
McDowell's
(2)
-
(16)
 
Shui Jing Fang
55
20
22
 
Reserve
 
 
 
 
Scotch malts
8
7
6
 
Cîroc
(2)
(3)
2
 
Ketel One vodka
4
4
10
 
Don Julio
25
18
40
 
Bulleit
27
29
36
 
()
Spirits brands excluding ready to drink.
()
Reported equals organic volume movement except for White Horse (9)%, Don Julio (13)% and McDowell’s 0%.
 
Global Giants represent 40% of Diageo net sales and grew at 3%.
Johnnie Walker net sales grew 1% due to reserve brands growing 10% driven by Johnnie Walker Gold Label Reserve, Johnnie Walker Blue Label and Johnnie Walker Green Label. Europe and North America were the largest contributors with 7% and 5% growth, respectively. In Latin America and Caribbean, double digit growth in Mexico and Colombia was more than offset by decline in Brazil. In Asia Pacific, double digit growth in India and South East Asia was offset by declines in the Middle East, Global Travel and China.
Smirnoff net sales grew 2%, as it returned to growth in the United States, the biggest market, where net sales were up 2%. In Europe, performance improved versus the first half and net sales grew 1%. South Africa and Mexico also delivered strong growth on Smirnoff growing double digit.
Baileys net sales grew 4%, driven by 9% growth in Europe with the brand growing double digit in Great Britain, Iberia, Germany and Austria.
Captain Morgan net sales grew 3% due to a strong performance in Europe and Russia. In the United States net sales grew 2% and it gained share in the category driven by increased on premise activity and the launch of Captain Morgan Cannon Blast.
Tanqueray net sales grew 12% with Europe and North America accounting for more than two thirds of the growth. All other regions also delivered strong growth.
Guinness net sales grew 4%. In Nigeria net sales grew 3% driven by the success of the ‘Made of Black’ campaign and activation against the football viewing occasion. In Cameroon and Ghana net sales increased double digit. Guinness also gained share and increased net sales in Great Britain and Ireland supported by the ‘Brewers Project’ innovations.
 
Local Stars represent 19% of net sales and grew 3%, due to Crown Royal in North America growing 6% and Buchanan’s up 10%, largely in North America and Mexico. Growth in Yenì Raki in Turkey and Shui Jing Fang in China largely offset the declines in Windsor in Korea and JeB.
 
Reserve brands represent 15% of net sales and grew 7%. The return to growth in the second half was a result of the improved performance of Cîroc driven by the success of Cîroc Apple in the United States. Scotch reserve brands grew 7% with Johnnie Walker driving the growth particularly in the United States where it grew 23% and scotch malts growing 7%. Bulleit continued its strong growth with net sales 29%. Net sales of Shui Jing Fang were up 20% and Tanqueray No. TEN grew 26%.
 
In Africa there are four local beer brands Senator, Malta Guinness, Tusker and Harp. Their performance is covered in the Africa section.
 
 
 
 
ADDITIONAL FINANCIAL INFORMATION
For the year ended 30 June 2016
 
INCOME STATEMENT
 
 
2015
Exchange
(a)
Acquisitions and disposals
(b)
Organic movement(ii)
Reclassifi-
cation(iii)
2016
 
£ million
£ million
£ million
£ million
£ million
£ million
Sales
15,966
(360)
(362)
397
-
15,641
Excise duties
(5,153)
188
52
(121)
(122)
(5,156)
Net sales
10,813
(172)
(310)
276
(122)
10,485
Cost of sales(i)
(4,585)
68
200
(56)
122
(4,251)
Gross profit
6,228
(104)
(110)
220
-
6,234
Marketing
(1,629)
13
17
37
-
(1,562)
Other operating expenses(i)
(1,533)
8
19
(158)
-
(1,664)
Operating profit before exceptional items
3,066
(83)
(74)
99
-
3,008
Exceptional operating items (c)
(269)
 
 
 
 
(167)
Operating profit
2,797
 
 
 
 
2,841
Non-operating items (c)
373
 
 
 
 
123
Net finance charges
(412)
 
 
 
 
(327)
Share of after tax results of associates and joint ventures
175
 
 
 
 
221
Profit before taxation
2,933
 
 
 
 
2,858
Taxation (d)
(466)
 
 
 
 
(496)
Profit for the year
2,467
 
 
 
 
2,362
(i) Before exceptional operating items, see notes 3.
()
For the definition of organic movement see explanatory notes.
()
Following a review of the third party production arrangements in India it was determined to be more appropriate to ensure consistent reporting by reclassifying the excise duties payable by the third party production companies as excise duties. This change was implemented by USL in its first three months of its financial year ended 30 June 2016, and resulted in net sales for the year ended 30 June 2016 reducing by £122 million with a corresponding decrease in cost of sales. There was no impact on gross or operating profit.
 
(a) Exchange
The impact of movements in exchange rates on reported figures is principally in respect of the Nigerian naira, the South African rand, the Venezuelan bolivar, the Brazilian real and the Turkish lira, partially offset by the US dollar.
 
Venezuela is a hyper-inflationary economy where the government maintains a regime of strict currency controls with multiple foreign currency rate systems. Access to US dollar on these exchange systems is very limited. The foreign currency denominated transactions and balances of the group’s Venezuelan operations are translated into the local functional currency (VEF) at the rate they are expected to be settled, applying the most appropriate official exchange rate. For consolidation purposes, the group converts its Venezuelan operations using management’s estimate of the exchange rate that capital and dividend repatriations are expected to be realised. The consolidation exchange rate and the accounting treatment are monitored and reviewed depending on the economic and regulatory developments in the country.
 
 
The effect of movements in exchange rates and other movements on profit before exceptional items and taxation for the year ended 30 June 2016 is set out in the table below.
 
 
 
 
Gains/
(losses)
 
 
 
£ million
   Translation impact
 
 
(13)
   Transaction impact
 
 
(70)
Operating profit before exceptional items
 
(83)
   Net finance charges – translation impact
 
 
(17)
   Mark to market impact of IAS 39 on interest expense
 
(9)
   Impact of IAS 21 and IAS 39 on net other finance charges
 
2
Net finance charges
 
 
(24)
Associates – translation impact
 
 
(4)
Profit before exceptional items and taxation
 
(111)
 
 
 
 
 
 
Year ended
 
Year ended
 
30 June 2016
 
30 June 2015
Exchange rates
 
 
 
    Translation £1 =
$1.48
 
$1.57
    Transaction £1 =
$1.55
 
$1.58
    Translation £1 =
€1.34
 
€1.31
    Transaction £1 =
€1.28
 
€1.23
 
(b) Acquisitions and disposals
The impact of acquisitions and disposals on the reported figures was primarily attributable to the disposals of The Old Bushmills Distillery Company Limited on 27 February 2015, Gleneagles Hotels Limited on 30 June 2015, Desnoes & Geddes Limited (D&G) on 7 October 2015, the wine businesses in the United States and the UK Percy Fox wine business on 1 January 2016, which were partially offset by the acquisition of 50% equity interests, that the group did not own, in both Don Julio in Mexico on 27 February 2015 and a joint venture in South Africa on 29 May 2015.
 
(c) Exceptional items
Exceptional operating charges in the year ended 30 June 2016 totalled £167 million before tax, a decrease of £102 million against last year.
 
Exceptional operating charges in the year ended 30 June 2016 included an impairment charge in respect of the Ypióca brand and related tangible fixed assets and goodwill allocated to the Paraguay, Uruguay and Brazil (PUB) cash-generating unit of £62 million, £14 million and £42 million, respectively. Forecast cash flow assumptions have been reduced principally due to a challenging economic environment in Brazil and significant adverse changes in local tax regulation.
 
On 25 February 2016 the group incurred an exceptional operating charge of £49 million including a $75 million (£53 million) payment to Dr Vijay Mallya over a five year period in consideration for (i) his resignation and the termination of his appointment and governance rights and his relinquishing of the rights and benefits attached to his position as Chairman and Non-Executive Director of United Spirits Limited (USL); (ii) his agreement to five-year global non-compete (excluding the United Kingdom), non-interference, non-solicitation and standstill undertakings; and (iii) his agreement that he and his affiliates will not pursue any claims against Diageo, USL and their affiliates. In addition to the amount Diageo agreed to pay Dr Vijay Mallya there was net gain of £4 million arising from the termination of certain related agreements, that were previously provided for less legal fees directly attributable to the settlement.
 
In the year ended 30 June 2015 exceptional operating charges were £269 million before tax which comprised £146 million in respect of a settlement agreement of disputes with the Korean customs authorities, £82 million in respect of restructuring programmes and an exceptional impairment charge of £41 million in respect of the group’s 45.56% equity investment in Hanoi Liquor Joint Stock Company.
 
Non-operating items in the year ended 30 June 2016 were a net gain of £123 million before tax compared to a gain of £373 million before tax last year, a decrease of £250 million against last year.
 
The year ended 30 June 2016 included an exceptional gain before taxation of £457 million in respect of the sale of Diageo's 57.87% shareholding in D&G (Jamaican Red Stripe business) and a 49.99% stake in GAPL Pte Limited (Singapore and Malaysian beer businesses) to Heineken, which completed on 7 October 2015. The gain is net of a £13 million cumulative exchange loss, in respect of prior years, recycled from other comprehensive income and transaction costs of £7 million. As part of the transaction, Diageo purchased an additional 20% shareholding in Guinness Ghana Breweries Limited (GGBL) from Heineken which increased Diageo's shareholding in GGBL to 72.42%.
 
On 1 January 2016, Diageo completed the sale of the majority of its wine interests in the United States and its UK based Percy Fox businesses to Treasury Wine Estates. Together with the sale of the group’s other wine interests in the United States the transactions resulted in a loss before taxation on disposal of £191 million including an estimated provision for the settlement of a guarantee given in respect of the lease payments due to Realty Income Corporation, the lessor of the vineyards. The loss is net of an exchange gain of £12 million, in respect of prior years, recycled from other comprehensive income and transaction costs of £8 million.
 
On 29 January 2016, Diageo disposed of its interests in Argentina to Grupo Peñaflor. The transaction resulted in a loss before taxation of £38 million including a cumulative exchange loss of £20 million, in respect of prior years, recycled from other comprehensive income and other directly attributable costs of £7 million.
 
On 1 December 2015, Diageo disposed of its 42.25% equity interests in DHN Drinks, its 25% equity stake in Sedibeng Breweries Limited and its 15.01% equity stake in Namibia Breweries Limited (South African associate interests) to Heineken. The net cash consideration received was £120 million, which included the repayment of £31 million in respect of loans previously made to DHN Drinks and Sedibeng Breweries Limited. A loss before taxation of £27 million, including a £30 million cumulative exchange loss, in respect of prior years, recycled from other comprehensive income, was accounted for in the income statement.
 
On 30 September 2015, the group completed the disposal of its shareholding in Central Glass Industries Limited (CGI), a Kenyan glass bottle manufacturer, resulting in a gain before taxation of £14 million, net of £1 million transaction costs. £7 million of the gain is attributable to non-controlling interests.
 
A guarantee provided by Diageo for a loan of $135 million (£92 million) given by Standard Chartered Bank (SCB) to Watson Limited was called and $135 million paid to SCB during the year. The underlying security package for the loan remains in place. A provision of $135 million has been made. Further details are set out in note [12(a)].
 
In the year ended 30 June 2015 non-operating items included a gain of £63 million as a result of Don Julio becoming a subsidiary of the group and as part of the transaction, Diageo sold its wholly owned subsidiary, The Old Bushmills Distillery Company Limited to the Cuervo group, resulting in a gain of £174 million. A gain of £103 million arose on the increase of the group’s investment in United Spirits Limited (USL) from 25.02% to 54.78% (excluding the 2.38% interest owned by USL Benefit Trust). On 30 June 2015, Diageo completed the disposal of Gleneagles Hotel Limited to the Ennismore group resulting in an exceptional gain of £73 million. In addition a provision of £30 million was charged to the income statement in respect of a guarantee provided to a third party financial institution.
 
Cash payments in the year ended 30 June 2016 for exceptional restructuring, for the payment in respect of the Watson guarantee (reported in ‘movements in loans and other investments’ in the consolidated statement of cash flows), for disengagement agreements relating to United Spirits Limited and for thalidomide were £52 million, £92 million, £28 million and £12 million, respectively. In the comparable period the cash expenditure for exceptional restructuring, for the legal settlement in Korea, for the guarantee and for thalidomide were £117 million, £74 million, £30 million and £19 million, respectively.
 
(d) Taxation
The reported tax rate for the year ended 30 June 2016 was 17.4% compared with 15.9% for the year ended 30 June 2015. The tax rate before exceptional items for the year ended 30 June 2016 was 19.0% compared with 18.3% in the prior year. It is expected that the tax rate before exceptional items for the year ending 30 June 2017 will be 21%.
 
(e) Dividend
The group aims to increase the dividend at each half-year and the decision as to the rate of the dividend increase is made with reference to dividend cover as well as the current performance trends including top and bottom line together with cash generation. Diageo targets dividend cover (the ratio of basic earnings per share before exceptional items to dividend per share) within the range of 1.8-2.2 times. For the year ended 30 June 2015 dividend cover was 1.6 times. Beginning with the interim dividend for the year ended 30 June 2016 we slowed growth to 5% consistent with our focus on stabilising and rebuilding dividend cover. The recommended final dividend for the year ended 30 June 2016 is 36.6 pence, an increase of 5% consistent with our interim dividend. This brings the full year dividend to 59.2 pence per share and dividend cover to 1.5 times. We would expect to maintain dividend increases at roughly a mid-single digit rate until cover is back in range.
Subject to approval by shareholders, the final dividend will be paid to holders of ordinary shares and ADRs on the register as of 12 August 2016. The ex-dividend date for the holders of the ordinary shares is 11 August 2016, and 10 August 2016 for US ADR holders. The final dividend will be paid to shareholders on 6 October 2016. Payment to US ADR holders will be made on 12 October 2016. A dividend reinvestment plan is available to holders of ordinary shares in respect of the final dividend and the plan notice date is 15 September 2016.
 
MOVEMENT IN NET BORROWINGS AND EQUITY
 
Movement in net borrowings
 
 
2016
2015
 
£ million
£ million
Net borrowings at the beginning of the year
(9,527)
(8,850)
Free cash flow (a)
2,097
1,963
Acquisition and sale of businesses (b)
1,047
(306)
Proceeds from issue of share capital
1
1
Net purchase of own shares for share schemes (c)
(1)
(8)
Dividends paid to non-controlling interests
(101)
(72)
Purchase of shares of non-controlling interests (d)
(21)
-
Disposal of non-controlling interests
-
1
Net movements in bonds (e)
(1,003)
(701)
Net movements in other borrowings (f)
(233)
386
Equity dividends paid
(1,443)
(1,341)
Net increase/(decrease) in cash and cash equivalents
343
(77)
Net decrease in bonds and other borrowings
1,236
315
Exchange differences (g)
(725)
(7)
Borrowings on acquisition of businesses
-
(869)
Borrowings disposed through sale of businesses
14
-
Other non-cash items
24
(39)
Net borrowings at the end of the year
(8,635)
(9,527)
 
(a) See free cash flow table for the analysis of free cash flow.
 
(b) Acquisitions and sale of businesses include the disposal of the group’s shareholdings in D&G and GAPL on 7 October 2015 for a net cash consideration, including disposal costs, of $783 million (£510 million); the disposal of the group's equity stake in its South African associate interests on 1 December 2015 for a cash consideration of ZAR 2,517 million (£119 million), net of disposal costs; the disposal of the group’s wine interests in the United States and its UK based Percy Fox for a cash consideration of $551 million (£375 million), net of disposal costs; and the proceeds from the sale of CGI, a Kenyan glass manufacturer, for KES 3,931 million (£25 million), net of disposal costs.
In the year ended 30 June 2015 cash payments primarily comprised £1,118 million in respect of the acquisition of additional 26% investment in USL and £192 million for the 50% equity interest in Don Julio BV that it did not already own, partially offset by cash received of £391 million in respect of sale of the Whyte and Mackay Group and £456 million on the sale of equity share capital in The Old Bushmills Distillery Company Limited.
 
(c) Net purchase of own shares comprised purchase of treasury shares for the future settlement of obligations under the employee share option schemes of £47 million (2015 – £75 million) less receipts from employees on the exercise of share options of £46 million (2015 – £67 million).
 
(d) In the year ended 30 June 2016 Diageo purchased an additional 20% shareholding in Guinness Ghana Breweries Limited for £21 million.
 
(e) In the year ended 30 June 2016, the group repaid bonds of $1,500 million (£1,003 million). In the comparable period, the group repaid bonds of €1,000 million (£792 million) and $500 million (£330 million), issued bonds of €1,000 million (£791 million), and a bond of £370 million acquired on the purchase of USL was repaid using the proceeds from the sale of the Whyte and Mackay Group.
 
(f) Net movements in other borrowings are driven by the net repayment of short term commercial paper.
 
(g) Net borrowings increased because of unfavourable exchange differences primarily on the US dollar and euro denominated borrowings partially offset by a favourable movement on foreign exchange swaps and forwards.
 
 
Movement in equity
 
 
2016
 
2015
 
£ million
 
£ million
Equity at the beginning of the year
9,256
 
7,590
Profit for the year
2,362
 
2,467
Exchange adjustments (a)
875
 
(225)
Net remeasurement of post employment plans
(856)
 
113
Tax on post employment plans
166
 
(11)
Exchange recycled to the income statement (b)
51
 
88
Fair value movements on available-for-sale investments
(20)
 
20
Non-controlling interests acquired (b)
-
 
641
Purchase of shares of non-controlling interests
(21)
 
-
Disposal of non-controlling interest
(24)
 
-
Dividends to non-controlling interests
(101)
 
(72)
Dividends paid
(1,443)
 
(1,341)
Other reserve movements
(65)
 
(14)
Equity at the end of the year
10,180
 
9,256
 
(a) Movement in the year ended 30 June 2016 primarily arose from exchange gains in respect of the Indian rupee, Turkish lira, US dollar and euro.
 
(b) In the year ended 30 June 2016 exchange losses of £51 million were recycled to the income statement in respect of disposals.
In the year ended 30 June 2015 following the acquisition of majority equity stakes in USL, 50% equity interest in Don Julio and one of the group’s joint ventures in South Africa that it did not already own exchange losses of £88 million were recycled to the income statement and on the acquisition of USL a 43.9% non-controlling interest of £641 million was recognised.
 
Post employment plans
The deficit in respect of post employment plans before taxation increased by £934 million from £259 million at 30 June 2015 to £1,193 million at 30 June 2016. The increase primarily arose due to a decrease in returns from ‘AA’ rated corporate bonds used to calculate the discount rates on the liabilities of the post employment plans (United Kingdom reduced from 3.8% to 2.9% and Ireland from 2.6% to 1.4%) partially offset by a reduction in long term inflation rates (UK RPI from 3.2% to 2.8%, UK CPI from 2.2% to 1.8% and Ireland CPI from 1.6% to 1.4%). Total cash contributions by the group to all post employment plans in the year ending 30 June 2017 are estimated to be approximately £200 million.
 
DIAGEO CONDENSED CONSOLIDATED INCOME STATEMENT
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Year ended
Year ended
 
30 June 2016
30 June 2015
 
Notes
£ million
£ million
 
 
 
 
 
 
Sales
2
 
15,641
 
15,966
Excise duties
 
 
(5,156)
 
(5,153)
Net sales
2
 
10,485
 
10,813
Cost of sales
 
 
(4,251)
 
(4,610)
Gross profit
 
 
6,234
 
6,203
Marketing
 
 
(1,562)
 
(1,629)
Other operating expenses
 
 
(1,831)
 
(1,777)
Operating profit
2
 
2,841
 
2,797
Non-operating items
3
 
123
 
373
Finance income
4
 
262
 
244
Finance charges
4
 
(589)
 
(656)
Share of after tax results of associates and joint ventures
 
 
221
 
175
Profit before taxation
 
 
2,858
 
2,933
Taxation
5
 
(496)
 
(466)
Profit for the year
 
 
2,362
 
2,467
 
 
 
 
 
 
Attributable to:
 
 
 
 
 
Equity shareholders of the parent company
 
2,244
 
2,381
Non-controlling interests
 
 
118
 
86
 
 
 
2,362
 
2,467
 
 
 
 
 
 
 
 
 
 
 
 
Weighted average number of shares
 
 
million
 
million
Shares in issue excluding own shares
 
2,508
 
2,505
Dilutive potential ordinary shares
 
 
10
 
12
 
 
 
2,518
 
2,517
 
 
 
 
 
 
 
 
 
pence
 
pence
Basic earnings per share
 
 
89.5
 
95.0
 
 
 
 
 
 
Diluted earnings per share
 
 
89.1
 
94.6
 
DIAGEO CONDENSED CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
 
 
 
Year ended
30 June 2016
£ million
Year ended
30 June 2015
£ million
Other comprehensive income
 
 
 
 
  Items that will not be recycled subsequently to the income
   statement
 
 
 
 
  Net remeasurement of post employment plans
 
 
 
 
     - group
 
(851)
 
125
     - associates and joint ventures
 
(4)
 
(10)
     - non-controlling interests
 
(1)
 
(2)
  Tax on post employment plans
 
166
 
(11)
 
 
(690)
 
102
 
  Items that may be recycled subsequently to the income
   statement
 
 
 
 
  Exchange differences on translation of foreign operations
 
 
 
 
     - group
 
1,217
 
(345)
     - associates and joint ventures
 
325
 
(205)
     - non-controlling interests
 
176
 
56
  Net investment hedges
 
(843)
 
269
  Exchange loss recycled to the income statement
 
 
 
 
     - on translation of foreign operations
 
133
 
88
     - on net investment hedges
 
(82)
 
-
  Tax on exchange differences - group
 
(8)
 
30
  Tax on exchange differences - non-controlling interests
 
4
 
-
  Effective portion of changes in fair value of cash flow hedges
 
 
 
 
     - gains/(losses) taken to other comprehensive income - group
 
28
 
(40)
     - gains/(losses) taken to other comprehensive income - associates
          and joint ventures
 
3
 
(6)
     - recycled to income statement
 
(145)
 
(58)
  Tax on effective portion of changes in fair value of cash flow hedges
 
3
 
18
  Fair value movements on available-for-sale investments
 
 
 
 
     - gains taken to other comprehensive income - group
 
4
 
11
     - gains taken to other comprehensive income - non-controlling
          interests
 
4
 
9
     - recycled to income statement - group
 
(15)
 
-
     - recycled to income statement - non-controlling interests
 
(13)
 
-
  Tax on available-for-sale fair value movements
 
4
 
(4)
  Hyperinflation adjustment
 
6
 
18
  Tax on hyperinflation adjustment
 
(2)
 
-
 
 
799
 
(159)
Other comprehensive profit/(loss), net of tax, for the year
 
109
 
(57)
Profit for the year
 
2,362
 
2,467
Total comprehensive income for the year
 
2,471
 
2,410
 
 
 
 
 
 
Attributable to:
 
 
 
 
 
Equity shareholders of the parent company
 
2,183
 
2,261
 
Non-controlling interests
 
288
 
149
 
Total comprehensive income for the year
 
2,471
 
2,410
 
 
 
 
 
 
 
 
DIAGEO CONDENSED CONSOLIDATED BALANCE SHEET
 
 
 
 
30 June 2016
 
30 June 2015
 
 
Notes
 
£ million
 
£ million
 
£ million
 
£ million
 
Non-current assets
 
 
 
 
 
 
 
 
 
 
Intangible assets
 
 
12,370
 
 
 
11,231
 
 
 
Property, plant and equipment
 
 
3,881
 
 
 
3,690
 
 
 
Biological assets
 
 
10
 
 
 
65
 
 
 
Investments in associates and joint ventures
 
 
2,528
 
 
 
2,076
 
 
 
Other investments
 
 
31
 
 
 
109
 
 
 
Other receivables
 
 
46
 
 
 
46
 
 
 
Other financial assets
9
 
420
 
 
 
292
 
 
 
Deferred tax assets
 
 
298
 
 
 
189
 
 
 
Post employment benefit assets
 
 
55
 
 
 
436
 
 
 
 
 
 
 
 
19,639
 
 
 
18,134
 
Current assets
 
 
 
 
 
 
 
 
 
 
Inventories
6
 
4,579
 
 
 
4,574
 
 
 
Trade and other receivables
 
 
2,686
 
 
 
2,435
 
 
 
Assets held for sale
 
 
3
 
 
 
143
 
 
 
Other financial assets
9
 
495
 
 
 
46
 
 
 
Cash and cash equivalents
7
 
1,089
 
 
 
472
 
 
 
 
 
 
 
 
8,852
 
 
 
7,670
 
Total assets
 
 
 
 
28,491
 
 
 
25,804
 
Current liabilities
 
 
 
 
 
 
 
 
 
 
Borrowings and bank overdrafts
7
 
(2,058)
 
 
 
(1,921)
 
 
 
Other financial liabilities
9
 
(280)
 
 
 
(156)
 
 
 
Trade and other payables
 
 
(3,372)
 
 
 
(2,943)
 
 
 
Liabilities held for sale
 
 
-
 
 
 
(3)
 
 
 
Corporate tax payable
 
 
(340)
 
 
 
(162)
 
 
 
Provisions
 
 
(137)
 
 
 
(105)
 
 
 
 
 
 
 
 
(6,187)
 
 
 
(5,290)
 
Non-current liabilities
 
 
 
 
 
 
 
 
 
 
Borrowings
7
 
(8,071)
 
 
 
(7,917)
 
 
 
Other financial liabilities
9
 
(500)
 
 
 
(443)
 
 
 
Other payables
 
 
(70)
 
 
 
(69)
 
 
 
Provisions
 
 
(253)
 
 
 
(238)
 
 
 
Deferred tax liabilities
 
 
(1,982)
 
 
 
(1,896)
 
 
 
Post employment benefit liabilities
 
 
(1,248)
 
 
 
(695)
 
 
 
 
 
 
 
 
(12,124)
 
 
 
(11,258)
 
Total liabilities
 
 
 
 
(18,311)
 
 
 
(16,548)
 
Net assets
 
 
 
 
10,180
 
 
 
9,256
 
 
 
 
 
 
 
 
 
 
 
 
Equity
 
 
 
 
 
 
 
 
 
 
Share capital
 
 
797
 
 
 
797
 
 
 
Share premium
 
 
1,347
 
 
 
1,346
 
 
 
Other reserves
 
 
2,625
 
 
 
1,994
 
 
 
Retained earnings
 
 
3,761
 
 
 
3,634
 
 
 
 
Equity attributable to equity
  shareholders of the parent company
 
 
 
 
8,530
 
 
 
7,771
 
 
Non-controlling interests
 
 
 
 
1,650
 
 
 
1,485
 
 
Total equity
 
 
 
 
10,180
 
 
 
9,256
 
 
 
 
 
 
 
 
 
 
 
 
 
 
DIAGEO CONDENSED CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Equity
attributable
to parent
company
shareholders
 
 
 
 
 
 
 
 
 
 
 
Retained earnings/(deficit)
 
 
 
 
 
 
Share
capital
 
Share
premium
 
Other
reserves
 
Own
shares
 
Other
retained
earnings
 
Total
 
 
Non-
controlling
interests
 
Total
equity
£ million
 
£ million
 
£ million
 
£ million
 
£ million
 
£ million
 
£ million
 
£ million
 
£ million
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
At 30 June 2014
797
 
1,345
 
2,243
 
(2,280)
 
4,718
 
2,438
 
6,823
 
767
 
7,590
Profit for the year
-
 
-
 
-
 
-
 
2,381
 
2,381
 
2,381
 
86
 
2,467
Other comprehensive income
-
 
-
 
(249)
 
-
 
129
 
129
 
(120)
 
63
 
(57)
Employee share schemes
-
 
-
 
-
 
52
 
(58)
 
(6)
 
(6)
 
-
 
(6)
Share-based incentive plans
-
 
-
 
-
 
-
 
35
 
35
 
35
 
-
 
35
Share-based incentive plans
 in respect of associates
-
 
-
 
-
 
-
 
2
 
2
 
2
 
-
 
2
Tax on share-based incentive
 plans
-
 
-
 
-
 
-
 
4
 
4
 
4
 
-
 
4
Shares issued
-
 
1
 
-
 
-
 
-
 
-
 
1
 
-
 
1
Acquisitions
-
 
-
 
-
 
-
 
-
 
-
 
-
 
641
 
641
Change in fair value of put
 options
-
 
-
 
-
 
-
 
(9)
 
(9)
 
(9)
 
-
 
(9)
Disposal of non-controlling
 interests
-
 
-
 
-
 
-
 
1
 
1
 
1
 
 
 
1
Dividends paid
-
 
-
 
-
 
-
 
(1,341)
 
(1,341)
 
(1,341)
 
(72)
 
(1,413)
At 30 June 2015
797
 
1,346
 
1,994
 
(2,228)
 
5,862
 
3,634
 
7,771
 
1,485
 
9,256
Profit for the year
-
 
-
 
-
 
-
 
2,244
 
2,244
 
2,244
 
118
 
2,362
Other comprehensive income
-
 
-
 
631
 
-
 
(692)
 
(692)
 
(61)
 
170
 
109
Employee share schemes
-
 
-
 
-
 
39
 
(38)
 
1
 
1
 
-
 
1
Share-based incentive plans
-
 
-
 
-
 
-
 
29
 
29
 
29
 
-
 
29
Share-based incentive plans
 in respect of associates
-
 
-
 
-
 
-
 
1
 
1
 
1
 
-
 
1
Tax on share-based incentive
 plans
-
 
-
 
-
 
-
 
10
 
10
 
10
 
-
 
10
Shares issued
-
 
1
 
-
 
-
 
-
 
-
 
1
 
-
 
1
Disposal of non-controlling
 interests
-
 
-
 
-
 
-
 
-
 
-
 
-
 
(24)
 
(24)
Purchase of non-controlling
 interests
-
 
-
 
-
 
-
 
(18)
 
(18)
 
(18)
 
(3)
 
(21)
Purchase of rights issue of
 non-controlling interests
-
 
-
 
-
 
-
 
(5)
 
(5)
 
(5)
 
5
 
-
Dividends paid
-
 
-
 
-
 
-
 
(1,443)
 
(1,443)
 
(1,443)
 
(101)
 
(1,544)
At 30 June 2016
797
 
1,347
 
2,625
 
(2,189)
 
5,950
 
3,761
 
8,530
 
1,650
 
10,180
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
DIAGEO CONDENSED CONSOLIDATED STATEMENT OF CASH FLOWS
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Year ended
 
Year ended
 
 
30 June 2016
 
30 June 2015
 
 
£ million
 
£ million
 
£ million
 
£ million
Cash flows from operating activities
 
 
 
 
 
 
 
 
Profit for the year
 
2,362
 
 
 
2,467
 
 
Taxation
 
496
 
 
 
466
 
 
Share of after tax results of associates and joint ventures
 
(221)
 
 
 
(175)
 
 
Net finance charges
 
327
 
 
 
412
 
 
Non-operating items
 
(123)
 
 
 
(373)
 
 
Operating profit
 
 
 
2,841
 
 
 
2,797
Increase in inventories
 
(95)
 
 
 
(204)
 
 
(Increase)/decrease in trade and other receivables
 
(86)
 
 
 
274
 
 
Increase in trade and other payables and provisions
 
128
 
 
 
47
 
 
Net (increase)/decrease in working capital
 
 
 
(53)
 
 
 
117
Depreciation, amortisation and impairment
 
473
 
 
 
440
 
 
Dividends received
 
173
 
 
 
183
 
 
Post employment payments less amounts included in operating profit
 
(59)
 
 
 
(70)
 
 
Other items
 
(15)
 
 
 
(11)
 
 
 
 
 
 
572
 
 
 
542
Cash generated from operations
 
 
 
3,360
 
 
 
3,456
Interest received
 
174
 
 
 
183
 
 
Interest paid
 
(479)
 
 
 
(599)
 
 
Taxation paid
 
(507)
 
 
 
(489)
 
 
 
 
 
 
(812)
 
 
 
(905)
Net cash from operating activities
 
 
 
2,548
 
 
 
2,551
Cash flows from investing activities
 
 
 
 
 
 
 
 
Disposal of property, plant and equipment and computer software
 
57
 
 
 
52
 
 
Purchase of property, plant and equipment and computer software
 
(506)
 
 
 
(638)
 
 
Movements in loans and other investments
 
(2)
 
 
 
(2)
 
 
Sale of businesses