Professional Documents
Culture Documents
CCE Sustainability Report 15
CCE Sustainability Report 15
Delivering on our
commitment towards
a sustainable future
FACTSHEET 01/30
MATERIALITY ASSESSMENT
In 2014, we held a series of stakeholder
roundtables during which we discussed
our material issues and Sustainability Plan
commitments, updating the work that we
first completed in 2011.
As part of this assessment, our stakeholders
asked us to highlight and explain our most
material issues. In this years report, we include
an overview of our six most material issues,
and explain why these particular issues matter
to us, and how we are responding to them.
These issues comprise:
Wellbeing
Climate Change
Resource Scarcity
Water
Sustainable Sourcing
FACTSHEET 02/30
CEO Statement
Q. H
ow have you incorporated
stakeholder concerns into
your Sustainability Plan?
A. John Brock: Our stakeholders concerns are
aligned to our key commitment areas. Issues
such as climate change, resource scarcity and
obesity are of big concern to our stakeholders;
our revised targets reflect our goal to meet
their challenges directly. However, we know
that these issues cannot be solved by one
company alone. We need to work in partnership
to develop common solutions to problems, and
we are committed to playing our role in this.
A. Hubert Patricot: I believe that as stakeholder
expectations increase, all organizations need
to work in closer partnership with each other
in order to create the big changes required.
To be at the forefront of this movement, we will
continue to work with stakeholders in areas
where we are already active; for example,
recycling and water replenishment, and will
seek out new partnerships in order to meet
our goals. We see this shift as a positive
development which will drive increased
sustainability and performance.
Q. H
ow does the sustainability
agenda shape your business
strategy moving forward, given
the pressure that the beverage
industry is facing?
A. Hubert Patricot: Social issues, as much
as environmental issues, are driving our
sustainability agenda including the way
we report our progress and set our objectives.
In particular, our updated Sustainability Plan
commitments and our issues reporting focus
were directly influenced by the stakeholder
roundtables we held. Engaging with our
stakeholders on issues that concern them will
drive improved performance, greater employee
engagement, and stronger connections locally.
A. John Brock: Forward-thinking businesses
will be able to turn the societal and environmental
challenges we face into an opportunity. We are
proud of our environmental successes and the
revised stretch targets in our new plan, and we
want to make strides to become part of the
solution on obesity. Our portfolio has the largest
percentage of no- and low-calorie beverages
that its ever had, and weve now set a target to
get three million people moving by 2020, in line
with the Coca-Cola system commitments.
Q. W
hats next on your sustainability
journey? How will you aim to meet
your new sustainability targets?
A. John Brock: Our new targets will not be
easy to achieve but that is exactly the point.
We are responding to stakeholder expectations
and challenging ourselves to improve our
environmental and social performance. Over
the coming years, we will continue our focus
on reducing our energy and water usage and
enhancing our sustainable sourcing efforts.
We will continue to support and measure our
sustainability progress against the principles
outlined in the United Nations Global Compact.
A. Hubert Patricot: We know that we need to
accelerate our efforts and are determined to
create value from collaboration and explore
what true sustainability leadership means in
the future. Well continue to review how to
innovate further, and explore opportunities
for collaboration across our value chain.
John F. Brock
Chairman and CEO
Coca-Cola Enterprises, Inc. (CCE) (left)
Q. W
hat are the trends that
you see as shaping the future
of sustainability?
A. Hubert Patricot: Im really inspired by the
sustainability changes that have occurred in
the past 10 years, and now were beginning
to see the next evolution of what it means to
be a sustainable business. Taking a holistic
view of defining value for both shareowners
and stakeholders will be critical.
A. John Brock: The pace of change in
innovation and technology allows us to
progress even further in the future. Innovative
and technological collaboration with other
organizations will become increasingly
important for businesses as they seek to
create more sustainable products, packaging
and services. We have partnered with
OpenIDEO to crowdsource ideas to help
improve home recycling, and have been
working with partners to develop ways to
use 3D printing in our business. As technology
and our partnerships evolve, well see more
innovative solutions to sustainability.
Hubert Patricot
Executive Vice President and President,
European Group
Coca-Cola Enterprises, Inc. (CCE) (right)
FACTSHEET 02/30
Wellbeing
See Factsheets 68
Energy and
Climate Change
Sustainable
Packaging and
Recycling
Water
Stewardship
Sustainable
Sourcing
Workplace
Community
See Factsheet 26
FACTSHEET 03/30
COMMITMENT HIGHLIGHTS
10%
3 million
50%
40%
40%
INTRODUCTION
In September 2011, we launched our Sustainability Plan Deliver for
Today, Inspire for Tomorrow. We set challenging and measurable targets
which represent a significant stretch for our business.
STRATEGIC PRIORITIES
Our Sustainability Plan includes three
strategic priorities:
Deliver for Today demonstrating best
practice across all of our commitments.
Lead the Industry in areas where we believe
we can make the biggest difference:
Energy and Climate Change
Sustainable Packaging and Recycling
Innovate for the Future Driving new
opportunities for innovation, thought
leadership, collaboration and partnership.
We are proud of the progress we have made
and in some areas we have met our initial
targets ahead of schedule. But we know that
we need to go further. We have to evolve our
targets, reflecting not just the progress that
weve made, but also to ensure that we continue
to meet our stakeholders expectations.
40%
100%
SUSTAINABILITY PLAN
FACTSHEET 03/30
Our three priorities remain the same: Deliver for today, Inspire for
tomorrow, and Lead the industry. Below, we have outlined the key focus
areas in our updated Sustainability Plan, highlighting in particular where
there has been a change. These updated targets are reported against in
this years Corporate Responsibility and Sustainability Report. You will find
progress against these targets on each of the relevant factsheets, and in
our data tables. Our baseline year is 2007 unless otherwise stated.
Sustainable Sourcing
By
2020
Target
By
Carbon footprint
2020
Carbon footprint
core business
2020
Manufacturing
2020
Transportation
2020
Target
By
Cold drinks
equipment
2020
Choice calorie
reduction
2020
Renewable and
low-carbon energy
2020
Choice
availability
Ongoing
Supplier
collaboration
Ongoing
Choice portion
size
Ongoing
Nutritional
information
Ongoing
Responsible
marketing
Ongoing
Active lifestyles
Ongoing
By
Lightweighting
2020
Recycled materials
Ongoing
PET bottles
2020
Recyclability
Annual
2025
Manufacturing
Recycling
Inspiring
consumers
Packaging
innovation
Key agricultural
ingredients
Wellbeing
We will play our part to promote wellbeing by reducing calories across our
portfolio by 10 percent and enabling three million people to be active.
Community
We will make a positive difference in our communities, work with
local partners and support the active involvement of our employees.
Target
By
Social investment
Annual
Annual
Employee
volunteering
Ongoing
2020
Supporting young
people
2020
Ongoing
Ongoing
Water
We will minimize water impacts in our value chain, establish a water
sustainable operation and set the standard for water efficiency.
Target
By
Protect
2020
Reduce
2020
Replenish
2020
Value chain
2020
Workplace
We will attract, develop and motivate a highly talented and
diverse workforce within a safe and healthy workplace.
Target
By
Employee
wellbeing
2020
Workplace safety
2020
Workplace diversity
Ongoing
2025
FACTSHEET 04/30
Our Business
HIGHLIGHTS 2014
170 million
17 manufacturing
operations
WHAT WE DO
At CCE, we manufacture and distribute over
40 of the most popular beverage brands in the
world. These include Coca-Cola, Coca-Cola Life,
Diet Coke, Coca-Cola Light, Coca-Cola Zero,
Fanta and Sprite1 as well as a growing range
of water, juices and juice drinks, sports drinks,
energy drinks and ready-to-drink teas.
In 2014, we sold approximately 12 billion bottles
and cans (or 600 million physical cases) through
more than one million retail customers across
our territories, generating approximately
$8.2 billion in revenue and $1.019 billion in
operating income. We are a public company,
40
12 billion
bottles and cans sold.
Key
Regular sparkling
soft drinks
58%
N
o- and low-calorie
sparkling soft drinks
27%
1%
Juice drinks
7%
Energy drinks
2%
Sports and
functional waters
1%
Water
3%
Ready-to-drink teas
and other
1%
FACTSHEET 04/30
Territory
Key
CCE European
Headquarters
Country head offices
Bottling plants
US Headquarters
Atlanta, Georgia
Bulgaria
Shared service center
Employees2, 4
Manufacturing
sites
Carbon footprint
(tonnes CO2e)
Water
use ratio
(liters to make
1 liter product)
2,400
78,142
1.57
France5
2,650
88,580
1.22
Great Britain6
3800
337,474
1.29
Netherlands
800
91, 783
1.65
Norway
700
5,756
1.34
Sweden
800
11, 911
1.80
USA
150
4,367
n/a
Bulgaria
250
443
n/a
17
618,984
1.36
TOTAL
11,6502
A STRONG PARTNERSHIP
The Coca-Cola Company is our primary strategic partner. While beverages owned
by The Coca-Cola Company and its affiliates represent more than 90 percent of our
volume, we also distribute brands for other franchise partners, including Capri Sun.
Our people
People
11,650
employees
Our operations
employees
Operations
countries and
territories in
Western Europe
200
countries
worldwide
Consumer focus
Bottler; distributer; market
execution and innovation;
community and customer
brand marketing
1
2
3
4
5
6
7
130,600
Coca-Cola, Coke, Coca-Cola Zero, Coke Zero, Coca-Cola Life, Coke Life, Coca-Cola Light, Diet Coke, Fanta and Sprite, and the design of the Coca-Cola Contour Bottle are registered trademarks of The Coca-Cola Company.
As quoted in our 2014 10-K and Annual Report.
Reduction in amount paid in USD vs 2013 is due to foreign currency exchange fluctuations, which are noted in our 2014 10-K and Annual Report.
Rounded to nearest 50 employees (country employee figures do not include occasional workers in Norway and Sweden nor Belgian pre-pensioners.
Including Monaco.
Great Britain is our largest market and has carbon-intense electricity.
Our Carbon Footprint in Norway: In April 2013 we completed a business transformation project in Norway which included a move to recyclable and non-refillable PET bottles and a significant change to our route to market operations.
This has resulted in a significant change in emissions across our Norwegian value chain, only part of which is included within the boundaries of this carbon footprint. Additional emissions occur within our wider value chain, which we
report on as part of our Drink in your hand value chain commitment. We no longer operate a direct store delivery model and have eliminated the road kilometers associated with the collection and return of refillable packaging. Instead,
our customers now collect finished product directly from CCEs factory in Oslo for onward distribution. Any emissions associated with our customers transportation are outside of our operational control and are therefore not included in
our carbon footprint. We will continue to review the carbon impact of this change across our value chain in the future.
FACTSHEET 04/30
ST
AI
Recycling
C O 2e
We will reduce the carbon
footprint of the drink in your
hand by a third by delivering
carbon reductions throughout
e
our value C0
chain.
2
down by
99%
ERS
10
UM
se
r u
te
NS
50%
SU
CO
PP
Packaging9
CH
AN
LY
RS
CU
Customers
and consumers
1/3
Ingredients
18%
1%
Our
direct impact
6%
Distribution
Manufacturing
18%
Refrigeration
CO
NS
RE B
U S I N E S S O P E R AT I O
FACTSHEET 05/30
HIGHLIGHTS 2014
Summit
INTRODUCTION
Innovation will be critical if we are to meet the targets in our Sustainability
Plan. We know that tackling the size and scale of the issues in our value
chain will require collaboration, and that we will need to accelerate the
pace of change. We cannot do this alone and will need to work with
stakeholders to develop innovative new solutions to shared problems.
Although we have made strong steps over the past few years, we know
that we have a long way to go on our sustainability journey.
Eight
OUR STRATEGY
We are focused on collaborating with others to develop innovative solutions which will benefit
ourselves, our industry and broader society. We will do this through:
Thought leadership to explore and develop solutions to new issues and challenges.
Collaboration and engagement with suppliers, customers and other stakeholders to drive
innovation and unlock new ideas and opportunities.
Accelerating the pace of change by developing and harnessing innovation and technology.
THOUGHT LEADERSHIP
Sustainability summit
In October 2014, we hosted our Future for
Sustainability Summit in partnership with the
Financial Times, in order to generate a dialogue
around the future of business. The Summit
brought together over 250 delegates from
diverse backgrounds to explore how business
can redefine value beyond financial metrics, as
well as to examine sustainability strategies and
trends that are shaping future business models.
We hosted a number of influential business
professionals, entrepreneurs and academics,
including members of the World Economic
Forums Global Shapers program. The speaker
line-up provided insights from a range of
backgrounds including the financial, corporate,
Nearly
9/ 10
current leaders agree
However only
2 / 10
future leaders agree
FACTSHEET 05/30
CASE STUDY
OpenIDEO
Our recent online partnership with open innovation
platform OpenIDEO.com allowed us to answer the question,
How might we establish better recycling habits at home?
For three months, members of the online OpenIDEO
community submitted creative ideas to address the
challenge and inspire behavior change on recycling. Many
of the ideas were tested and prototyped during this period
with over 320 contributions received during an initial research
phase and over 200 ideas submitted for consideration by
the OpenIDEO community and a panel of recycling experts. Twenty-five ideas were then reviewed
against a set of evaluation criteria with eight selected as the best winning ideas.
We are currently working to further develop one of these ideas, a mobile phone app to help
people understand what materials are recyclable where they live. This is being done in
partnership with WRAP, the UK Governments recycling agency.
Baljinder Bansal
Associate Director,
IT Innovation
Issue sheet:
Wellbeing
How can we be part of the solution
to the challenge of obesity?
ISSUE INSIGHTS
10%
1.9 billion
Doubled
OUR COMMITMENT
Hubert Patricot
Executive Vice President and President, European Group,
Coca-Cola Enterprises
Mark Driscoll
Head of Food,
Forum for the Future
FACTSHEET 07/30
HIGHLIGHTS 2014
5.4%
56%
32%
99%
SUSTAINABILITY PLAN
COMMITMENTS
Calorie reduction
No-, low-calorie
Small packs
Labeling
Under 12
OUR COMMITMENT
We will reduce calories per liter across our portfolio of beverages
by 10 percent by 2020.3, 4
INTRODUCTION
As a manufacturer in the food and beverage industry, we understand
the role that diet, including our products, can have on health and
wellbeing. We believe all calories count, and are committed to playing
our part to help address obesity.
OUR STRATEGY
We believe choice and information are
important for consumers to be able to make
the right decisions for them and their families.
We also believe that it is critical to get more
people active in our communities. By
providing a wide variety of products, driving
awareness of our no- or low-calorie options,
and by supporting programs which get
people in our communities moving, we are
working to be part of the solution to obesity.
Our wellbeing strategy has four key priorities:
No-/low-calories We have taken steps to
broaden the choice of drinks we offer and
provide a variety of full, no- and low-calorie
options, in a wide range of packaging and
portion sizes. We will also drive awareness
of these lower-calorie options.
Nutrition information We aim to be clear
and transparent in our labeling, ensuring
clear front-of-pack Guideline Daily Amount
(GDA) labeling on all of our packages, so
that people can easily see how many
calories they are consuming.
Responsible marketing We will market
responsibly across all channels where we
sell our products. We will never market any
of our products to children under 12.
Active lifestyles We aim to get three million
people moving by 2020, by supporting
community based physical activity programs
across our countries of operation.3
This factsheet focuses on the efforts we
have made to adapt our product portfolio to
provide a choice for our customers, and to
ensure that our marketing and labeling
continues to be responsible and
transparent. For more information on our
work to encourage active lifestyles, see
Factsheet 8.
NO-/LOW-CALORIES
Calorie commitments
We have set a new commitment as part of
our revised Sustainability Plan, to reduce the
calories per liter across our portfolio of
beverages by 10 percent by 2020.3, 4 As of 2014,
we have reduced the calories in our portfolio
by 5.4 percent.
In line with this new commitment, we have also
developed targets within some of the individual
countries in which we operate. For example, the
Coca-Cola system in Great Britain was one of
the first companies to sign up to the UK
Governments Responsibility Deal in 2011, and
has voluntarily supported its calorie reduction
initiative since 2012. This led to a commitment to
reduce the calories in some of our leading soft
drinks by at least 30 percent and reduce the
average calories per liter of our sparkling drinks
by 5 percent by the end of 2014. Thus far, we
have reduced the calories in our portfolio in
Great Britain by 5.3 percent since 2012, and
aim to reduce by a further 5 percent by 2025.
In France, in conjunction with our soft drinks
association, we signed a collective charter
with the French Ministry of Agriculture and
Consumption to reduce the amount of calories
by 5 percent in the Soft Drinks category in
France by 2015. In the Netherlands, in
conjunction with The Coca-Cola Company, we
have developed a commitment to reduce the
calories in our portfolio by 10 percent between
2012 and 2020.
CHOICE
We want to encourage choice within our
portfolio, and have set new commitments which
aim to offer a no- or low-calorie alternative every
time a regular sparkling soft drink is available.
Our product portfolio is already made up of
a wide variety of products. These cover regular,
no- and low-calorie options including our core
sparkling beverages such as Coca-Cola, Fanta
and Sprite which make up 58 percent of our
CASE STUDY
Finley
NUTRITION INFORMATION
We believe in the importance of helping people
understand what is in our products so that
they can make the right choices for their lifestyle.
We have long been committed to providing
clear and transparent nutritional labeling so
that people can make informed choices about
the products they buy and consume. We have
voluntarily included ingredients and nutrition
information on the labeling of all our products
since 2003. In 2007, we led the development of
Guideline Daily Amount (GDA) labeling across
Europe and in 2013 we committed to move to the
EU Reference Intakes (RI) label. In Great Britain,
we signed up to the UK Governments voluntary,
color-coded, front-of-pack nutrition labeling
scheme in 2014 with the new labels starting
to appear on Coca-Cola products in early 2015.
We take advice from local and European
Scientific Advisory Councils and make no health
claims unless these are scientifically proven.
Information about our products is also available
through the websites, care lines and consumer
information centers operated in all the countries
where we do business. We also provide extra
information about ingredients on pack labels
to help consumers make the right personal
choices. For example, our energy drinks carry
a statement indicating that they are not suitable
for children and pregnant and breast-feeding
women, specific groups for whom caffeine is
not recommended.
Public campaigns
More recently, we have been working with
Public Health England, as part of its Change4Life
campaign, to create marketing campaigns
which will encourage consumers to try no- and
low-calorie alternatives, such as Coca-Cola
Zero, through vouchers, print-ads and in-store
point-of-sale promotions with retailers.
RESPONSIBLE MARKETING
No marketing to children under 12
We respect the role of parents and guardians
and believe that they should be able to choose
the drinks that are right for their children. Since
2009, one of our core global commitments has
been that we will not market to children under
the age of 12.
Through UNESDA, the European trade
association representing the soft drinks industry,
we have committed not to advertise in printed
media, on websites or during broadcast
programs specifically aimed at children. As
a result, we do not advertise or market any of
our products directly to children under 12. This
means that our advertisements are never
shown during childrens programing and we
do not undertake promotional activities aimed
at children under 12. We never provide free
samples to children under 12 unless an adult
or carer is present.
At CCE, we recognize the growing use of digital
and internet communications by children and
support The Coca-Cola Companys policies for
responsible marketing of our products on the
internet and via digital media. Our internet sites,
content and related technologies are designed
for visitors aged 12 or above, and we use features
and elements on our websites that appeal
predominantly to visitors over the age of 12.
FACTSHEET 07/30
CASE STUDY
Coca-Cola Life
FACTSHEET 08/30
HIGHLIGHTS 2014
1 million+
SUSTAINABILITY PLAN
COMMITMENT
3 million
OUR COMMITMENT
We will enable three million people to be physically active by investing
in grassroots programs which support active lifestyles by 2020.1
INTRODUCTION
We are aware that physical inactivity is a significant problem across
Europe, and we want to play our role in encouraging active lifestyles.
This is one of the reasons we are investing in community-based physical
activity programs across our countries of operation.
ENCOURAGING ACTIVE LIFESTYLES
IN 2014
6,300
Norway
27,000
150,000
Sweden
Cityride
Norway
Great Britain
150,000
Special Olympics
Belgium, Great Britain,
the Netherlands
ParkLives
Great Britain
Netherlands
Swimming Federation
Sweden
23,000
Belgium
700,000
France
Le Sport a Me Dit
France
In Europe, the
Coca-Cola system has
set a goal to get
10 million
Europeans moving
by 2020, through various
initiatives and local sports
programs.
OUR STRATEGY
We believe that along with providing a
balanced portfolio that offers choice for
consumers, we have a role to play in getting
more people active in their communities.
The Active lifestyle component of our
Wellbeing commitment aims to enable three
million people to be physically active by 2020,
through investing in grassroots programs
which support active lifestyles.1
We have a number of established programs
throughout our territories, and these are
covered in this factsheet. As we make
progress towards this commitment, we will
look to expand these programs and develop
new partnerships.
For more information on the Product Portfolio
element of our Wellbeing commitment, please
see Factsheet 7.
ACTIVE LIFESTYLES
At CCE, we have set a new commitment to
get three million people moving by 2020.1 As
part of this commitment, we have developed
long-standing partnerships in conjunction with
The Coca-Cola Company to support communitybased physical activity programs across our
countries of operation.
We have at least one major physical activity
program in every country where we operate.
In 2014, these included:
Special Olympics
We have a long-standing partnership with
Special Olympics, the worlds biggest sports
charity for children and adults with intellectual
disabilities, giving them the chance to get active,
learn new skills and build their confidence
through sport.
The Coca-Cola Company has sponsored the
Special Olympics for 36 years and CCE is proud
to add its support. Our partnership began in
Belgium in 1990 and extended to Great Britain
in 2010. Further partnerships were formed in
2013 in France and the Netherlands. In 2014,
we supported a variety of events in each of our
territories, in particular the European Summer
Games in Antwerp, Belgium (see case study).
CASE STUDY
Special Olympics European
Summer Games
FACTSHEET 08/30
Monique Maks
Director of
Jeugdsportfonds,
Netherlands
EXTERNAL SPOTLIGHT
Jeugdsportfonds
Taking part in sport with others is one of
the best things there is. Sport helps to build
self-esteem and enable young people to
establish contact and friendship with others.
Unfortunately, this is not always as easy as
it sounds. In the Netherlands, thousands
of young people are not able to become
members of a sports club as it is too
expensive. Together, with Coca-Cola, we
are committed to helping underprivileged
young people get more active.
Jeugdsportfonds, Netherlands
We have teamed up with The Coca-Cola
Company in a three-year agreement which
enables teenagers from low-income families
to experience the joy of playing team sports. In
2014, nearly 30,000 young people were able to
play organized sports and by 2016, the aim is
to expand the program to support 40,000
teenagers each year (see external spotlight).
JOGG, Netherlands
In Dongen in the Netherlands, where our
manufacturing operation is based, we are
working with JOGG (Youngsters of a Healthy
Weight), a community-based initiative helping
young people lead healthy lives. Together with
sports organizations, the local municipality,
schools and local companies, the scheme
develops and implements programs to
encourage healthy lives.
Puls, Norway
In Norway, in 2104, we partnered with Puls and
the Red Cross to help under-privileged young
people get more active. More than 1,700 young
people took part in activities including climbing,
dancing, football and bowling, based in four
Red Cross centers in Oslo.
Cityride, Norway
In 2013, CCE partnered with Cityride in Norway
to promote the advantages of cycling and to
encourage young people and their families to
get involved. In 2014, Cityride events took place
in 20 locations and involved 4,600 people.
Swimming Federation, Sweden
In 2013, CCE began a three-year partnership
with the Swedish Swimming Federation to
encourage exercise through swimming and
improve the nations swimming ability. The
program promotes swimming in cooperation
with local associations, giving people tips and
challenges from champion swimmers via digital
channels. In 2014, more than 27,000 people
benefited from the program.
Issue sheet:
Climate Change
How can we tackle the issue of climate change?
ISSUE INSIGHTS
2C
Rising levels
40%
OUR COMMITMENT
Nina Ekelund
Programme Director,
Haga Initiative,
Sweden
Rein de Jong
Supply Chain Operations Director,
Dongen, Netherlands,
Coca-Cola Enterprises
Im passionate about the issue of climate change. As a father, I feel that its important to leave
the planet in as good a state as it can be for our children. However, I know that everything I do
on a personal basis at home, on my way to work can be done bigger and better at our
factory in Dongen. By belonging to a company like CCE, I can make a big difference.
Im proud that at CCE we are looking at the opportunities and the longer-term picture rather than
just managing the risks. Our new target to halve the carbon footprint of our business and our
commitment to reduce the carbon footprint of the drink in your hand by a third are the right things
to do. At Dongen Im proud that we have reduced the energy that we use at the site by 19 percent
since 2007. Sometimes it means that our investments have a longer payback for example
when we look to source our energy from low-carbon or renewable sources, such as wind.
It also provides some great opportunities for collaboration. At Dongen, we are working with
our neighbor and supplier, Ardagh Glass, to capture the residual heat from their facility and
use it to power our Dongen site.
As the site director for our Dongen factory, I see first-hand the impact that climate change can
have and the risks we face as a business. For example, over the past three years, we have had
much heavier rainfall and have had to deal with issues such as flooding for the first time.
IPCC
IPCC
European Union
The New Climate Economy Report 2014
FACTSHEET 10/30
HIGHLIGHTS 2014
19%
29%
OUR COMMITMENT
We will reduce the carbon footprint of the drink in your hand by
a third by delivering carbon reductions throughout our value chain
by 2020.
INTRODUCTION
We recognize the part we must play in addressing climate change.
We want to grow a low-carbon business and inspire our customers
and suppliers to lead change for a more sustainable tomorrow.
OUR STRATEGY
618,984
SUSTAINABILITY PLAN
COMMITMENTS
1/3
50%
CONSUMERS
Ingredients
Packaging
Manufacturing
Distribution
Refrigeration
Recycling
18%
50%
8%
6%
18%
Included in
packaging2
1 We have modeled emissions for ingredients and packaging using industry average conversion factors linked to our procurement data for each raw material.
2 As a result of carbon packaging footprint methodologies.
FACTSHEET 10/30
SCOPE
1. D
irect emissions (e.g. fuel)
Carbon
dioxide
(CO2)
Nitrous
oxide
(N2O)
104,044
307
102
680
79,117
434,052
659
617,212
966
2. Indirect emissions
(e.g.electricity)
3. Related third-party
emissions (e.g. from
cold drinks equipment)
TOTAL (GHG)
TOTAL
(SCOPE)
(tonnes
CO2e)
Methane
Hydro(CH4) fluorocarbons
%
Footprint
105,1338
17%
79,117
13%
24
434,734
70%
126
680
618,984
100%
A variety of sources of energy are associated with our core business operations, all of which contribute
to our carbon footprint. Our energy use in 2014 was as follows:
MWh
Gigajoules
150,668
542,405
26,952
97,026
875
3,151
126,205
454,336
3,319
11,949
308,019
1,108,867
Indirect energy
consumption by
primary source
306,593
1,103,735
19,253
69,311
1,340,546
4,825,966
26,591
95,728
1,692,983
6,094,739
2008
2009
2010
2011
2012
2013
196,800
195,110
192,070
190,673
177,593
170,708
160,584
532,434
557,010
512,715
505,017
432,835
411,082
361,944
344,058
CCE fleet
(tonnes CO2e)
50,636
51,033
49,702
48,883
46,603
46,270
37,716
30,727
Third-party distribution
(tonnes CO2e)
85,888
85,592
94,377
94,794
106,934
99,090
90,691
79,800
7,597
6,792
9,529
8,518
8,963
9,919
9,936
10,221
873
896
858
848
773
737
661
619
2014
154,1798
FACTSHEET 11/30
HIGHLIGHTS 2014
28%
5.5%
74.14
OUR COMMITMENT
By 2020, we will manufacture every liter of product with 50 percent less
carbon emissions for every liter of product we manufacture and source
40 percent of our energy from renewable or low-carbon sources.
INTRODUCTION
In working towards a low-carbon future, weve set rigorous targets for
reducing emissions across our value chain. Within our production plants,
the focus is on making our manufacturing more energy efficient. In 2014, we
invested $59 million in new energy-efficient production lines and equipment
and $10 million in additional projects to reduce carbon emissions at our plants.
31.9g
5.31%
(2007 baseline)
CO2e
23.8g
81.69
81.87
77.24
74.14
2008
2009
2010
2011
2012
2013
2014
2020
target
SUSTAINABILITY PLAN
COMMITMENTS
50%
40%
(2014)
72.73
STRATEGY
2007
per liter
of product
Gilles Kalicki
Technical Services
Dunkerque, France
EMPLOYEE SPOTLIGHT
LED lighting project in Dunkerque.
The aim of our smart lighting project was
to optimize the lighting in our Dunkerque
manufacturing operation. This depended on
the activity in each area, the contribution of
natural light as well as the inclusion of motion
sensors installed on each LED light. The
project required close collaboration with LED
light suppliers, so that the installation could
take place without disrupting production,
providing a safe working environment, and
also ensuring the most energy efficient
solutions were selected.
Nearly 400 LED fixtures were installed to
replace 600 light fittings. The complex
installation had to be undertaken at heights
of 10-12 meters, requiring the use of aerial
work platforms and scaffolding.
I was proud to be part of the installation team.
As a result of this project, approximately
1,500 MWh are saved annually, about
7 percent of the electricity consumption of
our Dunkerque manufacturing operations.
reduction of 2,323 MWh in electricity usage,
an equivalent of 760 tonnes of CO2e in 2014
(see employee spotlight).
Packaging oven optimization
Wrapping shrink film over packs of bottles
or cans involves heating the film. Having
previously used electricity for this purpose,
were now converting our heating equipment
to gas which is less carbon-intensive. This
multi-site project continued in 2014 with packer
ovens converted at Sidcup and Edmonton in
Great Britain. Others will follow in 2015 at
Milton Keynes and East Kilbride in Great Britain,
Dongen in the Netherlands, and Marseille and
Toulouse in France. The work so far has cut the
carbon footprint of our ovens by approximately
25 percent.
CASE STUDY
CHP at Wakefield
Combined heat and power (CHP) systems can
cut carbon emissions by generating electricity
and heat from natural gas and are practical
as long as there is sufficient demand for both.
A feasibility study across our sites identified our
largest plant, Wakefield, as offering the best
opportunity for CHP. Since the CHP started in
July 2014, this equipment has delivered 4,785
MWh of electricity and 3,185 MWh of heat. This
reduced the sites carbon footprint by 770
tonnes of CO2e. On a yearly basis these figures
will double. Plans are also under way for a CHP
system at Milton Keynes in Great Britain and at
Gent in Belgium.
FACTSHEET 11/30
FACTSHEET 12/30
HIGHLIGHTS 2014
4.4%
2.5 million
$132m
26%
SUSTAINABILITY PLAN
COMMITMENT
30%
OUR COMMITMENT
We will deliver a case of product with 30 percent less carbon
emissions by 2020.
INTRODUCTION
The transportation of our products accounts for 6 percent of our carbon
footprint, making it one of the smaller contributors in our value chain.
However, it is critical that we continue to improve in this area. Delivering
our products effectively and efficiently is central to our business, and
we drive more than 102 million kilometers a year to achieve this goal.
As our business grows, we will continue to find new ways to reduce
the kilometers we drive and find new, less carbon-intensive ways of
delivering our products.
OUR STRATEGY
We focus our efforts on three key areas:
Driving less: traveling fewer kilometers by
optimizing our logistics network.
Driving greener: working with our customers
and suppliers to remove road kilometers
through techniques such as backhauling.
Collaborating with industry: promoting
alternative technologies and greater vehicle
efficiency so the industry as a whole emits
less carbon for every kilometer driven.
DRIVING LESS BY OPTIMIZING OUR NETWORK
In order to reduce our carbon emissions, we
need to make our distribution as efficient as
possible. We do this by producing our products
as close as we can to our customers, and
delivering them directly from our production
sites, rather than from external warehouses. In
addition, we collaborate with our customers and
suppliers to improve the way we deliver our
products and receive our raw materials.
In order to be able to deliver our products
directly to our customers, we have to invest
in production and storage capacity at our
manufacturing operations. At our Wakefield
plant in Great Britain, we recently opened a
$46.5 million Automated Storage and Retrieval
System (ASRS) warehouse, a 34-meter high
facility designed to hold and automatically move
30,000 pallets. The new facility has doubled our
storage capacity at the site and allows us to
deliver products directly to our customers,
saving 496,000 road kilometers by HGV trucks
and a reduction of 712 tonnes of CO2e per year.
We have also invested nearly $86 million in
similar systems at our manufacturing operations
CASE STUDY
Multi-modal transport
FACTSHEET 12/30
Electric vehicles
Electric vehicles offer environmental benefits on
regular, shorter journeys but are limited by their
carrying capacity. CCE uses them for our smaller,
inner-city routes in Paris, France and in Oslo,
Norway, and we also have a small number of
electric vehicles in our company car and van
fleet. We are also developing an EU Electric and
Plug-in Hybrid policy for new vehicles in 2015.
WORKING WITH THE INDUSTRY
We work with a number of industry groups
across our territories in order to benchmark
our progress and enhance our commitment
to low-carbon vehicles and fuels. In particular,
we are members of the Belgian Lean & Green
program and the Centre for Sustainable Freight
Transport in Great Britain. We are also working
with ADEME in France on a carbon reduction
charter, are part of the Haga emissionsreduction initiative in Sweden and are involved
in a vehicle efficiency study with Heriot-Watt
Universitys Centre for Sustainable Road Freight
in Great Britain. In a further move to change
industry practices, we now include carbonreduction criteria in our procurement systems
and the tendering process for hauliers.
Marijke Jacobs-Heefer
Senior Manager,
Customer Logistics,
Netherlands
EMPLOYEE SPOTLIGHT
Alternative fuels for transport
As a member of the Transportation Working
Group, part of my role is to research and
explore the use of alternative fuels for
transport. Over the past eighteen months
I have looked at the opportunities for two
alternative fuels biogas and biodiesel
and have worked closely with our hauliers
and truck suppliers to identify common areas
of focus. In particular, we are exploring the
use of 10 percent diesel and 90 percent gas
as well as working with a number of hauliers
to consider the use of up to 35 percent
biodiesel. It is exciting to be at the forefront of
this technology and finding new opportunities
to use it in our business.
During this time, we have also changed our route to market for some of our direct store
deliveries and full service vending operations, which accounts for more than half of the progress
we have made. To be consistent in the way we measure this commitment we will continue
to include these emissions in the targets we set. We are also restating our 2007 baseline
calculation as this was understated by 15,000 tonnes. We know that there is much more work to
do and have now revised our target to achieve a 30 percent carbon emissions reduction by 2020.
FACTSHEET 13/30
HIGHLIGHTS 2014
35%
$47m
631kg
39%
OUR COMMITMENT
We will reduce the carbon emissions from our cold drinks equipment
by an average of 50 percent by 2020.
INTRODUCTION
Our customers operate more than 545,000 items of cooling equipment
(coolers, vendors and fountain machines) supplied by CCE. Our cold
drinks equipment fleet is the third largest source of carbon emissions
in our value chain, accounting for 18 percent of the total. In the past
five years, we have invested more than $47 million in reducing these
emissions. Since 2007, we have cut the carbon impact of our cooling
equipment by more than 188,376 tonnes of CO2e, saving approximately
62,168 MWh of electricity for our customers each year.
1,032kg
(2007)
631kg
(2014)
SUSTAINABILITY PLAN
COMMITMENT
50%
OUR STRATEGY
Our cooling equipment strategy has
three priorities:
Collaborating with suppliers to purchase
new, more efficient equipment.
Fitting existing equipment with energyefficient technology during refurbishment
and at our customers premises.
Working with suppliers and other partners
to innovate and develop new cooling
technologies that can then be adopted
by the wider cold drinks industry.
NEW EQUIPMENT
New equipment that we buy and install in
our customers premises has to meet high
standards. We only purchase equipment that is
at least 40 percent more energy-efficient than
an equivalent purchased in 2000.
To save energy, we have not bought any large,
open-fronted units (OFUs) since 2010. Those
already in place have been fitted with doors,
more efficient lighting and energy management
CASE STUDY
Taking the lead in energyefficient coolers
CCE is leading the industry with a program
to introduce more energy-efficient coolers.
From September 2014, our large open-fronted
units (OFUs) will no longer be refurbished
but instead be upgraded to more energyefficient coolers including the next-generation
iCOOL range featuring energy management
technology, LED lighting and electronically
commutated (EC) fans and motors. These
advanced coolers are 70 percent more energy
efficient than standard OFUs and 40percent
more efficient than OFUs retrofitted with
doors. They are also more reliable and less
costly to maintain. In addition, they will allow
CCE to lead the industry in anticipating EU
legislation which will require all commercial
refrigeration to carry an energy-rating label
from January 2017. In 2015, we will invest
$4million to upgrade 1,280 OFUs in Great
Britain. The new iCOOL range will account
for 30 percent of our cooler purchases during
the year.
1 Our 2014 figure for HFC-free purchases is slightly lower than in 2013
(99.8 percent) as some HFC-free models were not commercially available.
FACTSHEET 13/30
EMPLOYEE SPOTLIGHT
Our LED journey
We began collaborating with our LED and
cooler manufacturers in 2006 to pioneer the
use of LED technology in our coolers. LED
lighting is ideal for use in our coolers, as it
operates best at low temperatures and does
not emit any ultra-violet rays. As a result, it
doesnt have a negative effect on the labels or
the natural colorings in our bottled products.
In addition, while a traditional fluorescent light
bulb needs to be replaced once a year, LEDs
can last the life of a cooler and consume less
electrical energy. By working with our cooler
and LED manufacturers, we have been able
to improve the technology, and its now
standard in all of our coolers.
We have also pioneered the use of push-in
tube LEDs which are higher quality and easier
to fit. Well continue to develop and take
advantage of the latest LED developments
with our suppliers while looking for new
opportunities to use technology innovations
to reduce our energy consumption.
Issue sheet:
Resource Scarcity
How can we address the issue of
resource scarcity?
The circular economy
represents a clear and proven
opportunity for businesses
around the world.5
ISSUE INSIGHTS
Circular Economy
42%
64.6%
Vision 2050
OUR COMMITMENT
Mathias Lenas
Director, Sustainable Packaging & Recycling
Coca-Cola Enterprises
Gregory Giavarina
Deputy Chief,
LInstitut de lconomie
circulaire
FACTSHEET 15/30
Sustainable Packaging
HIGHLIGHTS 2014
20%
120,320
34%
SUSTAINABILITY PLAN
COMMITMENTS
25%
OUR COMMITMENT
We will support the circular economy, use recycled and renewable
materials and recycle more packaging than we use.
INTRODUCTION
Packaging is essential to safeguard the quality of our drinks and
ensure their safe delivery to our customers and consumers. It is also
an important resource. We are committed to supporting the development
of a circular economy by ensuring that maximum value can be gained
from the use of our resources.
19,300 tonnes
Lighter
packaging
made with
recycled or
renewable
materials
means less
CO2e
Include recycled
aluminum, glass and steel in respective
packaging formats.
40%
OUR STRATEGY
We continue to evolve and innovate our
packaging in line with our commitment to
reduce the carbon footprint of the drink in
your hand by a third by 2020. Our strategy
focuses on several priorities:
100%
Support
Tonnes
Aluminum
51,469
Steel
38,670
PET
115,896
Other (primary)
23,144
45,478
Glass
Total
71,888
346,545
FACTSHEET 15/30
Thomas De Waele
Technical Packaging Manager,
Engineering
Kurt Peelman
Manager,
Procurement
EMPLOYEE SPOTLIGHT
Lightweighting large PET
Three years ago we began a project in Great Britain to lightweight our large PET contour
bottles 1.25L, 1.5L, 1.75L, 2L and 3L. Working with multiple teams across CCE, we conducted
a number of trials to ensure our products would meet technical and consumer requirements,
resulting in a thinner, lighter bottle that would still keep our products fresh and maintain their
quality. We focused on reducing the weight of the neck finish by 1.25 grams per pre-form
and lightweighting the contour bottles from 41.75 grams to 40.3 grams. As a result, we were
able to reduce our material use by 860 metric tonnes and saved 1,789 metric tonnes of CO2e.
We will continue to implement these changes in Great Britain, and to explore ways to lightweight
our large PET bottles.
CASE STUDY
Pre-form manufacture at Grigny
In June 2014, CCE announced a new
$20.8 million pre-form injection line at our
manufacturing facility in Grigny, France.
The site will now be able to produce its own
bottle pre-forms, using rPET sourced through
our Infineo joint venture. This program will
significantly reduce our carbon emissions
resulting from transportation saving
266,000 transport road kilometers and
108 tonnes of CO2e a year.
Glass
We use recycled glass in our bottles and
are working with our suppliers and waste
management companies to increase the
recycled content. Across CCE, we used
approximately 44 percent recycled glass
in our glass bottles in 2014.
Renewable material
We have also begun investigating the use
of renewable sources of PET in our packaging.
In particular, since 2009, we have used
PlantBottle packaging which is PlantPET
derived from sugar cane and molasses.
In 2014, 27.8 percent of our PET bottles were
PlantBottle, used primarily in SmartWater
in Great Britain and in 500ml Coke PET bottles
in Norway and Sweden. We will continue to
review our use of PlantPET, as well as other
renewable materials, as part of our overall
commitment in the years ahead.
Sustainably sourced cardboard
Most of the corrugated packaging we use
comes from recycled sources. However, a
small proportion of virgin fiber is still needed
for strength and this needs to be carefully
sourced. We are working with our suppliers
to gain Sustainable Forest Management
accreditation under the Forest Stewardship
Council. We have made significant progress in
this area, and aim to have all of our cardboard
and corrugated packaging FSC certified by the
end of 2015.
MAKING OUR PACKAGING RECYCLABLE
To ensure a supply of good-quality recycled
material and avoid our packaging going to
landfill, its important to design for recyclability
from the start. All our cans and our glass and
plastic bottles can be fully recycled.
FACTSHEET 16/30
Recycling
HIGHLIGHTS 2014
88%
35.3 million
27,165
99.5%
SUSTAINABILITY PLAN
COMMITMENTS
Support
Zero
Recycle
Increase
OUR COMMITMENT
We will support the development of the circular economy, use recycled
and renewable materials and recycle more packaging than we use.
INTRODUCTION
Packaging is essential to our business, but is often needlessly thrown away
and ends up in landfill. CCE is committed to supporting the development
of the circular economy, so that resources are recycled and re-used for as
long as possible, feeding back into the economy and ensuring that we can
obtain maximum value from our packaging.
OUR STRATEGY
Our recycling strategy focuses on the
following priorities:
Recycle more packaging than we use,
by championing improvements to
collection schemes and supporting the
recycling industry.
Increase packaging recovery rates by
using our brands to educate and inspire
consumers to recycle more often.
Support the wider packaging industry
to explore next-generation packaging.1
Send zero waste to landfill from our own
manufacturing operations.
Our progress
In 2011, we committed to recycle more
packaging than we use by 2020. To this
end, were working to promote recycling in
the industry, ensuring that our packaging is
recyclable, investing in recycling infrastructure
and using our brands to inspire and encourage
consumers to recycle more. As more material
is recycled, more becomes available and the
recycled content of our packaging can increase
all of which reduces our carbon footprint and
contributes to the circular economy.
We made good progress in 2014, ensuring that
the equivalent of 88 percent of the packaging
we use is recycled. This includes material
recycled through our joint venture in France
and our recycling partnership in Great Britain.
CONSUMER BEHAVIOR AND DISPOSAL
Working with our customers and other
stakeholders, we seek to raise awareness,
change peoples environmental behavior
and encourage recycling.
CASE STUDY
Carrefour Cup
FACTSHEET 16/30
CASE STUDY
Infineo 2.0
Metric
tonnes
27,165
99.5%
Recycling
Landfill
Waste to energy recovery
23,853
140
3,172
Milou Hamelers
Senior Manager,
Recycling
EMPLOYEE SPOTLIGHT
Recycling at Special Olympics
In September 2014, Antwerp hosted the
Special Olympics European Summer Games,
and this year we provided support for
recycling at the event. In addition to providing
volunteer recycling teams, who kept the sites
clean and collected and sorted the waste, we
also shared information about improving
consumer recycling in a number of ways. In
one case we featured actors in a role-play
to demonstrate to consumers how they could
become Recycling Champions. In addition,
we partnered with Fost Plus and Sita to set
up 45 recycling points in five venues to share
the recycling message with visitors. It was a
great event to be part of, and the visitors
and athletes really embraced the spirit
of recycling.
Issue sheet:
Water
ISSUE INSIGHTS
3%
WWF
1.2 billion
17%
OUR COMMITMENT
Pete Smith
Supply Chain Operations Director,
Jordbro, Sweden,
Coca-Cola Enterprises
Belinda Fletcher
Head of Food and Water,
WWF UK
1
2
3
4
WWF
The United Nations
UK Environment Agency
WWF
CCE employees helping with river replenishment on the River Cray, near our Sidcup manufacturing operations.
FACTSHEET 18/30
Water Stewardship
River replenishment work on the River Nar and the River Cray.
HIGHLIGHTS 2014
100%
8.48 million m3
$1.17m
1.36
SUSTAINABILITY PLAN
COMMITMENTS
100%
1.2
OUR COMMITMENT
We will minimize water impacts through our value chain, establish a
water sustainable operation and set the standard for water efficiency.
INTRODUCTION
Water is a precious resource, critical to our communities, our ecosystems
and the sustainability of our business. It is also the main ingredient in
our beverages and essential to our manufacturing processes and to the
key agricultural ingredients we use.
USING LESS WATER
OUR STRATEGY
As responsible stewards of water, we aim to
use as little water as possible for each liter
of beverage we produce. Our target is to use
1.2 liters of water per liter of product we make.
Our water stewardship program focuses on
four priorities:
Protecting the water sources that supply
our operations and communities.
Reducing the amount of water we use by
becoming more water-efficient.
Returning to nature the water used in our
beverages, where it is sourced from areas
of water stress, by investing in communitybased water programs.1
Minimizing water impacts in our value chain
through our sustainable sourcing programs.
This factsheet focuses on priority two
those activities that take place within our
operations. For priorities one, three and four,
see Factsheets 19 and 21.
WATER USE RATIO
PROGRESS 20072014 AND TARGET2
Liters water used to make one liter of product
1.64
1.57
1.51
1.48
1.43
2011
1.40
2012
1.36
1.36
20133 2014
1.20
2020 target
CASE STUDY
New glass bottle washer in Marseille
FACTSHEET 18/30
EMPLOYEE SPOTLIGHT
Saving water in Wakefield
As the Environment Manager at Wakefield,
I work closely with the team of 200
technicians who assess the production lines
on a regular basis and see where we can
either reduce or eliminate the use of water. In
2014, we identified three key projects, saving
a total of 23,500m3 enough water to supply
an average family household for 170 years.
The first project involved fitting a new type of
nozzle to the equipment used to rinse cans
and bottles before they are filled. The new
nozzles produce a more focused spray of
water, which allows us to have the same
quality cleaning, but using less water. For the
second project, we designed new micro filters
(a water collection and filtration system) to
filter water collected from the bottle rinsing
process before re-using it, so delivering a
75 percent reduction in water use. In the third
project, we replaced water with ionized air to
rinse our bottles. These combined projects
enabled Wakefield to improve its performance
in 2014, and we are committed to continuing
this journey.
FACTSHEET 19/30
HIGHLIGHTS 2014
100%
12%
286,000m3
SUSTAINABILITY PLAN
COMMITMENTS
Return
Minimize
OUR COMMITMENT
We will protect the future sustainability of our water sources.
Where the water used in our beverages is sourced from areas
of water stress, we will return an equivalent amount to nature
by investing in community-based water programs.
INTRODUCTION
Water is one of natures most precious resources critical to our
communities, our ecosystems and the sustainability of our business.
Although North West Europe is generally thought not to suffer from
water stress, increasingly disruptive weather patterns and the effects
of flooding are raising concerns regarding water quality, leading to
water stress, especially in more densely populated areas.
OUR STRATEGY
Being a water-sustainable operation
involves four elements:
Protecting the water sources that
supply our manufacturing operations
and communities.
Reducing the amount of water we use
by becoming more water-efficient.
Returning to nature the water used in our
beverages, where it is sourced from areas
of water stress, by investing in communitybased water programs.
Minimizing water impacts on our
value chain through our sustainable
sourcing programs.
This factsheet focuses on priorities one, three
and four those activities which take place
outside our manufacturing operations. For
more information on our activities within our
manufacturing operations, see Factsheet 18.
PROTECTING OUR WATER SOURCES
We understand the importance of protecting our
water sources and the quality of the water they
hold. Most of the water we use 77 percent or
6.5million cubic meters (m3) comes from
municipal sources and 23 percent (1.9 million m3)
from on-site wells, all of which are licensed.
As part of protecting our water for the future,
all our manufacturing operations have carried
out Source Vulnerability Assessments (SVAs).
This assesses potential risks in terms of water
quality and future availability for our business,
the local community and the wider ecosystem.
Within each catchment, SVAs evaluate local
water resource systems, past and present water
% of total
used
Municipal
6,549
77.24
Borehole
1,928
22.74
0.02
8,479
100
Rainwater Harvesting
TOTAL
Flanders
In partnership with a local NGO, Natuurpunt,
we are restoring nature in the Stappersven
Lake part of the unique 6,000-hectare nature
reserve De Zoom-Kalmthoutse Heathland Park.
This park is considered one of Europes top
nature reserves and was included in Natura
2000 a network of protected nature reserves
throughout Europe. Over the next five years, we
will be working with Natuurpunt and other local
partners to repair the local environment and
improve the habitat for local exotic wildlife.
MINIMIZING OUR VALUE CHAIN IMPACT
Around 80 percent of the total water footprint
of our products comes from our agricultural
supply chain in particular, the production
and processing of sugar and fruit juice. For
CCE, much of the sugar we use is from sugar
beet grown within our countries of operation.
In assessing the water footprint of sugar
beet production, we need to bear in mind
that a large footprint might be sustainable in
a water-rich area while a smaller footprint in
a water-scarce region could have a far greater
environmental impact. In view of these
geographical differences, weve been working
with our European sugar beet processors to
develop bespoke standards that support our
Sustainable Agriculture Guiding Principles (see
Factsheet 21).
Since 2009, we have run four water footprinting
programs to understand our impact across the
value chain. These began with projects looking
at the water footprint of a 0.5 liter PET bottle of
Coca-Cola produced in Dongen, in conjunction
with the University of Twente. These were
followed with projects to understand the water
footprint of sugar beet in 2011 with Denkstatt
and the Technical University of Vienna. In 2014,
we extended this work to understand the water
footprint of cane sugar imported into Europe
with the Water Footprint Network and Twente
University, as well as developing a further
understanding of our own water footprint, in
line with the ISO 14046 methodology. Production
processes for juice and sugar have emerged
as our water footprint hot spots. We will
continue to develop an understanding of our
water footprint in 2015 and beyond.
FACTSHEET 19/30
CASE STUDY
Replenishing water from the
River Nar to the Camargue
Issue sheet:
Sustainable Sourcing
How can we source ingredients sustainably?
ISSUE INSIGHTS
9 billion
Double
70%
36%
Global
OUR COMMITMENT
Malik Bechar
Senior Manager, Procurement,
Coca-Cola Enterprises
At Coca-Cola Enterprises, I am responsible for ensuring that our sugar is sourced sustainably.
Most of the sugar we buy comes from sugar beet grown in Europe, but a certain amount is
sourced from sugar cane thats grown mainly in developing countries. The way sugar is
harvested and produced is very different from one location to another. In Europe, our main focus
is on environmental issues working with our suppliers to reduce the use of pesticides, take up
less land and reduce the use of water. In cane-producing countries, we have a dual focus on
environmental issues and human and labor rights given that working conditions in these
countries are often less regulated than in Europe.
We recognize the impact that we have on the livelihood of farmers in developing countries, and
wish to work with our suppliers to improve local working conditions thereby helping the farming
sector to grow sustainably.
This requires collaboration on many levels. We need to work with a wide range of stakeholders
including other food and drinks companies though forums such as the Sustainable Agriculture
Initiative. We also need to work closely with sugar refiners to help them reduce their water use
and carbon footprint, and with the sugar cane growers to share best practice on sustainable
agriculture.
We have an opportunity to take the lead and set the standard for sustainable sourcing. By
meeting our responsibilities, we can help to ensure a sustainable supply of key agricultural
ingredients while providing stable livelihoods and a better environment for farmers.
FACTSHEET 21/30
Sustainable Agriculture
HIGHLIGHTS 2014
100%
SUSTAINABILITY PLAN
COMMITMENT
OUR COMMITMENT
We will work with our suppliers to ensure that we sustainably
source 100 percent of our key agricultural ingredients by 2020.
INTRODUCTION
Agriculture is at the heart of our business. Every bottle of Coca-Cola
contains agricultural ingredients that start on a farm as do many
of our other products.
100%
Sustainable Agriculture
Guiding Principles (SAGPs)
Human and workplace rights
Water management
Energy management and climate protection
Conservation of natural habitats and
ecosystems
Soil management
Crop protection
Management systems
OUR STRATEGY
The long-term availability of our key
agricultural ingredients is crucial to our
business. However, common agricultural
practices must evolve to become more
efficient and address the challenges of topsoil
loss, fresh water depletion and greenhouse
gas emissions. In our own value chain,
agriculture accounts for the largest share
of the water we use and is the third-largest
source of carbon emissions. Social challenges
for some of our commodities, including
working conditions and workplace rights,
also need to be addressed.
At CCE, we will work with The Coca-Cola
Company to sustainably source 100 percent
of our key agricultural ingredients by 2020.
At CCE, we are working with The Coca-Cola
Company to develop our approach to
sustainable agriculture and to ensure that by
2020, the global Coca-Cola system sources its
key agricultural ingredients sustainably. We
have thus far focused our work on sugar
beet and sugar cane, and will expand this to
other agricultural ingredients from 2015. For
information on how we manage sustainability
with our suppliers as a whole, please see
Factsheet 22.
SUSTAINABLE AGRICULTURE
GUIDING PRINCIPLES
At the heart of our strategy to achieve our
sustainable agriculture objectives are our
Sustainable Agriculture Guiding Principles
(SAGPs), which have been developed in
partnership with The Coca-Cola Company and
set out expectations for suppliers across 14 main
agricultural ingredients. This work is overseen
by our Sustainable Agriculture Steering Group.
Launched in 2013, our SAGPs operate in
conjunction with our Supplier Guiding Principles
(see Factsheet 22) and apply specifically to
suppliers of agricultural ingredients.
The principles set out what we mean by
sustainable sourcing and include standards
and criteria that suppliers will be expected
to meet in terms of human and workplace
rights, the environment and sustainable farm
management practices. Having shared our
SAGPs with our sugar beet and sugar cane
suppliers, we are now working with them to
develop plans to ensure that we can jointly meet
these principles by 2020. Validating compliance
to our SAGPs will be done through the use of
third-party standards, such as the Sustainable
Agricultural Initiative (SAI) and Bonsucro.
SUSTAINABLE SUGAR
Analyzing the water footprint of our product
has shown that the farming, processing and
production of sugar can account for up to
80 percent of a products total water footprint.
It is therefore essential that the sugar cane
and sugar beet we use in North West Europe
is sustainably sourced. Understanding the
different sustainability issues and supply chains
of these two very different crops is central to our
sustainable agriculture strategy.
Sustainable beet
At CCE, the majority of the sugar we use
comes from sugar beet, a root crop widely
grown in North West Europe. It is a critical part
of our supply chain, and compliance to our
SAGPs by our sugar beet suppliers is highly
important. We, along with The Coca-Cola
Company, have established several pathways
to compliance for our sugar beet suppliers
through third-party standards.
Our preferred method is the SAI Platform.
This was developed in conjunction with other
major FMCG brands and Europes sugar beet
producers in order to harmonize and provide
clarity around industry expectations for
sustainable sourcing. Through this program,
we have collaborated to develop a farm-level
self-assessment tool the Farm Sustainability
Assessment (FSA).
The FSA was developed from existing
certification programs, including The Global
Partnership for Good Agricultural Practice
(GLOBALG.A.P. a global food safety assurance
standard); The UKs Red Tractor farm assurance
standard; and the International Sustainability
and Carbon Certification program (ISCC), which
Jan Burger
Sustainability Manager,
The Coca-Cola Company
EXTERNAL SPOTLIGHT
The Farm Sustainability Assessment
Through the Sustainable Agriculture Initiative (SAI), we have worked together with industry
and sugar beet producers to develop the Farm Sustainability Assessment (FSA), which aims to
reduce carbon and water footprints and improve biodiversity. The FSA will reduce risks in the
supply chain and make it more resilient against the impacts of climate change. In October 2014,
the FSA was rolled out to all major sugar beet suppliers for implementation. Working with the
SAI Platform provides an industry-aligned approach that drives scale, speed and credibility.
Working with external partners has been a real privilege and I look forward to seeing its success
in the years to come.
FACTSHEET 21/30
FACTSHEET 22/30
PET forms
HIGHLIGHTS 2014
140
5th
75%
$4.4 billion
INTRODUCTION
We recognize that our suppliers are essential partners in our sustainability
journey. From analyzing our water and carbon footprint, we found that our
most significant environmental impacts occur outside our own business,
in our value chain.
OUR STRATEGY
We believe collaboration and innovation
throughout our supply chain are essential in
advancing our sustainable growth. We want
to inspire and drive sustainable change with
those we work with, as well as through our
own organization. We have embedded
sustainability into our procurement processes
and supplier relationships, and have
developed additional programs to support
strategic opportunities for collaboration.
Our sustainable procurement strategy
focuses on three pillars:
Environment
68%
SUSTAINABILITY PLAN
COMMITMENT
Reduce
OUR PEOPLE
Our procurement teams are instrumental in
our ability to work with suppliers and improve
sustainability in our value chain. To ensure our
procurement teams have the skills required,
we have developed a training toolkit which
provides them with the training needed to
work with suppliers to identify sustainability
opportunities, further drive our sustainability
ambitions and help build long-term supplier
value. This toolkit is made up of three
modules:
Module 1: CCEs sustainability journey and
commitments.
Module 2: CCEs expectations of suppliers and
how to use our supplier scorecard.
Module 3: Sustainability issues related to
specific commodities.
All of our procurement managers who work
directly with suppliers have now received this
training. In 2014, we focused on further
embedding this toolkit through e-learning.
FACTSHEET 22/30
Yuichiro Kamikawa
Senior Manager,
Supply Chain
Melanie Leroy
Senior Manager,
Procurement
EMPLOYEE SPOTLIGHT
Carbon challenge
Melanie: In 2014, our PET, aluminum can and glass suppliers all progressed to the high impact
category in our carbon challenge. This was achieved through a collaborative project between
CCEs procurement and technical teams and our suppliers to further develop the information
requested from our suppliers.
Yui: Working closely with our suppliers environmental specialists during this project has
provided us with greater visibility of the carbon footprint of our packaging in our supply chain.
Carbon is often a complex subject, and is one where calculations and impact areas vary
between each of our major packaging materials. Our collaboration has enabled both CCE
and our suppliers to share key data points, so that we can jointly improve our carbon footprint.
As a result of this project, some of our suppliers have adopted a carbon reduction target
aligned to ours, strengthening the basis for our ongoing collaboration.
Melanie: This project was piloted with the majority of our packaging suppliers, but will be
expanded to other commodities in order to strengthen the level of expertise and clarity required
to tackle such a complex topic.
The CRS component of the SRM is made up
of two inputs:
A sustainability rating from an independent
company, EcoVadis.
The results from our suppliers Carbon
Challenge.
ECOVADIS
The EcoVadis scorecard evaluates our suppliers
against four criteria environmental, social,
ethical and supply chain management. Their
score is provided to suppliers, and used to
develop joint action plans which will allow
suppliers to raise their rating and reduce
their risk. Since we introduced the EcoVadis
assessment process in 2012, average scores
of our suppliers have dramatically improved,
showing strong continued progress in all
four categories.
Measure,
reduce
and share
Measure
and reduce
Measure
CARBON CHALLENGE
CCEs Carbon Challenge is a three-stage
program designed to encourage suppliers
to make progress toward achieving their
carbon management goals. Depending on
the commodity or service the supplier provides,
they are given a low, medium or high impact
score. As a result of this score, suppliers are
then directed to a particular phase of the
challenge. If they are a low impact supplier,
they are encouraged to measure their carbon
footprint, as a first step. Medium impact
suppliers are encouraged to measure and
reduce their carbon footprint, while high impact
suppliers are encouraged to not only measure
and reduce, but also to share their carbon
footprint information by product or commodity.
Where the score is low, we work with the
supplier to improve their score. In 2014, all of our
PET, aluminum can and glass suppliers moved
into the high impact category a major step
forward for CCE and our suppliers (see
employee spotlight).
Low
Medium
High
Issue sheet:
ISSUE INSIGHTS
Three quarters
40 million
900,000
OUR COMMITMENT
Maria Kokkinou
Chief Diversity Officer
and Talent Acquisition
Director,
Coca-Cola Enterprises
Michael Privot
Director,
European Network Against Racism (ENAR)
CCE employees at our exhibit at the Food and Drink Federation (FDF) Taste Success Big Bang Fair, which promotes
STEM education in Great Britain.
1
2
3
4
5
FACTSHEET 24/30
HIGHLIGHTS 2014
33%
30%
25%
36%
77%
76%
SUSTAINABILITY PLAN
COMMITMENTS
40%
Attract
OUR COMMITMENT
We will attract, develop and motivate a highly talented and diverse
workforce within a safe and healthy workplace. By 2025, we aspire
to have a minimum of 40 percent of women in both management
and leadership grades across our business.
INTRODUCTION
People make a company successful and sustainable. We therefore
believe that a fundamental part of our sustainability agenda is to
recruit the best people, develop diverse and inclusive teams and
provide our employees with rewarding careers, in an environment
that supports their development.
OUR STRATEGY
Within our workplace strategy, our employment
and diversity program focuses on:
Driving an inclusive culture within our
workforce, reflective of the communities
in which we operate.
Working towards world-class safety status
in our manufacturing and sales operations.
Developing a wellbeing program to
encourage our employees to live active,
healthy lives.
This factsheet addresses the first priority
driving an inclusive culture within our workforce.
See Factsheet 25 for more information on
employee safety, health and wellbeing.
FOSTERING A DIVERSE AND INCLUSIVE CULTURE
We seek to attract, develop and motivate a
workforce that reflects the diversity of the
communities in which we operate. We regard
every employee as a valued member of CCE and
are committed to supporting each individual to
help them achieve their potential. At CCE as part
of our diversity and inclusion (D&I) strategy we
focus on:
Accountability
Responsibility for diversity rests at all levels
of the business. Our D&I Council is chaired by
two members of our Executive Leadership Team
(ELT). We created a detailed D&I scorecard to
allow us to measure and benchmark progress
across the business. Every quarter, our
Leadership Team (LT), led by our CEO John Brock,
reviews how each business unit and function is
progressing against its D&I action plan. All of the
members of our LT have individual D&I
performance objectives.
FACTSHEET 24/30
Workplace profile1
2012
Total employees
13,000
94
2013
11,7502,3
96
95.6
89
Female
5.4
5.7
64
76
86.7
2.7
2.2
0.2
17
16
15.9
6.4
32
32
30.5
4049
33
33
32.6
5059
15
17
18.2
2.6
76%
2014
60+
Percentage of employees covered by collective bargaining agreements5
Diversity profile6, 7
2012
2013
33
33
33
21
25
30
21
24
25
32
34
36
23
23
24
24
24
25
100
100
100
17
17
17
Executive
102
Management
110
Non-Management
105
CASE STUDY
D&I lab on female retention
An Vermeulen
Vice President, Field Sales,
Belgium and Luxembourg
98
Male
20144
11,6503
EMPLOYEE SPOTLIGHT
The diversity and inclusion journey
In 2010, I was the first woman to join the
Benelux senior leadership team, and four years
later the team is perfectly gender-balanced
between 50 percent males and 50 percent
females. Between 2010 and 2014, I took part in
both the Corporate and local D&I Councils and
attended the first D&I Lab in 2014. The Lab
involved other large organizations aiming to
explore and debate how to promote, develop
and retain women. An Inclusive Leadership
program, which we piloted in 2014, was another
success and was rolled out to all senior leaders
in CCE. One of the challenges was how to
identify unconscious bias signals, and we took
part in exercises to learn to think in a more
neutral and balanced way. Senior management
took part in the training in order to act as future
role models. One of the next steps I personally
feel very strongly about is equipping our first line
managers with this way of thinking. We are
making good progress, and recognize that more
opportunities lie ahead. With four generations
working for CCE in Europe, we will also explore
how to best celebrate age and experience.
of years; as well as D&I activities in our existing
management training curriculum.
Our Diversity in Action program, launched in
2012 aims to embed diversity within the business
through a series of check-ups and selfassessment workshops on a variety of diversity
topics. Over the past two years, the program has
involved more than 700 people in over 30 sites.
In 2014, we rolled out an Inclusive Leadership
program to provide training in D&I management
and gender-balance for our top 500 leaders.
We plan to expand the program to our remaining
leaders in 2015.
We also offer a variety of learning and
development programs to help employees build
and develop their own skills. Every employee is
encouraged to create an Individual Development
Plan (IDP), through which training needs are
identified. In 2014, 86.7 percent of employees
had an IDP in place. Our online CCE Academy
offers training in many areas from leadership to
commercial, supply chain and global functions.
In 2014, more than 11,100 individuals completed
at least one training course. 56,000 courses were
attended during the year.
Employee networks
In 2010, we launched our first employee
network for women and since then we have
broadened the scope of employee networks
to focus on a wide range of subjects. By 2014,
we had 17 employee networks, across all our
geographies, holding 50 events involving more
than 2,000 employees.
5 2014 is the first year for which we are providing collective bargaining information.
6 CCE does not capture minority group information on all employees across all of our territories,
in accordance with local law.
7 We have restated our diversity data from 20122014 to align with our new diversity commitment.
8 Equal remuneration ratio based upon median wage of 52% of our employees.
FACTSHEET 25/30
HIGHLIGHTS 2014
0.95
64%
4.6%
SUSTAINABILITY PLAN
COMMITMENTS
50%
Zero
OUR COMMITMENT
We will provide a safe and healthy work environment with the aim of
achieving zero accidents and attaining world-class health and safety
status. We will also encourage participation in our employee wellbeing
programs, so that by 2020 at least 50 percent of our employees take part.
INTRODUCTION
People are the key to a successful, sustainable company. To give
their best and achieve their full potential, they need a safe, healthy
and positive working environment.
OUR STRATEGY
Our workplace program focuses on three
priorities:
Fostering a diverse and inclusive culture.
Working towards world-class safety status
throughout our manufacturing operations.
Enabling and encouraging our employees
to lead active, healthy lives.
This factsheet covers the second and third
priorities. For information on the first, see
Factsheet 24.
WORKING TOWARDS WORLD-CLASS SAFETY
We aim to achieve world-class safety standards
and a zero-accident workplace with a consistent
approach and level of performance across
our territories. In the interests of strong safety
governance, we operate Business Unit Safety
Councils at a national level and health and
safety committees at each of our manufacturing
operations and sales and distribution sites.
Our standards apply equally to employees
and contractors.
In 2014, 16 of our 17 manufacturing operations
and all regional distribution centers were
certified to Occupational Health and Safety
management system OHSAS 18001.
In 2014, our lost-time accident (LTA) rate was
0.95 accidents per 100 full-time equivalent
employees1 compared to 0.89 in 2013. LTAs are
slightly lower at our manufacturing operations
than among commercial and sales people in
the field because safety practices can be better
controlled within our own operations. During
2014 there were five contractor lost-time
accidents across our territories. During the year
there were no fatalities. Our absence rate in 2014
was 4.6 percent.
FACTSHEET 25/30
EMPLOYEE WELLBEING
We aim to encourage participation in our
employee wellbeing programs so that at least
50 percent of our employees take part by 2020.
This means ensuring that employees are healthy
and safe and have a positive mindset so that
they can engage in their work and concentrate
on their performance. We do this through our
employee benefits packages as well as the
programs we offer to help employees manage
their own health and wellbeing. Our employee
benefits are available to all full-time employees
and vary according to country and employee
level, but can include vacation time and a variety
of leave packages for when an employee
may be sick, having a child, or experiencing
bereavement or long-term illness in their family,
as well as other benefits such as medical or
dental insurance and eye care vouchers.
2.97
2.45
CCE TOTAL 2
2.65
2.16
1.96
1.87
1.65
1.69
1.41
1.40
1.58 1.50
1.07
2007
2010
2009
2008
1.31 1.20
2011
1.06
1.17 1.12
2012
1.09
0.83
20133
2014
CCE TOTAL
2.32 2.32
2.33
0.79
1.09
0.83
All CCE
0.95
0.64
0.83
0.73
Great Britain
1.37
France
Belux
4 Data not collected for the USA or Bulgaria, as work is solely office-based.
5 Data not collected separately on commercial employees in Sweden.
1 CCE employees only. Whilst we capture contractor LTA data, we do
not include it in our LTAs and we do not currently split by gender.
Netherlands
Norway
Sweden5
EMPLOYEE SPOTLIGHT
Employee health checks
In September 2014, we worked with our
Occupational Health supplier, Duradiamond,
to offer a number of mini health checks across
Great Britain, as part of CRS in Action Week.
Over a 19-day period, visits were held in 14
sites across the country to assess employees
pulse, blood pressure, height, weight, BMI,
blood sugar, and cholesterol. In addition, we
organized free fruit days to promote healthy
eating and also offered flu vaccinations.
CASE STUDY
Occupational health in Great Britain
Fiona Doherty
and Sharon Forde
Wellbeing Champions,
Great Britain
0.95
FACTSHEET 26/30
Community
HIGHLIGHTS 2014
130,000
0.7%
6,071 hours
OUR COMMITMENT
We will make a positive difference in our communities, work with
local partners and support the active involvement of our employees.
INTRODUCTION
Coca-Cola is a local product, made by local people. We are proud to
support the communities in which we operate and have built strong
relationships both locally and nationally. Our aim is to make a positive
difference, focusing mainly on programs which will improve the
development of workplace skills in young people, protect the environment
and encourage active, healthy living. We aim to support our employees
in being actively involved in community work.
100%
OUR STRATEGY
32,000+
SUSTAINABILITY PLAN
COMMITMENTS
1%
250,000
COMMUNITY INVESTMENT
In 2014, we invested $5.9 million,1 nearly 0.7 percent
of pre-tax profit, in community initiatives across
our territories. This breaks down as follows:
3
Support
Education centers
CCEs eight education centers offer students,
aged 12-25, an exciting opportunity to learn
about modern manufacturing and the working
environment. The centers, run by education
specialists employed by CCE, aim to demystify
manufacturing for young people through a free
visit that includes a factory tour alongside
curriculum-linked content. In 2014, we operated
eight education centers across Great Britain,
France and Belgium, and are planning to have
an education center in each of our territories
by 2020.
1 Cash contributions
48%
2 In-kind contributions
6%
3 Management costs
21%
4 Employee
volunteering time2
25%
546hrs
Norway
1,566hrs
Sweden
Great Britain
1,687hrs
289hrs
325hrs
Netherlands
1,491hrs
France
Belux
167hrs
United States
CASE STUDY
Coca-Cola Visitors Center
Rachel Johnston
Education Center Manager,
Milton Keynes, Great Britain
FACTSHEET 26/30
EMPLOYEE SPOTLIGHT
Education centers
EXTERNAL SPOTLIGHT
Excelsior4All Foundation, Netherlands
For three years we have worked in partnership
with CCE, helping young people to develop
their social and sporting skills. In particular,
CCE has supported our learning center, where
students with learning difficulties receive
additional training combined with sports
workshops. We look forward to a series of
soccer workshops for secondary schools in
2015. These will enable us to reach more young
people in order to introduce them to sports and
an active lifestyle.
FACTSHEET 27/30
CCEs CFO, Nik Jhangiani (second from left), with speakers at our
Future for Sustainability Summit.
HIGHLIGHTS 2014
250
73
INTRODUCTION
We value the opinions of our stakeholders and the ongoing dialogue
that we have with them. We developed our Sustainability Plan both
our original plan in 2011, and our new plan with revised targets based
on the input of a wide range of stakeholders. We have taken their views
into account by setting further stretch, value-chain-based goals, and
structuring our reporting this year around the key issues material to our
business. We will only be able to meet our targets by collaborating with
our customers and suppliers as well as with thought leaders, NGOs and
members of our local communities.
OUR STRATEGY
200+
26th
Stakeholder expectation
Water pollution
Nutritional labeling
Product quality
Nutrition and balanced diets
Occupational health and safety
Innovation in refrigeration
Innovation in packaging
Calorie reduction
Responsible marketing
Water scarcity
Impact of community
contributions
Employee physical and mental
health
Recyclability of packaging
Consumer recycling
Packaging reduction
Active lifestyles
No-/low-calorie alternatives
Manufacturing waste
Water source protection
Employee volunteering
FACTSHEET 27/30
Our stakeholders
recommendations
Our response
Wellbeing
Do more to reduce
calories across
the portfolio
As part of our Sustainability Plan commitments, we have created an updated calorie commitment to
reduce the calories in our portfolio by 10 percent by 2020.1, 2 We have also maintained our commitment
to enable 3 million people to be physically active by investing in grassroots programs which support
active lifestyles. Other calorie goals have also been set at a local level, including in Great Britain, France
and The Netherlands.
Resource
Scarcity
We have updated our Sustainability Plan commitments to ensure that 40 percent of the PET we use is
recycled PET and/or PET from renewable materials. We will continue to work with our suppliers and
The Coca-Cola Company to develop innovative solutions to decrease the impact of our packaging on
the environment. We also work at a local level to improve national policy in this area providing evidence
at the UK House of Commons Environmental Audit Committee on the circular economy, for example.
Climate
Change
Develop focus on
renewable energy,
and innovation in
refrigeration, and
increase advocacy
on climate policy
We have set a commitment in our Sustainability Plan to source 40 percent of our energy from renewable
or low-carbon sources by 2020. Throughout the year, we have engaged with stakeholders and others in
the industry to advocate for changes to European policy on climate change for example, as a member
of the Prince of Wales Corporate Leaders Group.
Water
Measure and
manage impacts
across the full value
chain focusing on
carbon, water and
resource scarcity
We have continued to expand our reporting on the impacts of our business against our entire value
chain; and will continue to do so. We have adapted our Sustainability Plan commitments and expanded
our replenishment programs into three countries where we operate. The largest water impact in our
value chain is in our ingredients and so we have set a commitment in our updated Sustainability Plan to
source all of our key agricultural ingredients sustainably by 2020.
Sustainable
Sourcing
Expand focus on
sustainable sourcing
beyond sugar
We have made a commitment in our updated Sustainability Plan to source all of our key agricultural
ingredients sustainably by 2020. We have done this in partnership with The Coca-Cola Company,
and will continue to roll-out our joint system Sustainable Agriculture Guiding Principles (SAGPs)
with suppliers and with stakeholders such as the Rainforest Alliance and the Sustainable
Agriculture Initiative (SAI).
Employment
and Diversity
Commit to
empowering women
in the workforce
We have an aspiration to have a minimum of 40 percent of women in both management and leadership
grades by 2025. We will continue to build our diversity and youth employment programs in support
of this and our other workplace objectives.
Priority
Issues
Wellbeing
Climate
Change
Resource
Scarcity
Water
Stewardship
Sustainable
Sourcing
Employment
and Diversity
COMMITMENT
AREA
WELLBEING
ENERGY AND
CLIMATE CHANGE
SUSTAINABLE
PACKAGING
AND RECYCLING
WATER
SUSTAINABLE
SOURCING
WORKPLACE
AND COMMUNITY
Factsheets
6-8
9-13
14-16
17-19
20-22
23-26
G4 Aspects
Customer health
and safety
Overall
Overall
Overall
Materials
Emissions
Materials
Water
Water
Economic performance
Environment:
Product and
services
Effluents
and waste
Supplier environmental
assessment
Local communities
Compliance
External
Boundary
Customers
TCCC
TCCC
Consumers
Suppliers
Suppliers
TCCC
Customers
Customers
Consumers
Consumers
Communities
TCCC
Suppliers
Communities
FACTSHEET 27/30
We work in closely with many stakeholders in order to develop a collaborative response to the issues that we face as a
business and as a society. We do this both through memberships of industry associations such as UNESDA (the European
soft drinks industry association), as well as through multi-stakeholder initiatives driving public policy decisions, and local
engagement with stakeholders in our communities. More information about local engagement activities can be found in
our country CSR reports.
Stakeholder group:
Stakeholder group:
Stakeholder group:
Suppliers
Key stakeholders:
EcoVadis, SAI, Rainforest Alliance
Issues: Carbon, environmental,
social, labor and supplier standards
Engagement focus: Developing
greater collaboration and innovation.
Our suppliers are important stakeholders for us, helping us achieve
our value chain sustainability commitments. We have continued to
engage with them in 2014 by holding our annual supplier sustainability
virtual meeting to share our CRS goals, progress and aspirations.
We have an ongoing relationship with EcoVadis to help us better
understand and improve the impact of our suppliers on our value
chain. We are also working with external partners, such as the
Sustainable Agriculture Initiative (SAI) and the Rainforest Alliance,
to help implement our SAGPs with our key sugar suppliers.
Stakeholder group:
FACTSHEET 27/30
Stakeholder group:
Customers
Employees
Key stakeholders:
Customers, Every Can Counts,
Chaque Cannette Compte
Issues: Various, but particularly
focused on recycling, packaging
and labeling
Stakeholder group:
NGOs
Stakeholder group:
Key stakeholders:
WWF, UN Global Compact,
Natuurpunt, WRAP
Key stakeholders:
Local and national governments
Issues: Various
Government/regulators
Stakeholder group:
Communities
Key stakeholders:
Special Olympics, Swim Sweden,
Le Sport a Me Dit, Real Business
Challenge, Mission Olympic,
Norway Cityride
Issues: All of our material Issues,
particularly focused on employment
and wellbeing.
Engagement focus: Continual
development of strong local
CCE employee volunteers at the
Special Olympics Summer Games.
partnerships.
We have strong relationships with the communities in which our
bottling facilities are located, and our operations provide jobs for
approximately 11,6503 people across our territories. We have a wide
range of community programs and hold local engagement events
from our annual CRS in Action Week to site family days. We are
continually building on our community engagement programs to
further involve community stakeholders.
FACTSHEET 28/30
Governance
CRS Committee of CCEs Board of
Directors (from left to right):
Andrea Saia, Cal Darden (Chairman),
John F. Brock, Vronique Morali, Jan
Bennink, Phoebe Wood, Laura Brightwell
(CCE Executive liaison to CRS Committee).
HIGHLIGHTS 2014
133
88%
OUR COMMITMENT
We are committed to being a responsible business, embedding
Corporate Responsibility and Sustainability principles into our everyday
decision making.
INTRODUCTION
Our business is built upon trust. Our customers, suppliers and consumers
need to trust not only our products, but the fact that we treat our people
fairly and with respect, protect the environment, and adhere to relevant
laws and regulations.
OUR STRATEGY
Corporate Responsibility and Sustainability
(CRS) is core to our vision of being the best
beverage sales and service company. It is a
key component of our Operating Framework
and as such is critical to our long-term,
sustainable growth. Our goal is to be a CRS
leader in the food and beverage industry and
to embed CRS principles into our everyday
decision-making.
Environmental
Steering Committee
Energy
Sustainable
and Climate Packaging and
Change
Recycling
Wellbeing
Community
Vision
Mission
Delight our consumers and drive growth for our customers while
proudly supporting our communities every day
Sustainable
Sourcing
Water
Workplace
Sustainability
Leadership
inspires us
and creates
value
Values
Accountable Customer focused Team-driven
We win
together
with
The
Coca-Cola
Company
CASE STUDY
RIGHT CALL PROCESS
The RIGHT call process
Code of Business Conduct and Policies
Direct/Local Manager
Senior Manager
HR, Legal
E&C
RIGHT stands for Respect, Integrity, Good Judgement, Honesty and Trust.
FACTSHEET 28/30
FACTSHEET 29/30
TARGET
KPIs
BY WHEN
2011
2012
2013
2014
Choice
Calorie
reduction
Reduction in calories
per liter (%)
2020
Not previously
reported
Not previously
reported
Not previously
reported
5.4
31
31
31
31.8
Choice
Availability
Not previously
reported
47.6
53.8
56
Choice
Portion Size
19
19
19
19
Nutritional
Information
Ongoing
97
97.9
98
99
Quality
Ongoing
94
94
100
100
Ongoing
1.31
1.30
1.24
1.17
Responsible
Marketing
Ongoing
Measurement
in progress
Measurement
in progress
Measurement
in progress
Measurement
in progress
8
Wellbeing:
Active
Lifestyles
Active Lifestyles
2020
Measurement
in progress
Measurement
in progress
>900,000
1,000,000+
10
Our Carbon
Footprint
Carbon
Footprint
2020
Not previously
reported
Measurement
developed
17.8
19
Carbon
Footprint
Core business
2020
771
735
658
619
2020
10
15
23
29
2020
25.37
25.5
23.56
23.8
2020
81.69
81.67
72.2
74.14
7
Wellbeing:
Product
Portfolio
11
Energy and
Renewable
Energy
12
Transportation
13
Cold Drinks
Equipment
15
Sustainable
Packaging
Manufacturing
Ongoing
Renewable
and low-carbon
Energy
2020
Not previously
reported
Measurement
developed
3.6
5.5
Distribution
2020
Not previously
reported
Measurement
developed
171
145
2020
Not previously
reported
Not previously
reported
12
26
2020
0.75
0.70
0.63
0.63
Reduction in average CO 2e
per unit of equipment since
baseline (%)
2020
19
23
38.7
39
2020
127.5
123.9
120.1
120.5
2020
384,521
367,925
368,261
346,545
Recycled aluminum,
steel and glass (%)
Ongoing
Data
improvements
in progress
32.712
32.712
3512
Ongoing
130,035
127,557
111,783
120,320
2020
22.5
25
32
34
2020
25
26.9
33.3
27.8
Annual
99
99.4
100
100
KPI in development
2025
Not previously
reported
Not previously
reported
Not previously
reported
Measurement
in development
Cold drinks
equipment
Lightweighting
Recycled
Material
PET Bottles
Recyclability
1
2
3
4
8 Due to a number of minor data recalculations including changes to emission factors, we have restated the
carbon footprint of our core business operations in 2007 (our baseline year) as well as for subsequent years.
9 Our Carbon Footprint in Norway: In April 2013 we completed a business transformation project in Norway which
included a move to recyclable and non-refillable PET bottles and a significant change to our route to market
operations. This has resulted in a significant change in emissions across our Norwegian value chain, only part of
which is included within the boundaries of this carbon footprint. Additional emissions occur within our wider value
chain, which we report on as part of our Drink in your hand value chain commitment. We no longer operate a direct
store delivery model and have eliminated the road kilometers associated with the collection and return of refillable
packaging. Instead, our customers now collect finished product directly from CCEs factory in Oslo for onward
distribution. Any emissions associated with our customers transportation are outside of our operational control and
are therefore not included in our carbon footprint. We will continue to review the carbon impact of this change across
our value chain in the future.
FACTSHEET 29/30
Indicates our CRS performance data is assured over a three-year cycle by DNV GL.
Indicates our 2014 carbon footprint has been audited by SGS.
FACTSHEET
NUMBER
16
Recycling
18
Water
Stewardship
Manufacturing
TARGET
KPIs
BY WHEN
2011
2012
2013
2014
2020
34,480
32,894
28,019
27,165
2020
99.6
99.4
99.5
99.5
7, 14
Packaging
Recycling13
Packaging recycled
as a percentage of
total used (%) 15
2020
Not previously
reported
73
84
88
Inspiring
consumers
Number of consumer
opportunities provided to view
brand-led recycle/recover
messaging
Ongoing
4.7 million
32.3 million
46.3 million
35.3 million
Packaging
innovation
KPI in development
Ongoing
Not previously
reported
Not previously
reported
Not previously
reported
Measurement
in development
Protect
Ongoing
100
100
100
100
Ongoing
100
100
100
100
2020
1.43
1.40
1.3617
1.36
2020
9.4
8.8
8.6
8.5
Reduce
19
Protecting and
Replenishing
the Water
We Use
Replenish
2020
Not previously
reported
Measurement
developed
6.5
12
Value chain
Number of projects/
partnerships established
2020
21
Sustainable
Agriculture
Ingredients
2020
Not previously
reported
Not previously
reported
Not previously
reported
Measurement
in development
22
Suppliers and
Sustainability
Supplier
Collaboration
Ongoing
129
130
140
140
24
Employment
and Diversity
Workplace
diversity
Ongoing
n/a
21
24
30
2025
n/a
21
24
25
Females in management
grades (%) 19
2025
n/a
32
34
36
Ongoing
23
24
24
25
Ongoing
5.7
6.4
5.4
5.7
Ongoing
47.8
64
76
86.7
Ongoing
2.7
2.2
Attract
25
A, Safe,
Healthy
Workplace
26
Community
Workplace
Diversity
% employees participating in
our employee wellbeing
programs
2020
Not previously
reported
Not previously
reported
Not previously
reported
Measurement
in development
Zero Accidents
Ongoing
1.20 20
1.1220
0.8920, 21
0.95
Number of fatalities7
Ongoing
Social
Investment
Annual
0.6
0.5
1.124
0.7
Community
Ongoing
5.7
3.9
9.124
5.9
Employee
Volunteering
Ongoing
14,000
10,200
5,098
6,071
Supporting
young people
2020
Not previously
reported
Not previously
reported
Not previously
reported
130,000
10 Includes sources: thermal energy natural gas, heat or steam, electricity, LPG, oil, diesel and renewables solar
PV,, geothermal. Does not include output from CHP as natural gas input energy, as CHP is included within
natural gas.
11 We have made some minor adjustments on the timings of full implementation of some of our lightweighting
projects and on how to account for the sales volumes of some of our products in the calculation of this metric.
12 Through collaboration with our suppliers we have improved our knowledge and transparency of our data
and we are now able to provide figures for 2012 and 2013. We are in the process of recalculating 2011 data.
13 Year-end figures.
14 Waste data generated from manufacturing operations, and waste contractor information.
15 Percentage of packaging recycled by championing improvements to collection schemes and investing in
strategic infrastructure projects. 2012 data recalculated due to data improvements. For further information
see Calculation methodology CCE Packaging Recycled.
FACTSHEET 30/30
Responsiveness
The extent to which an organisation
responds to stakeholder issues.
The Report presents a good overview of how
Coca-Cola Enterprises has consulted with a
wide range of key stakeholders and shows how
the company has engaged and responded to
corporate responsibility and sustainability
issues. The publication of responses to
stakeholder feedback on key issues linked
to its Sustainability Plan (see Factsheet 27
Stakeholders and Materiality) is particularly
effective and transparent.
Our Assurance Statements in the previous two
years have recommended updating targets and
KPIs, challenging the organization to both better
align these with its core business strategy and
address the expectations of key stakeholders.
Coca-Cola Enterprises has updated its
commitments following the review of its
Sustainability Plan. Many of these revised
commitments are still quite broad and more
specific targets would make measuring
performance against them easier.
Completeness
How much of all the information that has
been identified as material to the organisation
and its stakeholders is reported.
The Report provides a good overview of
performance across the organisation, at
corporate and operational levels, and includes
upstream and downstream impacts of its
operations and products. The Report covers
the organisations impacts over a longer time
frame, including long-term targets and historic
performance on key performance data.
While diversity and equal opportunities has
been identified as a hidden value creator
for the business, the current activities and
performance data disclosed in the Report focus
solely on gender diversity. We restate our
recommendation from last year, that Coca-Cola
Enterprises should consider ways of expanding
its reporting on other aspects of diversity, such
as disability, ethnicity and sexual orientation.
Greater commentary around the socioeconomic impacts of Coca-Cola Enterprises
operations across the value chain was another
recommendation in last years Assurance
Statement. Since then, the business has
contributed to thought leadership in this area
by commissioning a study on Combining Profit
and Purpose. Socio- economic contributions
through direct spend on suppliers and taxation
are measured and commentary is expanded in
this years Report. We recommend that future
Reports provide quantifiable measures of
economic activity in the post-consumer value
chain focussing on recycling in particular.
FACTSHEET 30/30
Neutrality
The extent to which the Report provides
a balanced account of an organisations
performance, delivered in a neutral tone.
The tone in the Report is neutral, with no
obvious and deliberate intent to unduly
influence the reader. The Report discloses both
favourable and unfavourable performance
data in accordance with the Sustainability Plan
and its focus areas. However, we recommend
Coca-Cola Enterprises provides more
commentary on the challenges it faces in
areas of less favourable performance, for
example, water use ratio and lost-time accident
rate, and disclose its plans for improvement
going forward.
Reliability
The accuracy and comparability of information
presented in the Report, as well as the quality
of underlying data management systems.
Coca-Cola Enterprises has well-established
processes for compilation, submission and
approval of energy and renewable energy,
distribution and transportation, and cold
drinks equipment performance data from its
operations to corporate level systems. We
found a limited number of errors and omissions
and these were corrected prior to inclusion in
the Report.
We recommend that Coca-Cola Enterprises
publishes and signposts its methodology for
collecting and reporting key performance data
included in the CRS data table factsheet.
We found a limited number of material errors
as well as some non-material errors in the
community investment and volunteering data,
and these were corrected prior to inclusion in
the Report. These resulted from the inaccurate
application of the LBG measurement framework
at a local level, for example in the way
management time is accounted for. These
errors were corrected prior to publication of
this report. We recommend that Coca-Cola
Enterprises enhances the training given on
applying the LBG guidance and establishes
stricter controls around the data collection and
review mechanisms for community investment
and volunteering data.
For and on behalf of DNV GL Business
Assurance Services UK Limited London, UK
1 June 2015
Mark Line
Senior Principal Consultant and Lead Assuror
UK Sustainability, DNV GL Business Assurance
Jon Woodhead
Regional Assessment Services Manager
and Reviewer
DNV GL Business Assurance Services UK Limited
is part of DNV GL Business Assurance, a global
provider of certification, verification, assessment
and training services, helping customers to build
sustainable business performance.
www.dnvgl.com