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CORPORATE RESPONSIBILITY& SUSTAINABILITY REPORT 2010/11
Report on the activities of the Coca-Cola system in Great Britain
102010 highlights Inside front coverBuilding our sustainability legacy 01Message from the leaders of our business 02Our business at a glance 04Governance 05Where we operate 06How we operate 07Our products 08
Energy conservation/climate change 10 Water stewardship 12 Sustainable packaging/recycling 14 Product portfolio 16 Community 18 Active healthy living 20 Workplace 22
Global focus 24 Assurance statement 26 Commitments, achievements, next steps 27Events from around Great Britain 28
Coca-Cola, Coke, Diet Coke, Coke Zero, Fanta, Sprite, Lilt, Five Alive, Powerade, Powerade Aqua+, ION4, Relentless, the Dynamic Ribbon device and the design of the Coca-Cola Contour bottle are all registered trade marks of The Coca-Cola Company. Dr Pepper is a registered trade mark of DP Beverages Limited. Schweppes, the Fountain Device, the 196 Graphics, Oasis, Kia-Ora, Roses and the Lime Branch device are registered trade marks of Atlantic Industries. Canada Dry and the Shield Device are registered trade marks of Canada Dry Corporation Limited. Appletiser, Peartiser and Fruitiser are registered trade marks of SABMiller International B.V. Capri-Sun is manufactured and distributed under licence of WILD, Heidelberg, Germany in Great Britain by Coca-Cola Enterprises Ltd, Uxbridge. GLACÉAU vitaminwaterTM and the GLACÉAU vitaminwaterTM get up are trade marks of energy brands inc, aka GLACÉAU vitaminwaterTM. Abbey Well is a registered trade mark of Waters & Robson Limited. Monster Energy is a registered trademark of Monster Beverage Company. Innocent is a registered trade mark of Fresh Trading Limited. For the avoidance of doubt, the above is not a complete list of trade marks of The Coca-Cola Company or its affiliates.
Front cover: Izzy Jowett, Senior Recycling Manager, Events Recycling, Uxbridge.Recycling on-the-go is one of the hardest times to recycle. Izzy manages our events recycling programme that provides recycling facilities at summer music festivals and switches festival-goers on to recycling. Our cover shows Izzy at the Isle of Wight Festival, 2011.
Designed and produced by Salterbaxter.Printed by Innovative Output Solutions.
This report has been printed on 9 Lives paper which is certified as FSC 100% recycled, and certified ISO 9001 and ISO 1400.
First in Europe to launch zero-sugar fi tness drink – Powerade Zero.
Product portfolioGreat Britain
We are proud of our progress towards our corporate responsibility and sustainability goals.
Energy conservation/climate change
41% of our coolers in Great Britain have been fi tted with an energy managementsaving device.*
Water stewardship1.36 litres of water are used to make each litre of product – one of the lowest water use ratios in the Coca-Cola system globally.
1.36 litres * Single door, double door and open-fronted unit cooler stock
8,000 —pubs took part in our designated driverChristmas campaign.
476,000tonnes —of CO2 emissions in 2010 in Great Britain, a reduction of 5.5% since 2007.
Active healthy living
Community 60,000young people have benefi ted from the Real Business Challenge since its inception in 2006.
Over 100,000 free swims have been given away and 120 swimming teachers trained between 2009–2010 thanks to Schweppes Abbey Well’s Free Schwim campaign.
68% women employed in Coca-Cola Great Britain and 28% women employed in Coca-Cola Enterprises in 2010.
4,615—employees in Coca-Cola Enterprises and Coca-Cola Great Britain, on average in 2010.
92,340plastic bottles swapped for 9,000 items of limited edition festival ‘swag’ at eight summer music festivals, collecting in total 18 tonnes of plastic bottles and aluminium cans.
130Recycle Zones —established across Great Britain, collecting over 338 tonnes of recyclate since the scheme started in 2008.
Corporate Responsibility & Sustainability Report 2010/11The Coca-Cola system in Great Britain
BUILDING OUR SUSTAINABILITY LEGACYAt Coca-Cola we are absolutely committed to making a positive difference – to the health of our planet, our consumers and the communities we serve.
We’re working hard to reduce our impact on the environment in everything we do – growing more while using less – and using our brands and expertise to encourage consumers to make more sustainable choices.
We have ambitious goals and recognise there is a lot more we can do. But on key issues such as recycling, energy and water use and waste reduction, we believe we are moving in the right direction.
Corporate responsibility and sustainability is at the heart of the way Coca-Cola does business. In this report you will read about some of the innovative ways we are building and creating a legacy of sustainability.
This report includes data from 1 January 2010 to 31 December 2010. Some information on our projects and initiatives goes up to June 2011.
Our report has been reviewed by SGS UK Ltd (see page 26) who also reviewed and fully assured the Coca-Cola Enterprises Corporate CRS Report. Our report is also aligned with the Global Reporting Initiative (GRI), self-assessed at level B+. Our GRI index is available online.
This printed report is a summary of our full report, available online at: www.cokecorporateresponsibility.co.uk
Message from the leaders of our businessThe economic, environmental and social implications of business are more important than ever. In a world where populations are growing, natural resources are stressed, communities are forced to do more with less and our consumers’ expectations are rising, we understand that sustainability is core to our business continuity and how we create long-term value.
Corporate responsibility and sustainability are not optional extras to make us feel good about ourselves. Nor are they marketing ploys to differentiate ourselves from our competitors. They are at the very heart of our business and our approach – central to everything we do and how we operate.
Sustainable growth is about making more with less. In our last report we shared progress on our journey towards long-term sustainability as we worked to embed corporate responsibility and sustainability into the heart of our business.
We are making good progress, growing our business while achieving absolute reductions in our carbon emissions and the water we use. We have also aligned our sustainability activities so that we can have a sharp focus on the areas where our system can make the greatest difference.
In this report we highlight some of the steps we are taking to help ensure the London 2012 Olympic and Paralympic Games are truly sustainable events. We intend to use our sponsorship of London 2012 to make a positive difference in the UK and one that lasts long after the Games are over.
Already, our involvement in the London 2012 Olympic and Paralympic Games is a catalyst to accelerate our efforts to become a more sustainable business here in Great Britain. One recent development of note is our new joint venture recycling facility with ECO Plastics, which will more than double the amount of food-grade recycled PET (Polyethylene Terephthalate) plastic available for use in our bottles – allowing us to meet our ambition of incorporating 25% recycled content in all our plastic bottles by 2012.
We have a clear vision and direction with increasingly robust systems and strategies in place to help us achieve these, but it is a long road and we know there will always be more to do.
If you have any comments or thoughts about this report we hope that you will share them with us at [email protected]
Welcome to the 2010/11 Corporate Responsibility and Sustainability Report for the Coca-Cola system in Great Britain.
London 2012 —is a catalyst to accelerating our efforts to become a more sustainable business here in Great Britain.
Simon BaldryManaging DirectorCoca-Cola Enterprises Limited
Jon WoodsGeneral ManagerCoca-Cola Great Britain& Ireland
03Corporate Responsibility & Sustainability Report 2010/11The Coca-Cola system in Great Britain
Live Positively and Commitment 2020Like any big business, the way we act affects the world around us. It’s our responsibility to make sure that we work in a way that’s sustainable and makes a positive contribution to the environment and society.
We believe this is absolutely critical to our future success, and Coca-Cola Enterprises and Coca-Cola Great Britain each has its own set of global company-wide corporate responsibility commitments.
The Coca-Cola Company has a vision for sustainability called ‘Live Positively’ – our commitment to making a positive difference in the world – and ‘Commitment 2020’ sets out Coca-Cola Enterprises’ global sustainability goals.
Energy and Climate Protection: We aim to grow our business but not our carbon emissions.
Water Stewardship: To return safely to nature an amount of water equivalent to that which we use in all our beverages and their production.
Sustainable Packaging: At The Coca-Cola Company, we envisage a world in which our packaging is no longer seen as waste, but as a valuable resource for the future.
Beverage Benefi ts: Quenching every thirst and need. Providing and tailoring beverages for every lifestyle, life stage and life occasion – all based on individual needs. Quality you can trust all the time.
Community: We are a global company with local roots in every community where we do business. We are committed to the needs of our communities with a wide range of programmes.
Active Healthy Living: Helping to increase physical activity levels to enhance health. Our goal is to raise the standards of physical fi tness globally, through encouragement, partnership and grassroots programmes.
Workplace: To foster open environments, as diverse as the markets we serve. Where workplace rights are respected and people are inspired to create superior results and make a positive difference.
Energy conservation/climate change: Reduce the overall carbon footprint of our business operations by an absolute 15% by 2020, as compared to our 2007 baseline.
Water stewardship: Establish a water-sustainable operation by protecting our water sources, minimising our water use and replenishing the amount of water used in our beverages.
Sustainable packaging/recycling: Reduce the impact of our packaging: maximise our use of renewable, reusable and recyclable resources and recover the equivalent of 100% of our packaging.
Product portfolio: Provide refreshing beverages for every lifestyle and occasion, while helping consumers make informed beverage choices.
Community: Make a positive social, economic and environmental contribution to the communities in which we operate.
Active healthy living: Support active healthy living through physical activity programmes, nutrition education and by providing a wide choice of products.
Workplace: Create a culture where diversity is valued, every employee is a respected member of the team and our workforceis a refl ection of the communities in which we operate.
The Coca-Cola CompanyLive Positively
Coca-Cola EnterprisesCommitment 2020
For more information on these commitments visit www.cokecorporateresponsibility.co.uk
The Coca-Cola system in Great Britain
Our business at a glance
Our business in Great Britain is made up of two separate companies with different roles. Together, these companies market, manufacture, sell and deliver our range of soft drinks.
The fi rst of these companies is Coca-Cola Great Britain, part of the Coca-Cola Northwest Europe & Nordics business unit, and a wholly-owned subsidiary of
Coca-Cola Enterprises LtdCoca-Cola Enterprises manufactures, sells and distributes 25 soft drinks brands for both The Coca-Cola Company and other brand owners. It employs more than 4,500 people in Great Britain and has six manufacturing sites across the country.
Best Green CompaniesIn 2010, Coca-Cola achieved a place on the Sunday Times Best Green Companies list, which celebrates British businesses that are striving
The Coca-Cola Company. The second company is Coca-Cola Enterprises Ltd, which is part of Coca-Cola Enterprises, Inc. Together, these two companies form our business in Great Britain, which we refer to as ‘the Coca-Cola system’.
Coca-Cola Great BritainCoca-Cola Great Britain markets and develops new and existing brands. Based in West London and employing 50 people, it currently manages 21 brands and around 100 products.
to improve their environmental performance. The assessment has a thorough methodology to measure environmental performance and surveys employees to fi nd out how company standards and procedures operate within the organisation. This was the fi rst time that both Coca-Cola Enterprises and Coca-Cola Great Britain entered jointly into the Sunday Times process and was the only soft drinks company to make it onto the list.
No.1 —Coca-Cola is Great Britain’s number one grocery brand.** AC Nielsen 100 Biggest Grocery Brands, March 2010
28.1%share of the UK soft drinks category.**AC Nielsen 52, w/e 01.01.11
We sell more than 4 billion bottlesand cans in Great Britain each year. 1.8bn
—We sold 1.8 billion litres of ready-to-drink soft drinks in 2010.**AC Nielsen 52, w/e 01.01.11
1,500 person sales force that makes more than 900,000 sales calls each year.
95% of our suppliers are based in Great Britain.
Coca-Cola Enterprises in fi gures – 2010
05Corporate Responsibility & Sustainability Report 2010/11The Coca-Cola system in Great Britain
Listening to our stakeholders—We know how important it is that we continue to listen to and engage with our wide range of stakeholders to ensure we remain focused on the issues that matter most. During 2010, Coca-Cola Great Britain undertook stakeholder research among key opinion leaders and media audiences in the UK, that built upon previous research in 2009. The key fi ndings were that health remains the top issue facing the sector, followed by environmental concerns such as water and energy use (see priority issues table). We also met with employees, customers and suppliers to discuss our goals and ways in which we can work together to improve what we do.
In 2010, we launched Trace your Coke in Great Britain, an application on our corporate responsibility website that allows consumers of Coca-Cola products to understand the life cycle story about their drink, including its production history, information about the local manufacturing site and its environmental performance, and the carbon footprint at each stage of the life cycle. Importantly, users are shown how they can play their part to cut a drink’s carbon footprint by recycling the empty bottle or can. Consumers can do this by selecting the brand, the package type and the Coca-Cola Enterprises
manufacturing facility where the beverage was made (identifi ed by a two-letter code on the neck or bottom of the pack).
Our priority issuesThrough our stakeholder research we identifi ed the top 15 issues (see diagram). This printed report gives a summary of our work in some of these priority areas. Greater detail on these and other issues can be found online in our full corporate responsibility and sustainability report at www.cokecorporateresponsibility.co.uk
GovernanceTo help deliver our corporate responsibility and sustainability (CRS) goals we have a robust governance structure incorporating the seven Live Positively focus areas. For each focus area there is a dedicated working group in Coca-Cola Enterprises, which reports to the company’s CRS Advisory Council. This in turn reports to the company’s CRS Board Committee and the Coca-Cola Europe Group’s CRS Board.
Impact on Coca-Cola in the UK
Tier 4 Tier 3 Tier 2 Tier 1
Tier 11. Nutrition
Tier 22. Water3. Energy – GHG emissions4. Sustainable agriculture
Tier 35. Marketing6. Packaging7. Governance
Tier 48. Food quality and safety9. Customer transparency labelling10. Waste from manufacturing11. Supply chain labour
Tier 512. Employee safety13. Employee development14. Community development15. Local impact
Our stakeholders, priority areas and governance
Our priority issues—
Our business at a glance – continued
Where we operate
Our drinks are sold across Great Britain through more than 100,000 outlets. In order to deliver them effi ciently, our 22 manufacturing, distribution and offi ce sites are located throughout the country. They are split into fi ve regions: Scotland, North, Central, Wales and South West and South East.
22 —manufacturing, distribution and offi ce sites located throughout the country.
100,000 —outlets in Great Britain.
1997 —Great Britain has been a Coca-Cola Enterprises territory since 1997 and is the largest by volume.
Our sites around Great Britain
Wales & South West South
South East – enlarged
Full service vending
Regional offi ce
Cold drinks centre
Business support centre
Head offi ce
07Corporate Responsibility & Sustainability Report 2010/11The Coca-Cola system in Great Britain
Ingredients and raw materials
Third-party transportby road/rail
CCE fl eet transport
Customers Cold drinks equipment Consumers
CCE manufacturing facilities
So far we have mainly focused on measuring and reducing our operational impacts and the impacts we can control, such as emissions from our cold drinks equipment. Being a leader means taking responsibility up and down our value chain. We are increasing our work with suppliers and customers to identify ways to reduce these wider impacts.
How we operate
We use water, energy and packaging materials to produce our beverages. We are focused on increasing our operational effi ciencies and minimising our waste. The distribution of our products uses fuel, so we are looking for new, low-carbon ways to get our products to market. As an employer of 4,500 people, we provide jobs and pay taxes in Great Britain and the communities in which we operate.
Our wide range of products refl ects the changing needs and demands of our consumers across Great Britain. Refrigerating our products uses energy, so we are increasing the effi ciency of our coolers on our customers’ premises. Our empty packaging becomes waste unless it is recovered for recycling, so we are working to increase recycling rates across Great Britain.
95% of our products are made from concentrates produced by our brand owners. The rest are fi nished products that we distribute. Our sweeteners, juices, mineral waters, carbon dioxide, fuel and packaging materials come from a range of approved suppliers. We purchase sugar directly, but our low-calorie sweeteners are already contained in the concentrates we buy. We are looking at ways to reduce the carbon and water impacts of these raw materials in our supply chain.
We aim to reduce our environmental and social impacts across the life cycle of our products. This diagram shows the different impacts of our business at each stage of the value chain.
A life cycle approach to corporate responsibility and sustainability
In Great Britain, we manufacture and market a wide range of drinks. Our sparkling soft drinks include well-known brands like Coca-Cola, Diet Coke, Coca-Cola Zero, Sprite and Fanta, as well as Oasis still fruit drinks, the isotonic sports drink Powerade and Schweppes Abbey Well water. We also own Relentless energy drinks
and GLACÉAU vitaminwaterTM and are a majority shareowner of innocent drinks.
We launched a number of new products in 2010, including Powerade Zero and Powerade ION4 sports drinks, and Relentless Libertus – a sugar-free stimulation drink.
Our productsWe market, manufacture, sell and deliver some of the most popular beverage brands in the world.
Waters and enhanced waters Sports and energy Sparkling
• Schweppes Abbey Well, still and sparkling
• GLACÉAU vitaminwater™
• Powerade • Powerade Aqua+ • Powerade ION4• Powerade Zero
• Powerade Energy• Relentless • Monster
• Coca-Cola • Diet Coke • Coke Zero • Fanta • Fanta Zero• Sprite
• Sprite Zero • Dr Pepper • Dr Pepper Zero • Lilt • Lilt Zero
For more information on these products visit www.cokecorporateresponsibility.co.uk
09Corporate Responsibility & Sustainability Report 2010/11The Coca-Cola system in Great Britain
Coca-Cola Enterprises also manufactures and distributes some products for other brand owners. These include Capri-Sun, Monster energy drinks and the Appletiser, Peartiser and Fruitiser range of sparkling fruit juices.
In February 2010, Coca-Cola Enterprises became the offi cial distributor of Ocean Spray and its range of Cranberry and Blueberry juice drinks.
All our drinks come in a variety of packaging formats – aluminium cans, glass and plastic bottles – and portion sizes, from 150ml cans through to two litre bottles.
Top 5 —In 2010, our top fi ve brands by volume were: Coca-Cola, Diet Coke, Schweppes, Capri-Sun and Fanta.
Stills and cordials Adult soft drinks Juices and juice drinks
• Oasis • Oasis Light • Rose’s cordials • Schweppes cordials • Kia-Ora cordials
• Schweppes Indian Tonic Water • Schweppes Canada Dry Ginger Ale • Schweppes Lemonade • Schweppes Soda Water
• Schweppes Russchian• Schweppes Bitter Lemon• Schweppes Lightly Sparkling• Schweppes Ginger Beer
• Five Alive • Capri-Sun • Appletiser• Peartiser
• Fruitiser• Ocean Spray• innocent
ENERGY CONSERVATION/ CLIMATE CHANGE
5.5% —reduction in carbon emissions since 2007.
65%—carbon saving with biogas vehicles.
Climate change is the most pressing environmental issue of our generation and we’re working hard to reduce our energy use and emissions across all of our operations – from production to transport to refrigeration. In short, we are committed to growing our business, not our carbon emissions.
Carbon footprint—Like many businesses, we have calculated our carbon footprint and taken steps to reduce it. But we have done more. Working with the Carbon Trust, we have established the carbon footprint of some of our best-loved drinks, from the ingredients at the start of the supply chain, to the disposal of our packages at the very end.
This focuses our efforts on where we can do most to cut our own emissions as well as helping consumers make more sustainable
Key facts—– We emitted 476,000 tonnes
of carbon from our operations, a 5.5% reduction since 2007. This represents 60% of Coca-Cola Enterprises’ carbon footprint in Europe
– Our energy use ratio per 1,000 litres of product was 84.2kWh, an 11.25% reduction since 2007
– We ran the fi rst trial of a dedicated biogas heavy goods vehicle in the UK logistics sector.
choices about recycling and refrigeration, which have a big impact on a product’s carbon footprint (see pages 14/15 for more on packaging and recycling).
Carbon allowances —Coca-Cola Enterprises has a target to reduce CO2 emissions by 15% by 2020, based on 2007 emissions levels. We are well on the way to meeting this target in Great Britain and so far have reduced emissions by 5.5% since 2007.
For more information visit www.cokecorporateresponsibility.co.uk
Corporate Responsibility & Sustainability Report 2010/11The Coca-Cola system in Great Britain
Biogas vehicle trialIn Great Britain, we were the fi rst to trial a dedicated biogas heavy goods truck in the UK logistics sector. The truck works in our local distribution fl eet in and around London and uses biogas from a local landfi ll site. Biogas has a much lower carbon-intensity than diesel and we expect the truck to generate carbon savings of around 65%, compared to conventional diesel.
Cold drinks equipment—We know that refrigeration at the point of sale accounts for 68% of the total energy used to make and distribute our drinks. Making our fl eet of over 195,000 cooling and vending machines and dispense equipment more effi cient is an obvious area on which to focus.
• Our energy management system (EMS-55) for coolers saves up to 35% in energy use. At the end of 2010, more than 30,000 coolers – around 41% – were fi tted with an EMS.
• Long-life LED lighting is up to 80% more energy effi cient than fl uorescent lighting. Currently 23,000 machines, or 15%, have LED lighting.
• By the end of 2010, over 2,200 Open Fronted Units (OFUs) were fi tted with doors to save energy.
Maryanne Proctor, Environment Manager, North London Operations
At Edmonton, where Maryanne works, we have implemented recommendations from a boiler effi ciency survey including improved boiler insulation and better condensate recovery, which reduces gas use. These have contributed to a 10% reduction in energy at the site.
London 2012 Spotlight – Voltaic Warehouse—Coca-Cola Enterprises will run a dedicated warehouse to help with delivery of Coca-Cola products for the London 2012 Olympic and Paralympic Games.
Known as ‘Voltaic’, the warehouse incorporates many environmentally friendly features, including:
• Photovoltaic roof panels to generate solar electricity
• Skylights covering 15% of the roof (against an industry norm of 10%), which reduces the need for lighting
• A ground source heat pump, which uses the earth’s geothermal energy to supply heating and cooling for the offi ces.
Together these features are expected to save 121.5 tonnes of CO2 per annum.
Next steps—− We will aim to outperform our
carbon allowance of 446,000 tonnes of CO2 in 2011 and progress will be tracked on a monthly basis
− Continue work with the Carbon Trust on carbon footprinting our products. We plan to assess more products and to include it in our planning for the introduction of new products. We will also work on a leadership piece of research with the Carbon Trust to understand the value of carbon ‘GDA’ allowances
− Continue installation programme of 15,000 EMS-55 energy-saving devices and 14,000 energy effi cient LED lighting to our coolers and vending machines in 2011
− Install doors on 4,460 Open Fronted Units in 2011
− Complete the trial of the fi rst dedicated biogas heavy goods vehicle in the UK logistics industry and introduce up to 14 new biogas vehicles to the Coca-Cola Enterprises fl eet by the end of 2011.
To continue this trend, Coca-Cola Enterprises set a ‘carbon allowance’ in 2010 for its business in Great Britain. The allowance sets the maximum carbon emissions that can take place over a fi xed period and carbon reduction plans are set with the allowance in mind. In 2010, Coca-Cola Enterprises, in Great Britain, outperformed its carbon reduction plans for the year by 1.78%.
CRS masterplans —To guide our work on reducing energy and water use, we designed and rolled out CRS masterplans across all sites. Masterplans help sites to plan improvements by profi ling their energy and water use and targeting action where the improvement opportunities are greatest. Benchmarking against known best practices from around the business also identifi es opportunities for savings. Finally, long-term improvement plans are developed outlining improvement projects and the resources required in order to make them happen and the expected benefi ts.
An example of the benefi t of CRS masterplans is at our Edmonton site. Although it is one of the best performing plants on energy and water use, the site identifi ed more than 150 improvement projects within its masterplan, highlighting the potential further improvements that can be made.
Alternative energy—In 2010 at our Sidcup plant, we started using water from our existing borehole to provide more energy effi cient cooling water for bottle blowers and high-pressure compressor equipment. This new approach will avoid carbon emissions of around 1,612 tonnes a year and save around £186,000 annually.
We are investigating other renewable projects, including installing a wind turbine at our Northampton site and solar panels at our Edmonton site.
Transportation—Transporting our products (Coca-Cola Enterprises’ own fl eet and third-party distribution) currently accounts for 11% of our carbon footprint. We’re improving the effi ciency of our own distribution fl eet and exploring alternative fuels, as well as optimising our logistics network and routes to market.
We are also expanding backhauling with customers and suppliers in Great Britain, an arrangement by which customers or suppliers use empty vehicles on a return journey to collect or move product. During 2010, 8,916 deliveries, equalling 597,534kms, or 1.4% of our mileage travelled, used otherwise empty customer or supplier vehicles.
Water is a precious resource. It is also the main ingredient of all our products and without it we simply don’t have a business. We also use it for heating, cooling, washing and rinsing during manufacturing. We have a global goal to safely return to the environment the equivalent amount of water we use in our drinks and their production.
Key facts—– We used 3.4 billion litres of water
– Our water use ratio in 2010 was 1.36 litres per litre of drink produced, an 11.7% reduction since 2007.
Our approach covers four key areas:
− Protect: protect our local sources of water
− Reduce: continually improve our water effi ciency
− Recycle: return wastewater to the environment at a level that supports aquatic life
− Replenish: invest in programmes to replenish and protect water sources in areas of water risk.
Protect—To protect our water sources successfully, we fi rst need to know what risks and challenges they face. So in 2009 all sites carried out Source Water Vulnerability Assessments (SVAs). These investigated water quality and scarcity risks to our business, local communities and local ecosystems.
In Great Britain, 89% of our water comes from municipal sources and the remainder comes from groundwater sources, meaning our water sources face a low level of risk. As a result, our SVAs found no critical issues.
Protection plansFollowing our vulnerability assessments, we have developed Source Water Protection Plans (SWPPs) in conjunction with water providers, government agencies, and community organisations for each of our sites. The exception is our Schweppes Abbey Well site at Morpeth, which will complete its SWPP in 2011. We will start implementing these technical action plans in 2011.
3.4bn —We used 3.4 billion litres of water in 2010.
1.36—litres of water used per litre of product produced.
13Corporate Responsibility & Sustainability Report 2010/11The Coca-Cola system in Great Britain
Reduce—We used 3.4 billion litres of water in 2010, a 4.9% reduction against 2009. This means we only use 1.36 litres of water for each litre of drink we produce in Great Britain. We have reduced our water use ratio by 11.7% since 2007. This is one of the best water use ratios of all Coca-Cola bottlers anywhere in the world.
Coca-Cola Enterprises was one of the founding signatories of the Federation House Commitment, an industry-wide pledge that aims for a 20% reduction in the food and drink sector’s water use by 2020. We have already exceeded our target to meet the Federation House Commitment, achieving a 30.8% reduction since 2007, against a 6.7% increase in volume.
Monitoring and targetingOne of the main ways we reduce water use is by closely monitoring exactly what we use, so we’ve installed water meters at all of our manufacturing sites. Along with a range of best practice initiatives, we’ve reduced our water usage ratio, since 2007, by 22% at Sidcup; 12% at Edmonton; 7% at East Kilbride; and 10% at Wakefi eld.
Recycle—Rainwater harvestingWakefi eld is one of a number of sites working to introduce rainwater harvesting. A rainwater harvesting tank has been installed and supplies the vehicle washing area. In Northampton, a 20,000-litre harvesting system has been installed and is being used for vehicle washing, warehouse fl oor cleaning and fl ushing some of the toilets.
Replenish—Clean-up initiatives – Thames 21Coca-Cola Great Britain has worked with Thames 21, London’s leading waterways charity, since 2008. Litter-picking sessions with the Thames 21 crew are organised throughout the year on the river at Hammersmith, which is close to Coca-Cola Great Britain’s offi ces. Four sessions took place in 2010 with up to 20 volunteers at each session.
In 2010, employees from the Coca-Cola Enterprises site at Sidcup also teamed up with Thames 21 to clean up the nearby River Cray.
Water footprintingTo understand the true extent of the water that is used to make our products we need to understand the water footprint of our whole supply chain. A product water footprint considers both direct (operational) and indirect (supply chain) freshwater use. This includes ‘embedded’ water – the water used to grow ingredients or produce packaging – in addition to the water used in production and in the drinks themselves.
A pilot study with WWF and the University of Twente has calculated the water footprint of a 500ml PET plastic bottle of Coca-Cola produced at Coca-Cola Enterprises’ Dongen site in the Netherlands. This estimates that 35.4 litres of water go into the production of a 500ml bottle of Coke. Of this water footprint, 99% is used growing ingredients and producing packaging. Growing the sugar beet for the sweetener accounts for 76% of the water footprint alone.
Next steps include exploring how Coca-Cola can work with key sugar suppliers and NGOs to identify potential partnerships and ways of making water use in agriculture more sustainable.
Next steps—− We will focus on reducing
the water usage ratio at our Schweppes Abbey Well water site to 1.2 litres per litre by the start of the London 2012 Olympic and Paralympic Games, a reduction of more than 70% in non-embedded water
− We will complete our remaining Source Water Protection Plans in Great Britain
− We will complete our fi rst rainwater harvesting projects.
London 2012 Spotlight – Schweppes Abbey Well water usage —Schweppes Abbey Well is the offi cial bottled water of the London 2012 Olympic and Paralympic Games. It is bottled at our recently acquired manufacturing site at Morpeth. In 2010 its water use ratio was 1.74 litres per litre of product produced, which is some way off our overall GB ratio of 1.36 litres per litre of product.
As a result, we’ve set ourselves a challenge to reduce water use to 1.2 litres per litre produced by the start of London 2012. Detailed monitoring of water use at the site is well underway and reduction plans are falling into place.
In the fi rst four months of the project, the 12-month water use ratio has already been reduced to 1.58 litres per litre produced.
For more information visit www.cokecorporateresponsibility.co.uk
David Charlesworth, Quality, Safety and Environment Manager, Schweppes Abbey Well, Morpeth
Installing a new highly effi cient bottle rinser at our Morpeth site has helped David reduce the site’s overall water use by 9.2% in just four months.
For more information visit www.cokecorporateresponsibility.co.uk
We are one of the UK’s biggest users of packaging. Across our 25 brands we produce drinks in a wide variety of packaging types, from single serve 150ml cans to family-sized two litre bottles. Packaging is our most visible environmental issue and we’re working to reduce impacts by lightweighting packaging and increasing its recycled content. We’re also encouraging consumers to recycle more.
Key facts—– 99.9% of our own manufacturing
waste is recycled
– We have established 130 Recycle Zones – exceeding our original target of 80
– In 2010, we used a total of 145,702 tonnes of packaging (a 29% reduction since 2007)
– By the end of 2010, we averaged 14% recycled PET in our PET bottles.
Re-designing our packaging —Our aim is to reduce the weight of our packaging without compromising its quality. Over the last few years, we have completed a number of signifi cant projects to re-design our glass bottles, aluminium cans and PET plastic bottles. This process is known as ‘lightweighting our packaging’ and avoiding the use of materials reduces our packaging carbon emissions and also our costs. In 2010, we trialled the removal of cardboard trays from our cases of PET bottles. In 2011, we will remove trays from our 500ml PET packages which will save 2,500 tonnes per year.
Sustainable sources —Using recycled materials helps to reduce the carbon-impact of our packaging and we work with suppliers to increase the recycled content of our aluminium cans, glass bottles and PET bottles. We are progressing towards our target to use 25% rPET in our plastic bottles by 2012.
We’re aiming to use cardboard from certifi ed sustainable sources in our secondary packaging and, in 2011, Coca-Cola Enterprises will convert Capri-Sun boxes and corrugated trays to Forestry Stewardship Council (FSC) certifi ed cardboard.
99.9% —of our own manufacturing waste was recycled in 2010.
18 tonnes—of packaging was recycled with our Events Recycling Programme.
130 —We exceeded our target of 80 Recycle Zones – with 130 set up by the end of March 2011.
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Throughout 2010, The Coca-Cola Company introduced its sustainable ‘PlantBottle’ packaging in nine more countries worldwide. PlantBottle packaging is a fully-recyclable PET plastic material – indistinguishable to the eye from regular PET plastic. It is made from a blend of petroleum-based materials and up to 30% plant-based materials, derived from a by-product of sugar production. The next step on our journey to fully sustainable packaging will be the launch of PlantBottle packaging in Great Britain in 2011.
Infl uencing consumers —Our work with the Carbon Trust has revealed that packaging accounts for 30% to 70% of the lifetime carbon footprint of our products. So minimising the impact of our packaging means helping people to recycle. In recent years we have invested signifi cantly in projects to introduce ‘on-the-go’ recycling as a way of encouraging people to think again about how the material in their hands can be put to a second use.
Recycle ZoneWe started Recycle Zone in 2008 with the aim of setting up 80 branded Recycle Zones – recycling units placed in convenient locations to help people recycle on-the-go. The scheme has exceeded all expectations and we already have 130 static and event-based Recycle Zones around Great Britain. By the end of March 2011, these Recycle
Zones had collected over 338 tonnes of material for recycling. In addition, Coca-Cola Great Britain partnered with a number of local authorities to bring Recycle Zone to the high street including Southampton, Westminster and Peterborough.
Events recyclingIn summer 2010, we took our thinking to another level with our award-winning recycling activation at eight of the biggest music festivals in Great Britain. The aims were to increase recycling at these events and help to create behaviour change among festival-goers in a ‘Swap for Swag’ programme.
In total, more than 18 tonnes of bottles and cans were recycled, enough to save 162 tonnes of greenhouse emissions, and over 550,000 members of the public were switched on to recycling in the process.
More recently, we have started to take the recycling message directly into people’s homes. This was prompted by research we conducted last year that showed that the vast majority of our packs are disposed of in the home.
Nick Brown, Commercial Recycling Manager, Coca-Cola Enterprises, Uxbridge
Nick is working with our joint venture partner, ECO Plastics Ltd, to help make a step change in the plastics reprocessing industry and more than double the amount of high quality rPET produced in the country at present.
Partnerships with retailersIn early 2011, Coca-Cola Enterprises partnered with ASDA to run a recycling promotion in-store. The promotion ran across 21 stores over a two-day period and featured displays, posters and pop-ups, as well as a ‘Coke tunnel’ where consumers were encouraged to commit to recycling and could claim a rPET recycle bin with a receipt. During the promotion 8,400 rPET recycling boxes were given away.
Zero manufacturing waste to landfi llOur plant in Wakefi eld achieved zero landfi ll status in 2009 and has since been followed by Edmonton, Enfi eld, Milton Keynes, Sidcup and Colwall in 2010. Our distribution-only site in Northampton also achieved zero landfi ll status in 2010. In early 2011, our factory at East Kilbride achieved zero waste status and we are on target for our remaining manufacturing site in Morpeth to send zero waste to landfi ll by the end of 2011. Across Great Britain we recycled 99.9% of our manufacturing waste in 2010.
Next steps —– Our joint venture recycling
facility in Lincolnshire will open for business in 2011 and recycle more plastic bottles than any other factory in Europe
– The PET packs that we serve at the Olympic and Paralympic Games in summer 2012 will contain 25% rPET
– In 2011 we will launch PlantBottle packaging in Great Britain containing both recycled plastic (rPET) and plastic partially derived from plant matter (PlantPET)
– Coca-Cola will continue to invest in campaigns that inspire British consumers to recycle
– To achieve zero waste to landfi ll across all of our manufacturing sites.
London 2012 Spotlight – rPET Joint Venture—In 2011, Coca-Cola Enterprises announced a joint venture with ECO Plastics to develop the largest PET plastic recycling facility in Western Europe. Currently, only 35,000 tonnes, or one-third, of all PET sent for recycling is reprocessed in Great Britain. The rest is exported. The new facility will more than double reprocessing of PET plastic bottles in this country to 75,000 tonnes.
This marks a step change in the plastic reprocessing industry and shows Coca-Cola Enterprises’ commitment to creating a low carbon, bottle-to-bottle recycling system in Great Britain. It will also supply enough high quality, food-grade recycled PET to achieve our goal of including 25% recycled content in all our plastic bottles by 2012.
The carbon benefi t of using recycled PET (rPET) is clear. The rPET produced at the new facility will emit 68% fewer CO2 emissions than virgin PET, saving around 33,000 tonnes of CO2 per year. This is the equivalent of taking 15,175 cars off the road.
For more information visit www.cokecorporateresponsibility.co.uk
In Great Britain we manufacture and market a wide range of non-alcoholic drinks. Marketing is central to our success, so it’s really important that we continue to set the standard for engaging, memorable and responsible marketing in our industry. We’re working to expand our range of low- and no-calorie products and we aim to provide our consumers with the information on ingredients, nutrients and calories that they need to make the right choices for them.
Key facts—– 25 brands and over 100 products
sold in Great Britain
– Powerade ION4 was launched in 2011 – a still isotonic sports drink which will be used by Team GB and ParalympicsGB to help them prepare for London 2012
– Capri-Sun, Appletiser, Peartiser, Fruitiser and innocent drinks contribute to the fi ve-a-day target
– 8,000 pubs took part in our designated driver campaign.
Providing choice—In 2010, we launched a number of new products. These included low- and no-calorie products such as Powerade Zero, the fi rst ever sugar-free sports drink; Libertus, the new sugar-free stimulation drink, part of the Relentless portfolio; and i-focus, an eighth addition to the GLACÉAU vitaminwaterTM range. Low- and no-calorie products accounted for 34% of our drinks sold in 2010.
There were two new additions to the Monster range of energy drinks and 2011 saw the launch of Powerade Energy.
Coca-Cola Great Britain also increased its stake in innocent drinks to become the majority shareholder. See pages 8/9 for more on our brands.
By the middle of 2010, we had phased out in all but one of our products the six artifi cial food colours linked to hyperactivity in children by the so-called ‘Southampton Study’. The fi nal product will be compliant by the end of 2011.
34% —of the drinks sold in 2010 were low- and no-calorie drinks.
1st— Powerade Zero the fi rst ever zero-sugar sports drink.
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Clear information on our packs—We’ve provided Guideline Daily Amount (GDA) nutrition information on the front of our packaging since 2007. We believe it’s the best way to give people the information they need to make an informed choice about what they consume.
Our GDA labels clearly show the content per serving (330ml for cans, 250ml for bottles) of:
We also show the content of a 250ml serving on the majority of our bigger bottles to encourage consumers to drink in moderation. GDA labels also show the percentage of total recommended daily intake that each serving represents.
Responsible marketing —We have a long-standing commitment to responsible marketing which means we do not target the marketing of our drinks to children under 12 and will use the appeal of our brands to inspire people to live healthy, active lives. Our Responsible Marketing Charter, launched in 2009, sets out our guiding principles for our marketing. In 2011, we are strengthening our position further by updating our Charter and developing it into an operational code for our marketing teams.
Zoe Howorth, Franchise Ops GB,Market Activation Director, Hammersmith
Zoe is leading the evolution of our responsible marketing charter into an operational code that gives marketers strong and clear direction to guide all our marketing activity.
Coca-Cola and responsible drinking —As the world’s largest non-alcoholic drinks company, we believe that soft drinks provide a credible alternative to alcohol on a night out and can play a positive role in helping to build a responsible drinking culture in this country.
We are proud to be the only soft drinks company to have partnered with the alcoholic drinks industry’s ‘Why let good times go bad?’ campaign for the past two years. This is an industry-wide commitment to encourage 18–24 year olds to evaluate their drinking habits and challenge the social acceptability of drunkenness.
Designated driver campaignOur pioneering annual designated driver campaign, which runs over the festive period, rewards responsible drivers by offering those who choose not to drink on a night out a ‘buy one, get one free’ on Coca-Cola or Diet Coke. Now in its fourth year, the campaign was operated in partnership with the Department for Transport in 2010 and ran in over 8,000 pubs across the UK, providing over a million free drinks.
London 2012 Spotlight – Powerade Zero—In October 2010, Coca-Cola Great Britain launched Powerade Zero, which was developed with sports specialists for use by the members of Team GB. Powerade Zero is the fi rst sugar-free sports drink enhanced with sodium to help rehydrate the body – without adding back the calories of regular sports drinks. Powerade Zero is available in two great-tasting fl avours – Berry & Tropical and Red Fruits. Meeting our other CRS objectives, Powerade Zero also contains only natural fl avours and has no added preservatives.
Next steps—– We will invest in and harness
new ingredients to reduce the calorie content of some of our drinks
– We will launch some smaller pack sizes
– Our updated Responsible Marketing Operational Code will be launched 2011 and we will ensure colleagues engage, understand and respect our approach.
COMMUNITYEvery year we contribute to the communities in which we operate. Without sustainable communities we can’t have a sustainable business. Our overriding aim is to help young people to be the best they can be through sports and education. We do this through investments in the community, sponsorships, charitable donations, employee volunteering and in-kind donations.
Key facts—– Research by Professor Ethan
Kapstein of INSEAD and external stakeholders showed that for every job we create, a further six are directly created in the supply chain
– In 2010, the Real Business Challenge won gold in the Education category at the Food and Drink Federation’s Community Partnership Awards
– Coca-Cola Enterprises’ Education Programme was re-accredited with Business in the Community’s Big Tick Award in 2010
– In 2010, for the third successive year, Coca-Cola Enterprises won a Gold Achievement Award from Caravan, the charity that supports workers in the grocery sector
– Coca-Cola Great Britain sent a team of six teenagers from the Special Olympics GB Unifi ed Football Programme to the 2010 FIFA World CupTM in South Africa to act as fl ag bearers for the England vs Algeria match.
£1m+ —The Coca-Cola system in Great Britain contributed over £1 million to community projects in 2010.
60,000 —Since its inception in 2006, more than 60,000 young students have benefi ted from the Real Business Challenge.
For more information visit www.cokecorporateresponsibility.co.uk
19Corporate Responsibility & Sustainability Report 2010/11The Coca-Cola system in Great Britain
Next steps —– Coca-Cola Enterprises will
complete its fourth education centre in Sidcup early in 2011 and school visits will start in the second half of the summer term
– Coca-Cola Enterprises will also open a new education centre at our joint venture PET recycling facility in Lincolnshire in 2011
– In 2011, we will work with LOCOG to offer the Real Business Challenge as part of Get Set, the London 2012 Education Programme. This will increase the scale of the Real Business Challenge and we aim to reach over 30,000 students in a national competition across 11 regions
– We will support the Special Olympics World Summer Games in June 2011 in Athens. Coca-Cola Great Britain will run a digital campaign through www.coca-cola.co.uk to raise awareness and funds for the Great Britain team to travel to the competition.
Community investment—In 2010, we worked with the business school INSEAD to understand the breadth of our community contributions. The results show that we are a major contributor to our local communities, and highlighted the substantial economic effect generated by the taxes and the business we generate in our value chain. One key fact the research showed is that for every job we create in our system, our operations create a further six UK jobs in our supply chain.
In 2010, the Coca-Cola system in Great Britain contributed over £1 million to community projects at national and local levels.
Key community programmes include:
Special Olympics GBCoca-Cola Great Britain has supported Special Olympics GB since 1978. The organisation has over 8,000 participants with learning disabilities who benefi t from a programme of year-round sports training and competition to help develop their social and life skills. Through annual funding we provide vital running costs for the charity – but that’s not all.
One of the ways we support Special Olympics GB is via our loyalty website, CokeZone, which encourages members to donate their points to the charity. This goes
towards buying thousands of pounds worth of athletic equipment. Staff also fundraise year-round for Special Olympics and volunteer their time to help run some of the local clubs in Hammersmith & Fulham in London.
In 2010, Coca-Cola Enterprises made a three-year fi nancial commitment to Special Olympics GB. We’ve been working with them on how to best engage our employees in volunteering and fund-raising. In 2010, we supported their ‘Wear the Laces’ initiative, which celebrates the International Day of People with Disabilities. At our Peterborough offi ce we are also piloting a programme for employee volunteering at local Special Olympics GB clubs. This pilot will help to show how we can introduce the initiative across the business in 2012.
Education centresWe’re committed to educating young people about business and enterprise. To support this, Coca-Cola Enterprises has education centres at three manufacturing sites – East Kilbride, Wakefi eld and Edmonton. Secondary school visits to the centres include a guided tour that gives students an insight into our operations and aims to bring the world of work to life.
The initiative is aligned with the Government’s enterprise education agenda, which requires students to receive fi ve days of work-related learning per year. In 2010, over 41,600 students completed an educational programme with us and 100% of teachers said they would recommend the visit. During the year the centres were also re-accredited with Business in the Community’s ‘Big Tick’ Award.
It is our intention to continue to grow our education centre concept so that all of our manufacturing sites have these excellent facilities. A new centre at Sidcup will open in early 2011 and later in the year at our new joint venture PET recycling facility, which is currently being built in Lincolnshire. The centres require considerable capital investment but we have to prioritise their development and plans for centres at other sites have been assessed for their practicality and cost.
Real Business Challenge Created and organised by Coca-Cola Enterprises, the Real Business Challenge aims to give 14 and 15 year old students genuine business experience and provide them with some of the skills and attributes needed in a work environment. Developed with Edexcel, a leading provider of internationally recognised education qualifi cations, the Challenge provides an accredited BTEC WorkSkills qualifi cation.
Since starting six years ago, more than 60,000 young people have benefi ted from the programme.
In 2010, the Real Business Challenge won gold in the Education category at the Food and Drink Federation Community Partnership Awards. In addition, employees from Coca-Cola Enterprises participate as mentors, lending over 800 hours of their time each year to encourage students to produce innovative business ideas.
Albert Collison, Technical Operator, Milton Keynes
Albert collects used workwear and safety equipment at our Milton Keynes site, which he sends to his native Ghana where it is used to improve safety in farming communities.
London 2012 Spotlight – London 2012 Olympic Torch Relay—Coca-Cola is a Presenting Partner of the London 2012 Olympic Torch Relay and through its sponsorship, aims to shine a light on young Britons who have made a positive contribution to their local communities, by giving them the chance to carry the Olympic Flame. The Olympic Flame will arrive in the UK on 18 May 2012 and will be carried the length and breadth of the country by 8,000 Torchbearers, helping to inspire everyone to get involved in the spirit of the Olympic Games.
As a company and through our brands, we support a wide variety of different programmes to help people get more active because we want to make a positive impact on people’s health and wellbeing. Our brand and corporate partnerships target different groups of people in the ways that make best sense for them, bringing to bear a wide range of unique benefi ts such as credibility, functionality and inspirational assets.
Key facts—– Over 100,000 free swims have
been given away and 120 new swimming teachers trained through the Schweppes Abbey Well Free Schwim programme during 2009–2010
– Relentless supports the Lee Debuse Wakeboarding School which teaches around 3,000 young people a year.
For more information visit www.cokecorporateresponsibility.co.uk
110,000 —Over 110,000 young people are set to benefi t from Coca-Cola Great Britain’s investment in StreetGames over the next three years.
Olympic Games —Coca-Cola has been involved in supporting the Olympic Games since 1928.
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Public Health Responsibility Deal—In March 2011, Coca-Cola Great Britain announced it was becoming a partner in the Government’s Public Health Responsibility Deal. We’ve committed to work in partnership with health professionals, consumer groups and the Government to drive forward collective pledges that encourage active, healthy lifestyles. Our pledges include:
1 Using our local presence to get young people and adults more active
2 Promoting and supporting more active travel amongst our employees
3 Increasing physical activity in the workplace
4 Communicating and promoting the Chief Medical Offi cer’s revised physical activity guidelines
5 Helping to tackle the barriers to participation in physical activity faced by some of the most inactive groups in society.
Take to the Streets—Powerade continues to be the offi cial sports drink of ‘Take To The Streets’ and the Great Event Series, which includes the Bupa Great North Run. The brand supports and encourages ‘Take to the Streets’ competitors with training advice online and with free Powerade drinks at the various runs, swims and cycles around the UK.
Schweppes Abbey Well’s Free Schwim Programme—In 2010, we expanded the successful Schweppes Abbey Well Free Schwim campaign. In return for a special promotional bottle top, the scheme offers consumers a free weekday swim at over 400 participating pools around the country. More than 55,000 free swims were redeemed in 2010. As well as offering free swimming, the campaign has also trained 120 new swimming teachers in 2009 and 2010.
Next steps—− In 2011, we will evaluate
all of our active lifestyles programmes to look at how our company and brands can more effectively encourage people to get active
− We will be supporting the StreetGames Summer Festivals with a range of activities and programmes to make them even more fun
– We will also encourage StreetGames participants to nominate ‘Future Flames’ to carry the Olympic Torch in 2012
– In addition we will be creating new opportunities for StreetGames volunteers and participants to get involved, such as working as volunteers as part of our Venue Operations Team at London 2012
− Schweppes Abbey Well’s Free Schwim programme will continue in 2011.
Daryl Jelinek, General Manager, London 2012, Olympic and Paralympic Games, Hammersmith
Coca-Cola Great Britain is working to increase physical activity in the workplace as part of the Public Health Responsibility Deal. Daryl is pictured at the free gym facilities we provide at our Hammersmith site.
London 2012 Spotlight – StreetGames—
In October 2010, Coca-Cola Great Britain announced a three-year partnership with StreetGames, a national charity that helps young people in disadvantaged communities get active and participate in sports. With Coca-Cola Great Britain’s funding, StreetGames aims to provide better sporting experiences to over 110,000 young people by:
− Helping StreetGames grow its network of projects creating more opportunities for young people, including launching in Scotland for the fi rst time
− Developing a new programme of 300 neighbourhood sports festivals, reaching 46,000 people. The festivals give young people the chance to bring their friends and try out some of the sports and activities that are typically offered at a StreetGames session
− Opening the fi rst ever StreetGames Sport for Change Training Academy, where 100 tutors will deliver 11 new StreetGames training courses to around 6,000 sports coaches.
As the London 2012 Olympic and Paralympic Games approaches, Coca-Cola Great Britain and StreetGames aim to deliver a genuine legacy of increased grassroots sport participation that lasts well after the Games are over.
WORKPLACEA truly sustainable company is one that attracts, develops and maintains a highly talented and diverse workforce. We aim to make a positive difference to our employees and so we make it a priority to treat them well, help them develop and give them a rewarding work life.
– In 2010, there was a total of 34,645 training hours in Coca-Cola Enterprises, and a total of 2,250 training hours in Coca-Cola Great Britain.
Retaining employees—At Coca-Cola Enterprises we have piloted listening groups to give support and advice to female employees on achieving a balance between motherhood and the workplace. Our efforts are showing results and, in 2010, approximately 43% of our newly-hired or promoted employees in Great Britain were women.
Key facts—– In 2010, 68% of employees were
women in Coca-Cola Great Britain and 28% were women in Coca-Cola Enterprises
– Coca-Cola Enterprises’ voluntary turnover rate was 6.5% and Coca-Cola Great Britain’s was 9.5% in 2010
– In 2010, Coca-Cola Enterprises’ lost time incident rate was 0.61 incidents per 100 full-time employees
Supporting diversity—Coca-Cola Enterprises has established a Diversity Council in Great Britain, which is chaired by the Vice President for Human Resources. The Council is responsible for embedding our diversity vision into workplace initiatives and promoting local diversity projects.
Public Health Responsibility Deal —Coca-Cola Great Britain is a partner in the Department of Health’s Public Health Responsibility Deal. As part of this we have made specifi c
4,615 —Coca-Cola Enterprises employed 4,565 employees on average in 2010; Coca-Cola Great Britain employed 50.
68% —68% women in Coca-Cola Great Britain; 28% in Coca-Cola Enterprises.
For more information visit www.cokecorporateresponsibility.co.uk
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Lee Evans, Sales Manager and Olympic Ambassador, Warrington
Lee is one of our 23 Olympic Ambassadors. Ambassadors spread the Olympic message among our employees and get them involved in the many London 2012 activities happening around Coca-Cola.
commitments to encourage and assist our employees and consumers to lead more active and healthier lifestyles.
See pages 20/21 for more on the Public Health Responsibility Deal.
Health and Safety —Providing safe and healthy working environments is fundamental to our sustainability and success. At Coca-Cola Enterprises we take the health and safety of our employees very seriously. It’s our belief that accidents are almost always preventable, so we’re committed to promoting and rewarding safe behaviour, as well as educating all of our employees in safety procedures.
To understand how safe our operations are, we record the number of accidents that take place. Our safety frequency rate measures the number of lost time accidents in our operations (manufacturing and distribution) against the average number of Full Time Employees (FTE) per 100 employees. We’ve made signifi cant progress in improving our safety frequency rate. In 2010, it was 0.56 in our operations, a 5% improvement over 2009 (0.59) and an 81.2% improvement since 2006 (2.99). It was 0.65 amongst our sales force and as a whole our safety frequency rate was 0.61 in 2010.
Back TrackIt’s important to help employees understand that most accidents are linked to behaviour or actions that are avoidable and to work together to develop good safety habits. In Northampton we wanted to help warehouse pickers keep their backs healthy and avoid developing poor ergonomic habits and lifting styles.
Our solution was to invest in Back Track, a small unit worn on employees’ belts that vibrates if the wearer bends or stoops too far. It also stores information so we can educate colleagues about better picking stances. The devices show visible results to employees because as they develop better habits they activate the units less. As a result of its success, Back Track was introduced to all sites by the end of 2010.
CRS In Action & Live Positively week —Each year, we organise a week of corporate responsibility and sustainability (CRS) initiatives. The week aims to inspire employees to make sustainability a way of life every day. Activities focus on our Live Positively values and include community clean-ups and other environmental and workplace initiatives such as clearing a forestry trail, recreating the ‘Swap for Swag’ recycling initiative and hosting bike clinics to promote cycling to work.
Coca-Cola employees and London 2012 —The London 2012 Olympic and Paralympic Games are an exciting milestone for us. We want to use the Games to focus all our employees’ minds on achieving their own personal best: something that is genuinely better than they have ever done before. We want to use the power of the Games to inspire the passion and talent of our people to accelerate our plans to create an even stronger business for years to come. Employees have several opportunities to prove exceptional achievement and be within touching distance of a unique London 2012 Olympic and Paralympic Games reward, with the chance of winning exciting Olympic experiences and a possible once-in-a-lifetime opportunity to carry the iconic Olympic Flame in the Olympic Torch Relay.
Academy of Excellence —A number of athletes hoping to be selected for Team GB and ParalympicsGB at the Olympic Games have been gaining work experience at Coca-Cola Enterprises and Coca-Cola Great Britain in 2010
through our Academy of Excellence partnership. Through work placements the athletes get the opportunity to learn about business and fi nd out about opportunities in the commercial world. Our colleagues gain from seeing fi rst hand what makes a top athlete tick.
Next steps —− Coca-Cola Enterprises
will design a new visiting contractor management system to infl uence and support visitors and contractors at our sites to keep safe and consider the environment
− Coca-Cola Great Britain will report back with progress on Health at Work Pledges
− Coca-Cola Enterprises will explore the opportunities of a Women’s Resource Group in 2011
− In 2011, Coca-Cola Enterprises will launch a series of workforce wellbeing programmes.
London 2012 spotlight – HealthWorks at Homerton—In January 2010, Coca-Cola Great Britain announced its support for a workplace health programme at Homerton Hospital, close to the Olympic Park in East London. As a designated London 2012 hospital, Homerton was a natural choice for Coca-Cola as an Olympic Partner.
The HealthWorks scheme offers hospital staff free, on-site advice on healthy eating, good lifestyle habits and discounted gym membership. A crucial component has been former Olympic athlete, Shani Anderson, providing on-site advice, coaching and support.
One year on, a report by independent think-tank 2020health found that the project positively improved fi tness and lifestyle opportunities, met key NHS workplace health objectives and had transferability and scalability potential for other NHS locations. The report also noted that the successful partnership with Coca-Cola Great Britain was a fi rst for an NHS Trust.
Fruit farmers in East AfricaIn January 2010, The Coca-Cola Company, non-profi t organisation TechnoServe, and the Bill and Melinda Gates Foundation launched a partnership to enable over 50,000 small-scale fruit farmers in Uganda and Kenya to increase their productivity and double their incomes by 2014.
The four-year, US$11.5 million partnership aims to create new market opportunities for mango and passion fruit farmers whose fruit will be used for Coca-Cola’s locally produced fruit juices.
Corporate responsibility and sustainability isn’t just important for our business in Great Britain – it’s a global concern. Our businesses are part of larger global companies that carry out their own corporate responsibility programmes.
Sustainable agriculture —The Coca-Cola Company and its bottlers are among the world’s top commercial purchasers of sugar, citrus juice and coffee. We support sustainable agriculture not only because it makes obvious business sense, but because we feel we should play our part in preserving these resources for the future.
Bonsucro (Better Sugar Cane Initiative)Since 2008, we have been working with the World Wildlife Fund (WWF) and other stakeholders to establish a standard for more sustainable sugar cane growing and processing. Formerly known as the Better Sugar Cane Initiative, Bonsucro launched its production standard and certifi cation system in November 2010. The standard is based on fi ve principles:
– Obey the law
– Respect human rights and labour standards
– Manage input, production and processing effi ciencies to enhance sustainability
– Actively manage biodiversity and ecosystem services
– Continuously improve key areas of the business.
We are working with our suppliers to help them become certifi ed to the standard for the next sugar cane harvest in 2011.
Partnerships —Global Partnership with the Red CrossThe Coca-Cola Company and the International Federation of the Red Cross (IFRC) and Red Crescent have a long history of co-operation that began in World War I. In 2010, this history grew into a formal global partnership to help save lives when natural disasters strike.
Over three years, we will contribute US$2 million to the partnership and US$1 million to the IFRC’s Disaster Response Emergency Fund with the aim of improving the speed and effectiveness of disaster response.
Globally, Coca-Cola frequently provides logistics, materials and fi nancial support in emergencies. Most recently, we donated US$2.35 million to Red Cross and Red Crescent relief work after the earthquakes in Haiti and Pakistan in 2010.
Bonsucro launched its production standard and certifi cation system in November 2010.
Coca-Cola pledges $7.3m to the Red Cross to help the relief effort in Japan.
“Partnerships like this provide farmers with the tools and resources that can help revitalise African agriculture and increase opportunities for small farmers, so they build better lives for themselves and their families.”
Sylvia Mathews BurwellPresident Global Development Program Bill and Melinda Gates Foundation
25Corporate Responsibility & Sustainability Report 2010/11The Coca-Cola system in Great Britain
Refrigerants naturallyIn 2010, The Coca-Cola Company announced a major global commitment to eKOfreshment. The global goal is that by 2015 we will only purchase HFC-free coolers, vendors and dispense equipment. By 2012, half of our new equipment purchases will be HFC-free. In addition, Coca-Cola has led the Global Consumer Goods Forum to also make a public commitment to phase out cooling with HFCs.
In Europe, half of all newly-purchased coolers were already HFC-free in 2010, using hydrocarbon or CO2 cooling technology. We also focus on energy effi ciency and our new coolers are 40% more energy effi cient in 2010 than they were in 2000.
Fighting poverty in AfricaEnjoying a chilled bottle of Coca-Cola used to be nearly impossible in Ethiopia. Delivery trucks couldn’t reach the tiny local shops which don’t have space to stock large amounts of Coca-Cola drinks.
In 1999, our Ethiopian bottler came up with a solution: micro distribution centres (MDCs). These are closer to their customers and cater for smaller orders, an approach that’s increased sales revenues and provides a valuable boost to the economy.
FIFA World CupTM and RAINThe Coca-Cola Company’s Replenish Africa Initiative (RAIN) is a US$30 million commitment to provide communities throughout Africa with access to clean water and sanitation. By 2015, RAIN hopes to have delivered safe water to two million people in Africa.
A global programme of cause-related marketing was set in motion around the 2010 FIFA World CupTM to support RAIN. Throughout the duration of the South Africa 2010 FIFA World CupTM, Coca-Cola donated $1,500 for every goal scored to Water for Schools, a RAIN initiative.
The CEO Water MandateCoca-Cola Enterprises signed the UN Global Compact’s CEO Water Mandate in early 2009. This public-private partnership helps us develop and implement water sustainability policies and practices. Its six core elements help us understand and manage water use more sustainably and cover:
1 Direct operations
2 Supply chain and watersheds
3 Collective action
4 Community engagement
5 Public policy
WWFThe Coca-Cola Company continues to work closely with WWF to support water conservation throughout the world.
Emeco and CokeIn early 2010, The Coca-Cola Company and Emeco, the leading furniture manufacturer, combined their iconic products, the Coca-Cola contour bottle packaging and the famous Navy Chair, to create a beautiful new chair made from at least 111 recycled plastic bottles. Modelled after the original aluminium Emeco Navy Chair designed in 1944 for the US Navy, each 111 Navy Chair contains a mix of 60% rPET plastic and a special combination of other materials including pigment and glass fi bre for strength. Manufactured in the USA, over three million PET plastic bottles will be turned into 111 Navy Chairs annually with the plastic coming from Coca-Cola’s recycling plant in the USA.
MDCs are generally owned by local entrepreneurs, which means local communities play a part in our business and share in our success. Currently around 3% of MDCs are owned and managed by women. Since their introduction, MDCs have been a huge success:
– There are over 3,000 MDCs in East Africa employing around 13,500 people
– MDC owners and employees support an estimated 48,000 dependants
– African MDCs generate over $500 million in annual revenue
– Over 80% of The Coca-Cola Company’s business in key East African countries goes through the MDC network.
$30m —committed to the Replenish Africa Initiative (RAIN).
The Emeco 111 Navy Chair made from 111 recycled plastic bottles.
Singer K’Naan performing at the FIFA World CupTM Trophy Tour by Coca-Cola, helping to raise funds for Water for Schools.
For more information on these partnerships visit www.cokecorporateresponsibility.co.uk
Assurance statementSGS United Kingdom Ltd was commissioned by Coca-Cola Enterprises to conduct an independent assurance of their Corporate Responsibility & Sustainability Report for 2010/11, and our full Assurance Statement can be found at www.cokecce.com.
The scope of the assurance included a review of the content of this Coca-Cola Great Britain Corporate Responsibility & Sustainability Report 2010/11 to evaluate inclusion of material issues and reliability of selected data in line with the Corporate Responsibility & Sustainability Report.
We are of the opinion that this Coca-Cola Great Britain Corporate Responsibility & Sustainability Report 2010/11 includes information on material issues and that the data for the following KPIs are reliable:
• Carbon Footprint
• Water Use Ratio
• Internal recycling and recovery rate
• Lost Time Incident Rate
• % Recycled PET used
• % products made available with no/low calorie content
• Females in Workforce.
Our full Assurance Statement and Carbon Data Verifi cation Statement, included within the Corporate Responsibility & Sustainability Report, provide our detailed fi ndings and conclusions for this assurance and information on our responsibilities, independence and competence.
Signed:For and on behalf of SGS United Kingdom Ltd
Jan SaundersUK Systems and Services Certifi cation Business ManagerJune 2011www.sgs.com
27Corporate Responsibility & Sustainability Report 2010/11The Coca-Cola system in Great Britain
Commitments, achievements, next steps
CRS focus area Commitments Achievements Next steps
Energy conservation/climate change
We will continue to install energy-effi cient LED lights and energy management systems on our coolers and vending machines.
By the end of 2010, 41% of our coolers were fi tted with energy management systems and 15% of our machines were fi tted with LED lighting.
In 2011, we aim to install energy management systems in 15,000 machines and 14,000 LED lights.
Water stewardship Continue to reduce our water ratio towards 1.3 litres of water used per litre of drink produced, by 2020.
Achieved a water use ratio of 1.36 litres of water used per litre of product produced in 2010 – one of the best water use ratios of all Coca-Cola bottlers in the world. To help uncover water-saving opportunities, we have installed water meters in all our manufacturing sites.
Continue to work towards our water ratio goal and deliver initiatives supporting our water stewardship approach to Protect, Reduce, Recycle and Replenish water.
We’re aiming to raise the recycled content of our plastic bottles by 2012 to at least 25%.
By the end of 2010, we averaged 14% of rPET in our packaging. We’re on target to achieve 25% by 2012, supported by our new PET reprocessing joint venture with ECO Plastics, which will more than double the amount of PET reprocessed in the UK.
We will launch PlantBottle packaging in 2011, a fully recyclable PET bottle made with 25% rPET and up to 22.5% plant-based materials.
Product portfolio We’ll continue to review and improve our responsible marketing policies to keep up with the fast-changing marketing environment.
We have begun the process to refresh and evolve our Responsible Marketing Charter to an operational code, ensuring it remains relevant and is explicit about what our principles mean in practice.
We will complete the Responsible Marketing Operational Code and deliver an internal communications programme to drive understanding, respect and engagement with our responsible marketing commitments among our colleagues.
Active healthy living We’re working on developing our grassroots and active lifestyle strategy from 2010 onwards.
We announced a three-year partnership with StreetGames, the national charity helping young people from disadvantaged communities get active through sports.
With Coca-Cola Great Britain’s funding of StreetGames we aim to provide better sporting experiences to over 110,000 young people over the next two years.
Community We’re committed to educating young people about business and enterprise and it’s our intention to develop education centres at all of our manufacturing sites.
Over 41,600 students completed an educational programme at one of our three existing education centres in 2010. The centres were also re-accredited with Business in the Community’s ‘Big Tick’ Award.
We are opening two new education centres in 2011, one at Sidcup in early 2011 and one at our new rPET Joint Venture site in Lincolnshire, later in the year.
Workplace Support our employees to lead healthier, more active lives.
In 2010, Coca-Cola Enterprises offered fl u jabs to employees, and for those facilities which had a staff restaurant over 90% highlighted either the healthy choice or gave nutritional information.
Coca-Cola Great Britain continued to encourage healthier staff food provision through a subsidised staff restaurant with healthy options and free fresh fruit.
At Coca-Cola Great Britain we aim to provide GDAs and messaging on portion size in our staff restaurant. We will also include a section on the health and wellbeing of our employees within our annual CRS reporting process.
A workplace wellbeing strategy for Coca-Cola Enterprise in Europe will be launched in 2011.
A summary of some of our key efforts
Photographic highlights from some of our key corporate responsibility and sustainability programmes
Events from around Great Britain
1 Teens participating in East Midlands StreetGames Festival
2 Participants in a ‘Take to the Streets’ event supported by Powerade
3 An employee from Coca-Cola Enterprises’ Sidcup site helping to clean the River Cray in partnership with Thames 21
4 Coca-Cola Great Britain employees litter-picking by the Thames river with Thames 21
5 Employees from Homerton Hospital involved in the Coca-Cola Great Britain ‘Healthworks at Homerton’ scheme in East London
800 —hours volunteered by employees from Coca-Cola Enterprises for the Real Business Challenge in 2010.
Corporate Responsibility & Sustainability Report 2010/11The Coca-Cola system in Great Britain
6 Members of the Academy of Excellence
7 Six members of Special Olympics GB Unifi ed Football Programme travelled to South Africa for the FIFA World CupTM and were fl ag-bearers at the England vs Algeria match
8 Jessica Ennis, World and European Heptathlon Champion, is a brand ambassador for Powerade
9 Isle of Wight Festival-goers enjoy the ‘Swap for Swag’ recycling area
10 Students taking part in the Real Business Challenge
11 Launch of Recycle Zone on the High Street in Peterborough
12 Employees from Coca-Cola Enterprises trialling a new health and safety device – Back Track
Inspiring Personal Best Performance
The London 2012 Olympic and Paralympic Games are an exciting milestone for us. We want to use the Olympic Games to focus our employees on achieving their own Personal Best.
Coca-Cola Enterprises LtdCharter Place, Vine StreetUxbridge, MiddlesexUB8 1EZ01895 231313
Coca-Cola Great Britain1 Queen Caroline StreetLondon W6 9HQ020 8237 3000
The journey continues…
In this printed report, we’ve shared the highlights of our corporate responsibility and sustainability goals and achievements in 2010/11. You can fi nd more details online at.
To fi nd out more about The Coca-Cola Company and Coca-Cola Enterprises please go to:
The Coca-Cola Companywww.thecoca-colacompany.com
We’re interested to hear your feedback. Please contact us using the following details:
Liz Lowe Julian HuntCitizenship Manager VP Corporate AffairsCoca-Cola Great Britain Coca-Cola Enterprises [email protected] [email protected]
or email us at [email protected]